The subject of this book is Procurement Excellence of procuring companies which is deemed a highly relevant topic out of two reasons. Firstly, corporate procurement, respectively purchasing management has witnessed a significant boost of importance over the last years. Increased outsourcing of services to suppliers and, simultaneously, commissioning of international subcontractors, have heavily altered the responsibilities and job description of purchasers with regards to their contribution to the company's added value. Additionally, product developments along (global) supply chains are growing steadily. On the other hand, digitalization displays future-oriented alternatives for corporate added value and hence provides fundamental opportunities and necessities to reach and sustain (global) competitiveness. Logically, these developments shape the quality of procurement and its processes to suppliers. Only an excellent purchasing department can be an authentic success indicator within a company. This book focuses on the two pillars of Procurement Excellence. To do so, a conception for categorizing and controlling purchasing performances, and a conception for categorizing digitalization will be illustrated in order to make differentiated statements regarding Procurement Excellence. Its two related dimensions will be merged within a final overall statement regarding Procurement Excellence.
Currently fashionable among critics of enlightenment thought is the charge that Kant's ethics fails to provide an adequate account of character and its formation in moral and political life. G. Felicitas Munzel challenges this reading of Kant's thought, claiming not only that Kant has a very rich notion of moral character, but also that it is a conception of systematic importance for his thought, linking the formal moral with the critical, aesthetic, anthropological, and biological aspects of his philosophy. The first book to focus on character formation in Kant's moral philosophy, it builds on important recent work on Kant's aesthetics and anthropology, and brings these to bear on moral issues. Munzel traces Kant's multifaceted definition of character through the broad range of his writings, and then explores the structure of character, its actual exercise in the world, and its cultivation. An outstanding work of original textual analysis and interpretation, Kant's Conception of Moral Character is a major contribution to Kant studies and moral philosophy in general.
Every supply manager's essential desktop tool with in-depth, authoritative coverage of each topic Leaving no stone unturned in covering all aspects of the procurement and sourcing functions, The Procurement and Supply Manager's Desk Reference, Second Edition is filled with everything every organization needs to know about the key roles and responsibilities of a procurement professional. Presented logically to match the flow of the procurement and sourcing functions, the book is filled with practical aids such as step-by-step guides to each segment of the process, as well as checklists and customizable forms. The new edition of this essential book provides an easy-to-use road map for the procurement and supply manager in the new millennium. Coverage on how to select suppliers and measure performance Reveals the easiest way to drive continuous improvement in the supply base Features tips on providing value to the organization Helps you identify those strategies that will work best for your business for years to come Written for the worldwide profession of procurement and supply management, The Procurement and Supply Manager's Desk Reference, Second Edition offers detailed coverage and tips with an eye toward incorporating proactive strategies and best practices.
NEW YORK TIMES BESTSELLER From Blackstone chairman, CEO, and co-founder Stephen A. Schwarzman, a long-awaited book that uses impactful episodes from Schwarzman's life to show readers how to build, transform, and lead thriving organizations. Whether you are a student, entrepreneur, philanthropist, executive, or simply someone looking for ways to maximize your potential, the same lessons apply. People know who Stephen Schwarzman is—at least they think they do. He’s the man who took $400,000 and co-founded Blackstone, the investment firm that manages over $500 billion (as of January 2019). He’s the CEO whose views are sought by heads of state. He’s the billionaire philanthropist who founded Schwarzman Scholars, this century’s version of the Rhodes Scholarship, in China. But behind these achievements is a man who has spent his life learning and reflecting on what it takes to achieve excellence, make an impact, and live a life of consequence. Folding handkerchiefs in his father’s linen shop, Schwarzman dreamed of a larger life, filled with purpose and adventure. His grades and athleticism got him into Yale. After starting his career in finance with a short stint at a financial firm called DLJ, Schwarzman began working at Lehman Brothers where he ascended to run the mergers and acquisitions practice. He eventually partnered with his mentor and friend Pete Peterson to found Blackstone, vowing to create a new and different kind of financial institution. Building Blackstone into the leading global financial institution it is today didn’t come easy. Schwarzman focused intensely on culture, hiring great talent, and establishing processes that allow the firm to systematically analyze and evaluate risk. Schwarzman’s simple mantra “don’t lose money” has helped Blackstone become a leading private equity and real estate investor, and manager of alternative assets for institutional investors globally. Both he and the firm are known for the rigor of their investment process, their innovative approach to deal making, the diversification of their business lines, and a conviction to be the best at everything they do. Schwarzman is also an active philanthropist, having given away more than a billion dollars. In philanthropy, as in business, he is drawn to situations where his capital and energy can be applied to drive transformative solutions and change paradigms, notably in education. He uses the skills learned over a lifetime in finance to design, establish, and support impactful and innovative organizations and initiatives. His gifts have ranged from creating a new College of Computing at MIT for the study of artificial intelligence, to establishing a first-of-its-kind student and performing arts center at Yale, to enabling the renovation of the iconic New York Public Library, to founding the Schwarzman Scholars fellowship program at Tsinghua University in Beijing—the single largest philanthropic effort in China’s history from international donors. Schwarzman’s story is an empowering, entertaining, and informative guide for anyone striving for greater personal impact. From deal making to investing, leadership to entrepreneurship, philanthropy to diplomacy, Schwarzman has lessons for how to think about ambition and scale, risk and opportunities, and how to achieve success through the relentless pursuit of excellence. Schwarzman not only offers readers a thoughtful reflection on all his own experiences, but in doing so provides a practical blueprint for success.
