Today’s international environment
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This document summarizes opportunities available through international engagement, including joining international organizations, attracting capital and expertise from abroad, addressing unemployment, and promoting cultural exchanges. Joining international organizations can open new goods and services markets with reduced tariffs, widen business opportunities globally, and increase export potential. Attracting foreign direct investment and acquiring modern technology from abroad can help solve unemployment by creating jobs in multinational companies and overseas. Cultural exchanges can foster understanding between countries.
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The European Tech Tour Association is a nonprofit organization that connects emerging technology companies in Europe with investors and corporate executives through conferences and events. It has hosted over 45 successful events connecting over 7,000 industry professionals. The organization aims to increase deal flow and provide networking opportunities for investors, exposure and coaching for companies, and access to innovation for corporations through various regional and industry-focused summits and tours.
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001- Globalisationl- NOTES.ppt
This document discusses international business and globalization. It defines international business as business transactions that involve two or more countries. It covers topics like exports/imports, foreign investment, and intellectual property rights. Globalization is defined as the increasing integration and interdependence of world economies through increased trade and foreign investment. Key drivers of globalization mentioned include declining trade barriers, technological advances, outsourcing to lower cost countries, and growing world trade and competition. Major international organizations that support globalization, such as the WTO, IMF, and UNCTAD, are also outlined.
Tech tour business presentation evs - v.8.12
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Power Point Presenation for the subejct of International Business
PPT for the subject of International Business prepared as per the syllabus of Osmania University-Hyderabad INDIA
This is very much useful for the students of the MBA program across all universities throughout the world
4f
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Creative City Networks Review: their role supporting creative talent in Scotland’s cities. An event focused on the Ekos review findings of the 3 city networks: Creative Dundee, Creative Edinburgh and Creative Stirling at Creative Scotland's office.
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Bjorn Macauter – General Manager Entrepreneurs for Entrepreneurs Belgium?
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Chapter 21 Demand Management and Logistics
The Key to Supply Chain Management
The SCM Triangle
Supply Management
Demand Management
Logistics Management
Evolution to Strategic SCM
Strategic Demand Management
Demand Management Defined
The Bullwhip Effect
Evolution of Strategic Demand
Forecasting Demand
Planning with Time Fences
Implications for Supply Management
Strategic Logistics Management
Logistics Defined
Logistics Role in Supply Chain Management
Chapter 20 Production and Inventory Control
The Fundamentals of Production Planning
Modern Production Planning Systems
Aggregate Planning and Master Scheduling
Material Requirements Planning
Capacity Requirements Planning
Evolution of MRP and MRP II Systems
Impact on Purchasing and Supply
Just-In-Time Production Planning
The Functions of Inventories
Definition of Inventories
Inventory Analysis
Costs Associated with Inventories
Carrying Costs
Acquisition Costs
Economic Order Quantity
Types of Inventory Control Systems
Cyclical or Fixed Order Interval System
The Just-In-Time (JIT) Approach
Material Requirements Planning (MRP) System
Order Point or Fixed Order Quantity System
Chapter 19 Ethics and Social Responsibilities
Ethics Defined
Ethics in the Supply Management Context
Professional Purchasing and Supply Management Ethics
Principles and Standards of Purchasing and supply Management Practice
Management Responsibilities
Written Standards
Ethics Training and Education
Departmental Environment
Miscellaneous Factors
Dealing with Gray Areas
The Four Way Test
Social Responsibilities
Chapter 18 Contract and Relationship Management
Need For Better Contract Management
Pre-award Conference
Monitoring And Controlling Project Progress
Gantt Charts
CPM And PERT
Closed Loop MRP Systems
Monitoring And Controlling Total Supplier Performance
Supplier Performance Evaluation
Motivation
Punishment
Rewards
Assistance
Training
Quality Audits And Procurement System Reviews
Problem Solving
Collaboration
Managing The Relationship
Chapter 17 Contract Formation and Legal Issues
Litigation Prevention
Dispute Resolution
Negotiation
Mediation
Litigation
Arbitration
Courts
Development of Commercial Law
Basic Legal Considerations
The Purchase Contract
Letters of Intent
Special Legal Considerations
Inspection Rights
Rights of Rejection
Title and Risk of Loss
Warranties
Evergreen Contracts
Order Cancellation and Breach of Contract
