أسواق
05-03-2013, 04:10 PM
discuss the importance of sustainable purchasing and supply for organizations in gaining competitive advane. In your essay, make sure to discuss 1) the concept of procurement, 2) the benefits that effective purchasing and supply brings to a business, 3) the importance of a good purchaser and supplier relationship, 4) the concept of competitive advane and 5) how the selection of a reliable supplier is such an important issue in creating competitive advane. Support your answers with examples.
السلام عليكم متوفر لدينا حلول رائعة جدا جدا لواجب b203a أهلا وسهلا بك إلى منتدي حل واجبات الجامعة العربية المفتوحة || tma4u,-00966544321455- 0544321455- حل واجب b203a TMA حل واجب b203a TMA01 AOU AOUA.COM 2013
متوفر لدينا حلول رائعة جدا جدا جدا لواجب b203a باشراف المهندس الخبير (مدرس لمادة b203a( درجة الواجب لا تقل عن 98 من 100 ان شاء الله االحلول حل واجب b203a TMA حل واجب b203a TMA01
حل واجب b203a -2013 منتدي حل واجبات الجامعة العربية المفتوحة حل واجب b203a TMA حل واجب b203a TMA01
حل واجب b203a مدرس خاص b203a ايميل [email protected] او اتصل : 0544321455 - 00966544321455
حل واجب b203a مدرس خاص b203a ايميل [email protected] او اتصل : 0544321455 - 00966544321455 b203a
مدرس خاص [email protected] او اتصل : 0544321455 - 00966544321455شرح مواد الجامعة العربية b203a
حل واجب b203a TMA حل واجب b203a TMA01
مدرس خاص خصوصي [email protected] او اتصل : 0544321455 - 00966544321455 شرح المادة حل واجبات حل واجب الجامعة العربية b203a
خدمات مجانية – حلول واجبات الجامعة - كل الجامعات الرياض الدمام جدة حائل جده الأحساء المدينة المنورة لبنان الكويت البحرين عمان مصر السعودية الأردن بيروت المنامة القاهرة مسقط
لجميع تخصصات الجامعة ولجميع فروع الجامعة
حلول واجبات – مشاريع تخرج – ملخصات هامة
Faculty of Business Studies
Tutor Marked Assignment
B203 A: Business functions in con I
Second Semester 2012 – 2013
The importance of sustainable purchasing and supply
Purchasing and supply – also known as procurement – may appear to be a ‘hidden’ function in many organisations. In fact, procurement is a highly strategic role, whether the organisation is manufacturing or service-orientated, in the public or private sector, for profit or not. Procurement is complex. It covers the full supply chain from contracts (negotiating), procurement (purchasing) and logistics (storage/distribution).
All businesses need inputs in order to be able to operate. These might be physical inputs, such as raw materials, like engine components for a car manufacturer. They may also be service-d, such as specialist engineering consultancy when trialling new technology or distribution services for a high street retailer. It is vital that inputs not only meet the required quality and reliability standards, but also that they are competitively priced.
Purchasing and supply focuses on sourcing, pricing and buying the right things, at the right price and at the right time in order to deliver a service or product. Effective purchasing can help an organisation to reduce costs, maintain quality and manage the levels of risk to its supply chain. The scale or importance of the item is relative to the level of risk to the business. Missing coffee beans will affect the day’s profits; getting the wrong size of engine for a car could close down the production line.
This case study explores the role of purchasing and supply in the oil and gas industry.
The purchasing and supply role
Every business, from an NHS hospital to the biggest brands in the world such as Coca-Cola or McDonalds, needs supplies. Purchasing may involve the day-to-day necessities like photocopier paper, soap and towels for wash rooms or service support for IT equipment. However, the purchasing role also covers high-tech or large scale equipment for major projects such as the building of an aircraft carrier or the Olympic stadium, as well as the skills required to operate it.
Those involved in purchasing and supply are in a position to consider every se of a business’ processes, from raw materials to waste management. This ‘helicopter view’ can help a procurement manager to spot ways of making efficiencies or opportunities to improve the quality of products or services bought. They can see not just internal impacts, but also what is happening in the external environment and the marketplace. This can help to generate new ideas to add value to the business, identify how it can increase competitive advane or improve sustainability.
An example of how vital the role is occurred when BP needed to manage the supply chain of emergency goods following the Deepwater Horizon oil spill in the Gulf of Mexico in 2010. The supply chain team had to source everything from mealworms to feed wounded birds, to booms to prevent the oil spreading further, to dispersant materials to remove the oil. The challenges included finding sufficiently large quantities available quickly as well as trying to keep budgets under control.