Strategic Sourcing Management examines procurement and supply management in detail, covering the three dimensions of competitiveness, effectiveness and efficiency. Written by Olivier Bruel, Professor Emeritus HEC Paris, and a team of contributing experts from academia, consulting and industry, the book is organised into four parts: strategic decisions; operational management of procurement and related supply chain; management of human resources and dedicated information systems; management of performance and change. This book has been written with a comprehensive global and coherent approach but the chapters are self-standing, enabling the reader to dip into different sections according to need. Strategic Sourcing Management considers both tactical and strategic perspectives that link with a corporate strategy and it includes dedicated chapters on how to set up a Strategic Sourcing function. The text is enriched with clear graphics and solid examples of best practice. Strategic Sourcing Management is a robust text based on both research and experience, so an essential reference for practitioners and academics working in or studying procurement and supply management. It is suitable for anyone involved in procurement and supply management at a senior level but also for general management enabling them to understand the mechanisms of value creation through Strategic Sourcing.
Real World Scenarios for Practical Insights into the Field of Purchasing and Supply Management Whether you're a purchasing or supply management professional seeking to validate the skills and knowledge acquired through years of practical experience, or a relative newcomer to the field looking to strengthen your resume, the C.P.M. certification from the Institute for Supply Management (ISM) provides you with the means to do so. The Purchasing and Supply Manager's Guide to the C.P.M. Exam was developed to help you prepare for the four modules that comprise the C.P.M. exam, and includes additional study tools designed to reinforce understanding of crucial subject areas. KEY TOPICS INCLUDE: Purchasing Process. Identifying requirements, preparation of solicitations, supplier analysis, contract execution, implementation, and administration. Supply Environment. Negotiations, information technology, quality issues, internal relationships, and external relationships. Value Enhancement Strategies. Sourcing analysis, supply and inventory management, value enhancing methods, forecasting and strategies. Management. Management and organization, and human resource management. This Study Guide is not sponsored by, endorsed by, or affiliated in any way with the Institute for Supply Management (ISM). ISM and C.P.M. are trademarks or registered marks of the Institute for Supply Management. This publication may be used in assisting students to prepare for the C.P.M. exam, but neither Harbor Light Press nor ISM warrants that use of this publication will ensure passing of the exam. Note: CD-ROM/DVD and other supplementary materials are not included as part of eBook file.
There is a huge amount of literature on statistical models for the prediction of survival after diagnosis of a wide range of diseases like cancer, cardiovascular disease, and chronic kidney disease. Current practice is to use prediction models based on the Cox proportional hazards model and to present those as static models for remaining lifetime a
This memorandum contains the replies received from the Department of Health to a series of questions tabled by the Select Committee, on a wide range of issues grouped under the headings of: current issues including NHS staffing; salaries and wages of non-NHS staff; retirement projections, dental and medical staff payscales; also included are; general expenditure issues; NHS resources and activity; personal social services resources and activity; capital expenditure and investment and questions on the departmental annual report
The construction industry provides employment for more than 2.8 million people, contributed 8.7 per cent of the UK economy's gross value-added (GVA) in 2006. The built environment is estimated to account for some 70 per cent of UK manufactured wealth. The industry's ability to deliver projects successfully in terms of time, cost and design quality has a major impact on the economy's wider performance. Construction is vital for the provision of good quality public services, and plays a role in the delivery of just over half of the Government's 30 public service agreements. It is also key to the long-term objective of making the UK a low-carbon society: buildings account for around half of greenhouse gas emissions. The health of the construction industry is a matter of public concern. The industry is complex and fragmented; it operates on low profit margins. There are difficulties in ensuring that lessons from experience are shared; that the workforce is sufficiently trained; and that appropriate contractual relationships are in place between different parts of the supply chain. The industry has set new targets for itself, and, in conjunction with government, established a Strategy for Sustainable Construction. The Government, because of its roles as both client and regulator, can and must be at the forefront of the drive to embed best practice. The sector also needs strategic leadership, and the Committee recommends the creation of the post of Chief Construction Officer, which both government and the industry should accept as having overall responsibility for construction.