Liquidated Damages Provision
Special Considerations (cont’d)
JIT Contracts
Honest Mistakes
Patent Infringement
Restraint of Trade Laws
International Considerations
Contracts for the International Sale of Goods
Foreign Corrupt Practices Act
Chapter 16 Negotiation
Objectives of Negotiation
Quality
Fair and Reasonable Price
On-time Performance
Control
Cooperation
Supplier Relationship Management
When to Negotiate
Supply Management’s Role in Negotiation
The Supply Management Professional Acting Alone
The Supply Management Professional as the Negotiating Team Leader
The Negotiation Process
Preparation
Establishing Objectives
Identify the Desired Type of Relationship
Three Powerful Preparation Activities
Face-to-Face Discussions
Fact Finding
Recess
Narrowing the Differences
Hard Bargaining
Techniques
Universally Applicable Techniques
Transactional Techniques
Collaborative and Alliance Negotiating Techniques
The Debriefing: An Incredible Learning Opportunity
Documentation
Online Negotiation
Negotiating for Price
Price Analysis Negotiation
Cost Analysis Negotiation
Characteristics of a Successful Negotiator
Chapter 15 Methods of Compensation
Introduction to compensation agreements
Contract cost risk appraisal
Technical risk
Contract schedule risk
General types of contract compensation agreements
Fixed price contracts
Incentive contracts
Cost-type contracts
Specific types of compensation agreements
Fixed price compensation arrangements:
Firm fixed price contracts
Fixed price with economic adjustment contracts
Fixed price redetermination contracts
Incentive arrangements
Fixed price incentive
Cost plus incentive fee arrangements
Cost-type arrangements:
Cost reimbursement
Cost sharing
Time and materials
Cost plus fixed fee arrangements
Cost plus award fee arrangements
Cost without fee
Considerations when selecting contract types
Chapter 14 Price and Cost Analysis
General Economic Considerations
Conditions Of Competition
Variable-Margin Pricing
Product Differentiation
Six Categories Of Cost
Regulation by Competition
Price Analysis
Competitive Price Proposals
Regulated, Catalog, and Market Prices
Internet/e-Procurement
Historical Prices
Independent Cost Estimates
Cost Analysis
Cost Analysis Defined
Capabilities of Management
Efficiency of Labor
Amount and Quality of Subcontracting
Plant Capacity
Sources of Cost Data
Potential Suppliers
Supply Partners
Cost Models
Direct Costs
Direct Labor
Direct Materials
Tooling Costs
Learning Curves
Cumulative Curve and the Unit Curve
Target Cost Estimation
Indirect Costs
Engineering Overhead
Materials Overhead
Manufacturing Overhead
General And Administrative
Selling
Recovering Indirect Costs
Activity-Based Costing
Target Costing
Profit
Chapter 13 Total Cost of Ownership
Total cost of ownership is a philosophy for really understanding all supply chain related costs of doing business with a particular supplier for a particular good or service (Lisa Ellam, May 1999)
Three Components of Total Cost
Acquisition Costs
Ownerships Costs
Post-Ownership Costs
Purchase Price: But One Component of Cost
TCO, Net Present Value Analysis (NPV), and Estimated Costs
The Importance of Total Cost of Ownership in Supply Management
Service Providers
Retail
Manufacturing
Chapter 11 Sourcing
The Strategic Sourcing Plan
Discovering Potential Suppliers
Evaluating Potential Suppliers
Selecting Suppliers
Bidding Versus Negotiation
Reverse Auctions
Two-Step Bidding/Negotiation
The Solicitation
Weighted-Factor Analysis
Responsibility for Source Selection
Developing Suppliers
Managing Suppliers
The Strategic Sourcing Plan
Discovering Potential Suppliers
Evaluating Potential Suppliers
Selecting Suppliers
Bidding Versus Negotiation
Reverse Auctions
Two-Step Bidding/Negotiation
The Solicitation
Weighted-Factor Analysis
Responsibility for Source Selection
Developing Suppliers
Managing Suppliers
Chapter 10 Outsourcing
Outsourcing: A Growth Industry
Strategic Issues
Core Competencies
Supplier Dominance
The Creation of Strategic Vulnerabilities
The Dangers of Vertical Integration
Horizontal Integration
New Product Development and Outsourcing
Lean Manufacturing
Tactical Decisions
Factors Influencing Make-or-Buy Decisions
Cost Considerations
Time
Capacity
Control of Production and Quality
Business Process Outsourcing
Technology Risk and Maturity
Unreliable Suppliers
Suppliers’ Specialized Knowledge and Research
Small-Volume Requirements
Limited Facilities
Factors Influencing Make-or-Buy Decisions
Cost Considerations
Time
Capacity
Control of Production and Quality
Business Process Outsourcing
Technology Risk and Maturity
Unreliable Suppliers
Suppliers’ Specialized Knowledge and Research
Small-Volume Requirements
Limited Facilities
Factors Continued
Work Force Stability
Multiple-Source Policy
Managerial and Control Considerations
Procurement and Inventory Considerations
Netsourcing
The Volatile Nature of the Make-or-Buy Situation
Dangers of Outsourcing
Administration of Make-or-Buy Activities
Chief Resource Officer
Framework for Outsourcing
Executive Level Involvement
Chapter 9 Purchasing Services
Hidden Opportunities
The Statement of Work
Four Formats for Statements of Work
Planning the Statement of Work
Writing the Statement of Work
Artificial Intelligence
Tips on Writing an Effective S.O.W.