Procurement managers are also involved in researching suppliers in new markets and developing new and innovative procurement methods to improve effectiveness. They also agree and manage service level agreements (SLAs). An SLA is a contract that specifies standards, timings and payments for the supply along with penalties for missing targets. It sets out the respolities and expectations for both the business (the buyer) and its suppliers. A key element of the SLA is ensuring that the price quoted by suppliers will not be subject to change, thus affecting the purchasing budget.
Longer term purchaser and supplier relationships can provide stability and add value to both parties. The purchaser may be able to get the best possible terms and prices or a supplier may ‘go the extra mile’ for the business in an urgent situation. This type of collaboration builds trust between buyer and supplier, which might enable a just-in-time relationship, where both parties hold minimum stock and so reduce costs.
Purchasing and supply in oil and gas
The oil and gas industry is divided into the ‘upstream’ and ‘downstream’ operations. Upstream involves exploring for oil and gas and extracting it safely. The downstream part of the industry is concerned with refining, distribution and sales.
The oil and gas industry has very long supply chains. Many companies may be involved in supplying the materials, components and services at different ses and across the various processes involved in extracting, refining and distributing oil and gas. Procurement becomes even more important in this type of global operation. A company such as BP sources services and supplies from many different countries. These include mechanical and electrical parts, to professional services such as project management or legal expertise for drawing up contracts.
Reliability is a crucial factor in supply, both of quality and timing. If supplies are of poor quality, delivered late or cost more than was agreed, this will affect productivity and profitability. If production is delayed or faulty products need to be scrapped, this can reduce profits. Poor quality inputs could also affect the safety of the process – a major consideration in the oil and gas industry.
For example, to help improve safety and quality of supply, BP is introducing safety performance indicators into contracts of suppliers involved in high-risk activities. Suppliers who do not meet these standards may be removed from contracts. As part of this safety focus, BP is also planning to reduce use of agency staff in procurement roles and boost its in-house expertise in supply chain management.
An important decision for many businesses is whether to carry out a particular part of its process itself (‘make’) or buy in the components or expertise it needs. This decision might depend on, for example, whether the skills and capacity are available in-house; whether there is a need for high security of supply; or whether it is simply cheaper to outsource.
For example, an oil company could choose to rent or own an oil platform. If it rents, its costs are limited to the rental period, with repairs and maintenance the respolity of the owner. Buying outright might cost more initially but the company has the benefit of the asset. However, it also has the issues and costs of maintenance and ultimately, disposal. Purchasing managers work with operational managers to consider these issues and find the most cost-effective and efficient solution for the business.
Sustainable procurement
Other key factors to consider when choosing a supplier include their ability to respond quickly to changing customer needs and how well they can help towards meeting a business’ sustainability goals.
Sustainable procurement is a high profile matter for businesses today. It can help to save money, reduce waste, improve competitiveness and build a business’ reputation. As part of their sustainability programmes, many oil companies have invested in local transportation networks or built schools. They provide jobs and by sourcing supplies locally help to develop the local economy. The global oil industry has a respolity to the countries in which it operates to manage its operations in as sustainable way as possible. A purchasing manager might want to consider whether the supplier behaves responsibly, for example, adhering to ethical standards or sourcing raw materials in an ethical way.
For example, l is working with its existing suppliers to implement the l Supplier Principles. These set out the minimum standards which l suppliers need to meet. These include using energy and natural resources as efficiently as possible to minimise impact on the environment and covering health and safety issues.
Other aspects of sustainable business include managing waste effectively and reducing the company’s carbon footprint. This can be improved by choosing suppliers who also take their respolities towards environmental impact seriously. For example, Marks & Spencer made £70 million of efficiency savings during 2010/11. Alongside reductions in waste and packaging and increased energy efficiency, the company is working with suppliers to reduce carbon emissions in the supply chain by improving efficiency of deliveries.
Conclusion
Well-managed procurement ensures that supplies of the required quality are available at the right time, place and cost. Supply chain managers help to:
• reduce costs and improve profitability – bulk buying can provide economies of scale
• reduce waste by selecting inputs that generate less waste (and also lower costs)
• manage demand, for example, through just-in-time supply
• improve cash flow by securing favourable prices and payment terms
• improve efficiency by making sure suppliers hit deadlines
• improve the competitiveness of the business by seeking out innovative products and services to add value.
In the oil and gas industry, where safety is a central concern, effective management of purchasing and supply is a vital role. Its procurement managers need to have good people skills, sound common sense, commercial and business skills and the ability to communicate appropriately at all levels.
(Excerpt from www.businesscasestudies.co.uk (http://www.businesscasestudies.co.uk))
Question
discuss the importance of sustainable purchasing and supply for organizations in gaining competitive advane. In your essay, make sure to discuss 1) the concept of procurement, 2) the benefits that effective purchasing and supply brings to a business, 3) the importance of a good purchaser and supplier relationship, 4) the concept of competitive advane and 5) how the selection of a reliable supplier is such an important issue in creating competitive advane. Support your answers with examples.
