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Documents related to » procurement steps


Rentable Procurement
Rightworks chose Exodus to host its on-line procurement solution. Rightworks plans to provide a service that outsources procurement solutions via the web.

PROCUREMENT STEPS: Rentable Procurement Rentable Procurement A. Turner - January 3, 2000 Read Comments Event Summary On November 29th, RightWorks announced plans to make its procurement solution available via the web. They chose Exodus Communications, Inc. (NSDAQ: EXDS) as an exclusive host. The new service will allow small to midsized businesses to benefit from RightWorks procurement applications without the additional investment of installing and maintaining an additional computer system. RightWorks 4 provides the tools
1/3/2000

Travel and Procurement: The Convergence
With the globalization of business, the rise of virtual offices, and an increase in traveling employees, travel and entertainment (T&E) spend is ever increasing. While business travel is considered a vital function and a cost of doing business, it’s not always seen as a category of spend that can be controlled and reduced. To efficiently manage T&E expenses, the procurement department must be involved. Find out why.

PROCUREMENT STEPS: manage T&E expenses, the procurement department must be involved. Find out why. Travel and Procurement: The Convergence style= border-width:0px; />   comments powered by Disqus Related Topics:   Accounting and Financial Management,   Budgeting,   Financial Planning,   and Analysis,   Multinational Accounting,   E-procurement and Requisitioning,   Travel Related Industries:   Manufacturing,   Finance and Insurance Source: Concur Technologies, Inc. Learn more about Concur Technologies, Inc.
2/18/2008 7:21:00 PM

The Wheres of Electronic Procurement
An overview of one of the central issues facing a deployment of e-procurement: Who controls the software?

PROCUREMENT STEPS: The Wheres of Electronic Procurement The Wheres of Electronic Procurement D. Geller - September 6, 2000 Read Comments Stating The Problem Electronic procurement is one of the major business-to-business growth markets on the Internet. As opposed to previous generations of procurement, which have of course been electronic for many years, E-procurement refers specifically to procurement that is based, at least in part, on the use of internet or intranet technology. The final direction will eventually
9/6/2000

Software Evaluation, Selection, and Procurement
The statistics for completing packaged software implementation projects are grim. This article examines how the software evaluation, selection, and procurement process is key to successful software implementations.

PROCUREMENT STEPS: Software Evaluation, Selection, and Procurement Software Evaluation, Selection, and Procurement Paul Winandy - February 11, 2003 Read Comments Introduction A 1995 Standish Group research study based on over 8000 software implementation projects found that nearly one third of the projects were canceled before completion. And over 50% of the projects cost nearly twice their original estimates. The study further concluded that only 16% of all software projects are completed on time and on budget (only 9% for
2/11/2003

Dealing with Chaos: 4 Steps to Manufacturing Success
Your Challenge: Get Decision Makers' Approval for Manufacturing Success.Specific, Measurable, Achievable, Relevant and Time-Bound. Manufacturing today is fraught with uncertainties in the supply chain due to a variety of global issues, including weather and exchange rates. You can counter supply problems with “safety stock.” But this extra inventory goes against the rules of an efficient lean environment. How can you stay demand driven, without a supply snafu? Find out how an information management system can help forecast your supply chain needs.

PROCUREMENT STEPS: adjust all production and procurement plans to accommodate the change. But not just blindly and mechanically - one of the deining characteristics of a Lean operation is level production, so any change in plans to accommodate demand changes should be carefully considered in light of the demand of most eicient production. Early detection afords the luxury of time to assess the potential impact of the change. In many cases, a quick adjustment will avoid the majority of the disruption and diiculty. Absent
3/4/2008 12:11:00 PM

Elevating Your Procurement Organization from Knee-jerk Reactions to Predictive Analytics
For most companies, chief procurement officers (CPOs) need to maximize savings, focus on sustainability, manage supplier performance, and minimize supplier risk to ensure supply chain continuity. To do all this, CPOs are turning to procurement analytics—to identify areas of low performance, optimize procurement functions, and reduce costs. Know a four-step process to help you deploy and configure a procurement analytics program.

