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2018 | OriginalPaper | Buchkapitel

6. Processes in Agile Procurement

verfasst von : Bernardo Nicoletti

Erschienen in: Agile Procurement

Verlag: Springer International Publishing

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Abstract

This chapter deals in detail with procurement processes and how to make them more agile.
The emphasis is on the “To-Be” following process optimization. The chapter examines in detail how to make strategic procurement, sourcing, requests for acquisition, vendor marketing, requests for proposals, selection, negotiations, contractualization, order issuing, and acquisition administration more agile. It stresses the importance of vendor rating for better selection of partners for future acquisitions. The last part of the chapter analyzes procurement process intelligence. This approach is becoming increasingly important. It combines business intelligence with process management and optimization. It is an excellent way to increase agility for organizations.

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Fußnoten
1
Neef, D. (2001). E-Procurement: From strategy to implementation. London, UK: FT press.
 
2
Kraljic, P. (1983). Sourcing must become Supply Management, Harvard Business Review.
 
4
Gelderman, C.J., and Van Weele, A.J. (2003). Handling measurement issues and strategic directions in Kraljic portfolio’s sourcing model, Journal of Sourcing and Supply Management, 9: 207–213.
 
6
Ellram, L.M. (2002). Total cost of ownership. In Handbuch Industrielles Beschaffungsmanagement. Gabler Verlag, Wiesbaden, Germany: 659–671.
 
9
Musumeci, A. (2012). Un caso reale di realizzazione di un Big Data nel Gruppo Ferrovie dello Stato, Big Data Forum, 21 Nov.
 
10
Secchi, R. (2012). Supply chain management e made in Italy: Lezioni da nove casi di eccellenza, EGEA, Milano, Italy.
 
12
Luccini, S., and John, G. (2010). Could not be easier, nothing more difficult, Fausto Cub Ed., Milano, Italy.
 
13
Breault, G., and Rashed, S. (2014). Reshaping Buyer/Seller Relationships to Create More Value, http://​www.​pharmoutsourcing​.​com/​Featured-Articles/​169169-Reshaping-Buyer-Seller-Relationships-to-Create-More-Value/​, Accessed 16 January 2017.
 
14
Cretton, L. (2010). Viewpoint: Learn to love procurement, International Journal of Market Research, 52(1): 9–10.
 
15
Atkinson, B. (2007). How to get the most value from e-procurement tools. Manufacturing Business Technology, 25: 12–13.
 
16
Davenport, T.H. (2013). Analytics 3.0, Harvard Business Review. 91(12): 64–72.
 
17
See endnote 14.
 
18
Schneider Electric (2011). Business Intelligence, White Paper, March.
 
19
Nicoletti, B., (2013). Lean Procurement, FrancoAngeli, Milano, Italy.
 
20
Palladino, A.P. (2010). Zara and Benetton: Comparison of two business models, https://​upcommons.​upc.​edu/​handle/​2099.​1/​9620, Accessed 28 February 2017.
 
21
Some of the interesting technologies in this respect include Sap Hana and Oracle In-memory.
 
22
Nicoletti, B. (2014). Using Operational Analytics to Achieve a Digitized, Visible Supply Chain. Inbound Logistics, Feb.
 
23
Kaipia, R., Korhonen, H., and Hartiala, H. (2006). Planning nervousness in a demand supply network: an empirical study. The International Journal of Logistics Management, 17(1): 95–113.
 
24
See endnote 20.
 
25
Nicoletti, B. (2012). Lean and Digitize: An Integrated Approach to Process Improvement. Gower Publishing, Farnham, UK.
 
26
See endnote 23.
 
27
Callahan, C.D., and Roberts, T.S. (2017). Performance Measurement and Operations Improvement Using Lean Six Sigma. In Practical Psychology in Medical Rehabilitation. Springer International Publishing, New York, NY: 569–573.
 
28
Nicoletti, B. (2013). Lean Procurement, FrancoAngeli, Milano, Italy.
 
Literatur
Zurück zum Zitat Atkinson, W. (2007). MeadWestvaco Leverages Market Intelligence for Procurement. Purchasing, 136(11), 18–19. Atkinson, W. (2007). MeadWestvaco Leverages Market Intelligence for Procurement. Purchasing, 136(11), 18–19.
Metadaten
Titel
Processes in Agile Procurement
verfasst von
Bernardo Nicoletti
Copyright-Jahr
2018
DOI
https://doi.org/10.1007/978-3-319-61082-5_6