السلام عليكم متوفر لدينا حلول رائعة جدا جدا لواجب b203a أهلا وسهلا بك إلى منتدي حل واجبات الجامعة العربية المفتوحة || tma4u,-00966544321455- 0544321455- حل واجب b203a TMA حل واجب b203a TMA01 AOU AOUA.COM 2013
متوفر لدينا حلول رائعة جدا جدا جدا لواجب b203a باشراف المهندس الخبير (مدرس لمادة b203a( درجة الواجب لا تقل عن 98 من 100 ان شاء الله االحلول حل واجب b203a TMA حل واجب b203a TMA01
حل واجب b203a -2013 منتدي حل واجبات الجامعة العربية المفتوحة حل واجب b203a TMA حل واجب b203a TMA01
حل واجب b203a مدرس خاص b203a ايميل [email protected] او اتصل : 0544321455 - 00966544321455
حل واجب b203a مدرس خاص b203a ايميل [email protected] او اتصل : 0544321455 - 00966544321455 b203a
مدرس خاص [email protected] او اتصل : 0544321455 - 00966544321455شرح مواد الجامعة العربية b203a
حل واجب b203a TMA حل واجب b203a TMA01
مدرس خاص خصوصي [email protected] او اتصل : 0544321455 - 00966544321455 شرح المادة حل واجبات حل واجب الجامعة العربية b203a
خدمات مجانية – حلول واجبات الجامعة - كل الجامعات الرياض الدمام جدة حائل جده الأحساء المدينة المنورة لبنان الكويت البحرين عمان مصر السعودية الأردن بيروت المنامة القاهرة مسقط
لجميع تخصصات الجامعة ولجميع فروع الجامعة
حلول واجبات – مشاريع تخرج – ملخصات هامة
Faculty of Business Studies
Tutor Marked Assignment
B203 A: Business functions in con I
Second Semester 2012 – 2013
The importance of sustainable purchasing and supply
Purchasing and supply – also known as procurement – may appear to be a ‘hidden’ function in many organisations. In fact, procurement is a highly strategic role, whether the organisation is manufacturing or service-orientated, in the public or private sector, for profit or not. Procurement is complex. It covers the full supply chain from contracts (negotiating), procurement (purchasing) and logistics (storage/distribution).
All businesses need inputs in order to be able to operate. These might be physical inputs, such as raw materials, like engine components for a car manufacturer. They may also be service-d, such as specialist engineering consultancy when trialling new technology or distribution services for a high street retailer. It is vital that inputs not only meet the required quality and reliability standards, but also that they are competitively priced.
Purchasing and supply focuses on sourcing, pricing and buying the right things, at the right price and at the right time in order to deliver a service or product. Effective purchasing can help an organisation to reduce costs, maintain quality and manage the levels of risk to its supply chain. The scale or importance of the item is relative to the level of risk to the business. Missing coffee beans will affect the day’s profits; getting the wrong size of engine for a car could close down the production line.
This case study explores the role of purchasing and supply in the oil and gas industry.
The purchasing and supply role
Every business, from an NHS hospital to the biggest brands in the world such as Coca-Cola or McDonalds, needs supplies. Purchasing may involve the day-to-day necessities like photocopier paper, soap and towels for wash rooms or service support for IT equipment. However, the purchasing role also covers high-tech or large scale equipment for major projects such as the building of an aircraft carrier or the Olympic stadium, as well as the skills required to operate it.
Those involved in purchasing and supply are in a position to consider every se of a business’ processes, from raw materials to waste management. This ‘helicopter view’ can help a procurement manager to spot ways of making efficiencies or opportunities to improve the quality of products or services bought. They can see not just internal impacts, but also what is happening in the external environment and the marketplace. This can help to generate new ideas to add value to the business, identify how it can increase competitive advane or improve sustainability.
An example of how vital the role is occurred when BP needed to manage the supply chain of emergency goods following the Deepwater Horizon oil spill in the Gulf of Mexico in 2010. The supply chain team had to source everything from mealworms to feed wounded birds, to booms to prevent the oil spreading further, to dispersant materials to remove the oil. The challenges included finding sufficiently large quantities available quickly as well as trying to keep budgets under control.
Procurement managers are also involved in researching suppliers in new markets and developing new and innovative procurement methods to improve effectiveness. They also agree and manage service level agreements (SLAs). An SLA is a contract that specifies standards, timings and payments for the supply along with penalties for missing targets. It sets out the respolities and expectations for both the business (the buyer) and its suppliers. A key element of the SLA is ensuring that the price quoted by suppliers will not be subject to change, thus affecting the purchasing budget.
