Procurement channels

Assessing customer preferences, rapid response. Order processing, contract management, satisfying a portfolio of loyal and new customers, managing multiple procurement channels. 

To produce a very thick n-channel device, the resistivity of the silicon must be made relatively high, about 5,000 to 10,000 H-cm, as opposed to the 20-100 H-cm material used in standard n-channel CCDs. Higher resistivity is required for greater penetration depth of the fields produced by the frontside polysilicon wires (penetration depth is proportional to the square root of the resistivity). These thick high resistivity CCDs have been developed for detection of soft x-rays with space satellites and can be procured from E2V and MIT/LL. 

Gregory Nelson is group vice-president and president, service, equipment, and alternate sales channels at Nalco. Previously he worked at Sun Chemical, Union Carbide, and Dow Chemical in senior procurement and supply chain positions, and for 20 years at Exxon in a range of roles. Gregory Nelson holds a BS in mechanical engineering from Cornell University. 

The same process as outlined above should be followed for suppliers who perform only part of the supply process. This is particularly relevant where a product from a prequalified manufacturer is to be supplied through a new distribution channel. For example, a procurement agency might wish to ship an already prequalified product to a new country using new traders, brokers or distributors. The organizations involved in the new distribution channel will need to be appropriately prequalified. Depending upon the nature of the supply arrangement, the requirements for product information and the GMP inspection process may be modified. 

Although efforts are being made to centralize some logistical support activities, as noted in Chapter 2, each site maintains its own stock of spares and to some degree its own channels of procurement. The likelihood of duplication of... 

A preliminary specification for off-slte procurement of a six channel dose rate telemetering system has been written and a market survey has been Initiated to learn of vendors q uallfled to fabricate the prototype system and to obtain an idea of cost and delivery. 

A forecast is not a forecast is not a forecast. As companies work on demand architectures, they will find that they have multiple forecasts—sales forecast, financial forecast, production forecast, supply chain forecast, and procurement forecast—each with a different data model, granularity, and bias. As a result, tight integration is not a good idea and the so-called one-number forecast is not realistic. Instead, as companies work through the issues, they will find the need to model market demand in a ship to or channel data model, and translate this demand to a ship from data model. The sales forecast then becomes an input into the corporate forecast, and this corporate forecast becomes the input into the financial forecast. These concepts require education and are often a major change management issue. 

Within the supply chain, the processes of supply are composed of the subprocesses of source (procurement), make (manufacturing), and deliver (logistics). In general, these processes are more mature than demand, and the back end (supplier relationships) of the chain is more connected than the front end (channel relationships). 

Supply Chain Management encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all Logistics Management activities. Importantly, it also includes coordination and collaboration with channel partners. 

The research community has responded to the E-Business challenge. Despite the infamous dot-com bust in the early 2000 s, scores of research initiatives, workshops, technical papers, and special journal issues have been devoted to the subject. E-Business remains a critical subject not only in the research community, but also in corporate boardrooms. Instead of the revolution that would replace every facet of business, the rise of E-Business might be viewed as the emergence of new economic intermediaries that offer opportunities for innovation. These new intermediaries offer different means to respond to market demands (e.g., Internet vs. traditional channels), to facilitate sourcing, procurement, and price discovery (e.g., electronic auctions), and to develop new mechanisms for coordination and execution (e.g., dynamic pricing, revenue management, and collaborative forecasting). 

For any company with a product to sell, how to make that product available to the intended customers can be as crucial a strategic issue as developing the product itself. While distribution channel choice is a very traditional concern, for many companies it has recently come under intense scrutiny due to a number of major developments. The expanding role of the Internet in consumer and business procurement activity has created new opportunities for access to... 

The Internet has provided traditional manufacturers and retailers a new avenue to conduct their business. On one hand, utilizing the Internet channel potentially could increase the market for the firm and, due to synergies involved, reduce the costs of operations. On the other hand, a new channel threatens existing channel relationships through possible cannibalization. This chapter explores recent research on coordination opportunities that arise for firms that participate in both traditional channels as well as internet channels. Three areas of coordination are discussed procurement, pricing, and the backend operations of distribution and fulfillment. 

Another function was to plan the use and allotment of chemical troop units, and in 1943 the scope of this planning was extended to the procurement and supervision of all CWS personnel in the theater. Performance under these functions was advisory since Shadle had no command responsibilities. The advisory capacity was severely limited by theater quotas on both personnel and units, and by the requests of individual field commanders for personnel and units—requests which usually overrode staff advice. Shadle s Chemical Section managed to get enough service units even when training in the United States could not keep pace with worldwide demand. Combat units were eventually obtained on about the same basis on which they were furnished other theaters, three battalions per authorized army during peak combat activity.With respect to officers, Shadle experienced difficulties similar to Rowan s—the theater received a number of CWS casual officers who frequently were badly handled by the replacement system. It was practically impossible to find vacancies for all arriving officers, and it was absolutely impossible to determine their qualifications so as to channel officers to duties for which they were fitted. ... 

---