Selecting Service Contractors
Tips from a Professional
The Ideal Services Supplier
Pricing Service Contracts
Professional Services
Technical Services
Operating Services
Third Party Contracts
So, Your Services Contract is About to Expire
Contract Administration
Services Purchases and the Internet
Construction Services
Conventional Method
Design and Build, Agreed Price Method
Design and Build, Cost-Reimbursable Method
Building Team
The Owner as a Contractor
Construction Purchasing Entails Unique Problems
Performance Contracting
Chapter 8 The Procurement of Equipment
The Nuances of Capital Equipment Procurement
Nonrecurring Purchases
Nature and Size of Expenditure
Building the Foundation
Identify the Need for a Procurement
Project Management
Selection of an Equipment Sourcing Team
Build and Train the Team
Identify Objectives and Estimate Cost
Identifying Objectives
Used Equipment
Spares
Estimating Acquisition Costs and TCO
Develop Specifications and Initiate Sourcing, Pricing & TCO
Analysis
Develop Specifications
Sourcing
Develop Updated Acquisition Cost and TCO Estimates
Updated Cost Estimates
Meet Budget and TCO Objectives
Top Management Approval
Negotiation
Leased Equipment
Types of Leases
Factors Favoring Leasing
Factors Weighing Against Leasing
To Lease or to Buy?
Initiate Lease or Contract
Post Award Activities
Chapter 6 Purchasing Descriptions and Specifications
Specifications and Standardization
Purposes of Specifications
Collaborative Development
Categories of Specifications
Simple Specifications
Complex Specifications
Combination of Methods
Development of Specifications
Organizational Approaches
Supply Management Research
Writing Specifications
Common Problems
Standardization
History of Standardization
Types and Sources of Standardization
Benefits of Standardization
Simplification
Developing a Standardization Program
Standards Team
Importance of Supply Management
Materials Catalog
Electronic Materials Catalog
Chapter 5 New Product Development
The Design Process
The Investigation or Concept Formation Phase
The Development Phase
The Production Phase
Value Engineering Vis-à-vis Value Analysis
Engineering Change Management
How to Expand Supply Management's Contributions
Design or Project Teams
Materials Engineers
Co‑location
Buyers Supply Management Professionals Who Interface Successfully with Engineers
Chapter 4 A Portfolio of Relationships
A Transformation in Relationships
Types of Buyer-Supplier Relationships
Transactional Relationships
Collaborative and Alliance Relationships
Collaborative Relationships
Supply Alliances
The Supplier's Perspective
Developing and Managing Collaborative and Alliance Relationships
Chapter 3 Supply Management: An Organization Spanning Activity
Supply Management with other Internal Departments
Supply Management within the Supply Chain
Supply Management: Integrating Suppliers and Customers
Chapter 2 Organizational Issues
Purchasing Place within the Organization
Where is Purchasing on the Organizational Chart? How it affects their performance.
Tactical vs. Strategic Responsibilities
Where is the focus?
Centralized vs. Decentralized
Who has the authority to make the buy decisions?
A Materials Management Structure
Use of Cross-functional Teams
Chapter 1 The Progression to Professional Supply Management
Purchasing, Supply Management, and Supply Chain Management Defined
Increasing Importance of Purchased Materials.
Supply Management’s Impact on the Bottom Line
Increased Sales
Faster to Market or Time-Based Competition
Supply Management and Return on Investment
The Progression to Proactive Supply Management
A management thinking to solving material outsourcing problems
The passage discusses the history and current state of the U.S. healthcare system. It notes that healthcare costs have been rising faster than inflation for decades, putting strain on the system. While the Affordable Care Act aimed to address issues of access and costs, high medical expenses and insurance premiums remain a challenge for many Americans.
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