Longer term purchaser and supplier relationships can provide stability and add value to both parties. The purchaser may be able to get the best possible terms and prices or a supplier may ‘go the extra mile’ for the business in an urgent situation. This type of collaboration builds trust between buyer and supplier, which might enable a just-in-time relationship, where both parties hold minimum stock and so reduce costs.
Purchasing and supply in oil and gas
The oil and gas industry is divided into the ‘upstream’ and ‘downstream’ operations. Upstream involves exploring for oil and gas and extracting it safely. The downstream part of the industry is concerned with refining, distribution and sales.
The oil and gas industry has very long supply chains. Many companies may be involved in supplying the materials, components and services at different ses and across the various processes involved in extracting, refining and distributing oil and gas. Procurement becomes even more important in this type of global operation. A company such as BP sources services and supplies from many different countries. These include mechanical and electrical parts, to professional services such as project management or legal expertise for drawing up contracts.
Reliability is a crucial factor in supply, both of quality and timing. If supplies are of poor quality, delivered late or cost more than was agreed, this will affect productivity and profitability. If production is delayed or faulty products need to be scrapped, this can reduce profits. Poor quality inputs could also affect the safety of the process – a major consideration in the oil and gas industry.
For example, to help improve safety and quality of supply, BP is introducing safety performance indicators into contracts of suppliers involved in high-risk activities. Suppliers who do not meet these standards may be removed from contracts. As part of this safety focus, BP is also planning to reduce use of agency staff in procurement roles and boost its in-house expertise in supply chain management.
An important decision for many businesses is whether to carry out a particular part of its process itself (‘make’) or buy in the components or expertise it needs. This decision might depend on, for example, whether the skills and capacity are available in-house; whether there is a need for high security of supply; or whether it is simply cheaper to outsource.
For example, an oil company could choose to rent or own an oil platform. If it rents, its costs are limited to the rental period, with repairs and maintenance the respolity of the owner. Buying outright might cost more initially but the company has the benefit of the asset. However, it also has the issues and costs of maintenance and ultimately, disposal. Purchasing managers work with operational managers to consider these issues and find the most cost-effective and efficient solution for the business.
Sustainable procurement
Other key factors to consider when choosing a supplier include their ability to respond quickly to changing customer needs and how well they can help towards meeting a business’ sustainability goals.
Sustainable procurement is a high profile matter for businesses today. It can help to save money, reduce waste, improve competitiveness and build a business’ reputation. As part of their sustainability programmes, many oil companies have invested in local transportation networks or built schools. They provide jobs and by sourcing supplies locally help to develop the local economy. The global oil industry has a respolity to the countries in which it operates to manage its operations in as sustainable way as possible. A purchasing manager might want to consider whether the supplier behaves responsibly, for example, adhering to ethical standards or sourcing raw materials in an ethical way.
For example, l is working with its existing suppliers to implement the l Supplier Principles. These set out the minimum standards which l suppliers need to meet. These include using energy and natural resources as efficiently as possible to minimise impact on the environment and covering health and safety issues.
Other aspects of sustainable business include managing waste effectively and reducing the company’s carbon footprint. This can be improved by choosing suppliers who also take their respolities towards environmental impact seriously. For example, Marks & Spencer made £70 million of efficiency savings during 2010/11. Alongside reductions in waste and packaging and increased energy efficiency, the company is working with suppliers to reduce carbon emissions in the supply chain by improving efficiency of deliveries.
Conclusion
Well-managed procurement ensures that supplies of the required quality are available at the right time, place and cost. Supply chain managers help to:
• reduce costs and improve profitability – bulk buying can provide economies of scale
• reduce waste by selecting inputs that generate less waste (and also lower costs)
• manage demand, for example, through just-in-time supply
• improve cash flow by securing favourable prices and payment terms
• improve efficiency by making sure suppliers hit deadlines
• improve the competitiveness of the business by seeking out innovative products and services to add value.
In the oil and gas industry, where safety is a central concern, effective management of purchasing and supply is a vital role. Its procurement managers need to have good people skills, sound common sense, commercial and business skills and the ability to communicate appropriately at all levels.
(Excerpt from www.businesscasestudies.co.uk (http://www.businesscasestudies.co.uk))
Question
discuss the importance of sustainable purchasing and supply for organizations in gaining competitive advane. In your essay, make sure to discuss 1) the concept of procurement, 2) the benefits that effective purchasing and supply brings to a business, 3) the importance of a good purchaser and supplier relationship, 4) the concept of competitive advane and 5) how the selection of a reliable supplier is such an important issue in creating competitive advane. Support your answers with examples.