PROCUREMENT STEPS: Elevating Your Procurement Organization from Knee-jerk Reactions to Predictive Analytics Elevating Your Procurement Organization from Knee-jerk Reactions to Predictive Analytics Source: SAP Document Type: White Paper Description: For most companies, chief procurement officers (CPOs) need to maximize savings, focus on sustainability, manage supplier performance, and minimize supplier risk to ensure supply chain continuity. To do all this, CPOs are turning to procurement analytics—to identify areas of low
7/4/2012 5:11:00 PM

The 6 Steps to a Successful Enterprise System Implementation
The process of implementing a new enterprise solution is incredibly complex. This process can send your organization down a long road of beneficial—and sometimes painful—change. The good news, though, is that if the implementation is done right the first time, you won’t have to travel that road again. The key question: how do you do it right?

PROCUREMENT STEPS: The 6 Steps to a Successful Enterprise System Implementation The 6 Steps to a Successful Enterprise System Implementation Source: Consona/Relevant Business Systems Document Type: White Paper Description: The process of implementing a new enterprise solution is incredibly complex. This process can send your organization down a long road of beneficial—and sometimes painful—change. The good news, though, is that if the implementation is done right the first time, you won’t have to travel that road
5/16/2007 4:05:00 PM

Three Simple Steps to Rev Up Your “Stay at Work/Return to Work” Program
For most midsize and large companies, a “stay at work/return to work” (SAW/RTW) program has become a necessity. The impact of unscheduled absence within business operations can be severe, resulting in disrupted workflow and reduced productivity or output. Implementing a SAW/RWT program to properly manage absence and disability can address these and other issues, significantly reducing costs. Learn more about the benefits.

PROCUREMENT STEPS: Three Simple Steps to Rev Up Your “Stay at Work/Return to Work” Program Three Simple Steps to Rev Up Your “Stay at Work/Return to Work” Program Source: Presagia Document Type: White Paper Description: For most midsize and large companies, a “stay at work/return to work” (SAW/RTW) program has become a necessity. The impact of unscheduled absence within business operations can be severe, resulting in disrupted workflow and reduced productivity or output. Implementing a SAW/RWT program to
10/23/2009 12:58:00 PM

Practical Enterprise Mobility—3 Steps to Mobilize Enterprise Applications
The IT environment has changed dramatically in the last few years, with well-documented examples including the broad adoption of varying forms of virtualization and cloud computing. However, most IT organizations have only implemented mobility in a very tactical fashion. This white paper discusses three practical steps an enterprise should take to mobilize its enterprise applications—and thereby realize the huge business potential of mobile technology.

PROCUREMENT STEPS: Practical Enterprise Mobility—3 Steps to Mobilize Enterprise Applications Practical Enterprise Mobility—3 Steps to Mobilize Enterprise Applications Source: Mobile Helix Inc. Document Type: White Paper Description: The IT environment has changed dramatically in the last few years, with well-documented examples including the broad adoption of varying forms of virtualization and cloud computing. However, most IT organizations have only implemented mobility in a very tactical fashion. This white paper
4/22/2013 7:46:00 AM

E-discovery: Six Critical Steps for Managing E-mail, Lowering Costs, and Reducing Risk
Litigators and regulators are aware of the importance of e-mail, often making it the first target and most significant of discovery efforts. Typically, discovery costs make up at least 50 percent of litigation costs, and most discovery efforts and costs relate to e-mail and e-discovery. Learn why many current e-mail archiving policies don’t work, and what you should be doing to improve your company’s records management.

PROCUREMENT STEPS: E-discovery: Six Critical Steps for Managing E-mail, Lowering Costs, and Reducing Risk E-discovery: Six Critical Steps for Managing E-mail, Lowering Costs, and Reducing Risk Source: LiveOffice Document Type: White Paper Description: Litigators and regulators are aware of the importance of e-mail, often making it the first target and most significant of discovery efforts. Typically, discovery costs make up at least 50 percent of litigation costs, and most discovery efforts and costs relate to e-mail and
9/17/2008 2:42:00 PM

Web-based Solution Steps Out for Cohesive Retailer Sourcing
TradeStone recently announced the commercial availability of its Unified Buying Engine, a technology platform that should enable user companies to streamline all purchasing into a single view and business process.

PROCUREMENT STEPS: Web-based Solution Steps Out for Cohesive Retailer Sourcing Web-based Solution Steps Out for Cohesive Retailer Sourcing P.J. Jakovljevic - August 2, 2006 Read Comments Progressing Towards Unified Buying Process As a gradual and logical evolutionary step, in mid-2005, TradeStone Software, Inc . ( http://www.tradestonesoftware.com ), a provider of collaborative e-sourcing solutions for Global 2000 companies, set its sights towards becoming the leader in enabling domestic and international sourcing through a
8/2/2006


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