Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
Moreover, the U.S. military has become increasingly aware of such strategies for improvement based on these "best" practices because of their potential to help the military achieve its strategic goals and their perceived ability to help formulate relevant strategies for improving military procurement procedures (Baldwin et al., 2002).
U.S. Army Hospital Mission.
Impact. Today, U.S. Army hospitals may be situated in the middle of the homeland or in close proximity to the battle front (Hegadoren & Lasuik, 2006). While the need for timely and quality medical care is equally important in either venue, in the latter case, there are some important distinctions that affect the need and timing for procurement procedures. In this regard, the old adage, "There's a war on!," has been used time and again to justify emergency procurement techniques for the military that might appear exorbitant or inappropriate from a civilian perspective, but the military occupies a special niche in American society and human lives are constantly at stake as a result of the supply chain management process. According to Bondanella and his associates, "Financial considerations are only one factor affecting the decisions of logistics customers. Customers may also care about the speed with which an item is delivered or repaired and the quality of the service, for example. Taking all these factors into account, customers make decisions that are cost-effective from the local perspective" (2002, p. 18). This approach is congruent with existing U.S. Army procurement policies that use a best value concept to award many contracts.
According to USACCE Pamphlet 715-5 (2002), "Obtaining the 'best value' means that the Army will consider award of a contract to other than the lowest price offer, or other than the highest technically rated proposal. A tradeoff process is used to balance the decision of paying a higher cost against the perceived benefits to the Army of the technical proposal. The U.S. Army may include in the evaluation the past performance of potential contractors. The solicitation will specify the relative importance of price and other factors, such as past performance, in the award decision" (p. 4).
Effect on patient care. It is one thing entirely to have the delivery of a pizza oven or milkshake machine delayed; while the impact on morale might be significant, it is unlikely that there will be any substantive physical harm involved. This is not the case, of course, with vital materiel such as medical imaging equipment and delays in delivery could well translate into fatalities or adverse clinical outcomes where they could have been avoided by timely delivery of equipment. To ensure that a company is able to "deliver the goods" on time every time, the Army retains the right to survey a provider to ensure that the company has the financial, organizational, and personnel resources, the facilities and/or capacity to perform the contract, as well as a satisfactory performance record (USACCE Pamphlet 715-5, 2002).
The research showed that the U.S. Army has extensive experience in the procurement of sophisticated medical equipment, including x-ray machinery, that dates back almost seven decades. The research also showed that there remains a paucity of accountability by contract specialists and purchasing agents who are responsible for negotiating and administering such contracts, but there are some indications that improvements in the form of assurances that a company is financially and technologically capable of fulfilling its commitments have improved the supply chain management processes that support these services. The research was consistent in emphasizing that in emergency situations, the Army is authorized to do what is necessary to ensure that its personnel have the equipment and training needed to accomplish their respective missions, but these same factors tend to adversely affect the effective administration of such contracts. In the final analysis, it is reasonable to assume that hospital commanders in war zones will continue to receive priority treatment for their materiel requests, but the safeguards outlined above will go a long way in ensuring that what is received is what was actually ordered.
Baldwin, L.H., Camm, F., Cook, C.R., & Moore, N.Y. (2002). Implementing best purchasing and supply management practices: Lessons from innovative commercial firms. Santa Monica, CA: Rand.
Bondanella, J.R., Brauner, M.K., Pint, E.M., Relles, D.A., & Steinberg, P. (2002). Right price, fair credit: Criteria to improve financial incentives for Army logistics decisions. Santa Monica, CA: Rand.
Government contracting - Unique characteristics. (2002). USACCE Pamphlet 715-5. United States (U.S.) Headquarters, United States Army Contracting Command, Europe (USACCE).
Hegadoren, K.M. & Lasiuk, G.C. (2003). Posttraumatic stress disorder part I: Historical development of the concept. Perspectives in Psychiatric Care, 42(1), 13.
Kurke, M.I. & Scrivner, E.M. (1995). Police psychology into the 21st century. Hillsdale, NJ: Lawrence Erlbaum Associates.
Smith, R.E. (1959). The Army and economic mobilization. Washington, DC: Office…[continue]
"Supply Chain Purchase Strategies That" (2007, July 12) Retrieved December 6, 2016, from http://www.paperdue.com/essay/supply-chain-purchase-strategies-that-36726
"Supply Chain Purchase Strategies That" 12 July 2007. Web.6 December. 2016. <http://www.paperdue.com/essay/supply-chain-purchase-strategies-that-36726>
"Supply Chain Purchase Strategies That", 12 July 2007, Accessed.6 December. 2016, http://www.paperdue.com/essay/supply-chain-purchase-strategies-that-36726
In addition to this, the company is pressured into reducing the time in which the product will be recalled, the situation will be analyzed, and the items in case will be replaced with proper ones. The pressure exerted by the public is also very important for the company in handling the product recall. The company must ensure that the public does not turn against the company. In order to achieve this,
Supply chain management in FMCG sector Fast Moving Consumer Goods (FMCG) Managing supply of FMCGs Demand and Supply Distribution Channel Traditional channel of FMCGs distribution National Vs Global Presence Products and Services Supply chain opportunities Usage of Supply Chain Management Business development Business performance Cost reduction Revenue Increase Inventory management Overall Business Performance Competitive advantage Future trends Issues in global supply chain management: FMCG sector Multi-channel Supply Chain Management Individual Tagging The FMCG sector is represented as manufacturers and distributors of packaged products. They are also coupled with mega retail brands
Supply Chain Management related to DIMCO Supply Chain Management and other issues related to DIMCO In this paper, we will determine whether integration efforts should start with suppliers, distributors or both for the firm DIMCO. We will also attempt to explain the rationale for our decision, after this we will recommend ways that DIMCO could benefit from leveraging B2B e-Commerce. We will then determine what steps DIMCO could take in order to
Supply Chain Management Founded in 1903, Ford Motor Company now manufactures or distributes automobiles across six continents. Ford employs about 164,000 people in about 70 plants worldwide. The company's automotive brands include Ford and Lincoln. According to Ford's corporate website, in 2010 Ford earned $6.6 billion, their highest net income in more than 10 years. In 2010 Ford launched 24 new or redesigned vehicles in key markets around the world. Ford expects
Supply Chain Management Purchasing and Supply Management: A Key to Competitive Advantage Purchasing and supply management is an essential function of any business. Regardless of the size of the business, or the product are service that they offer, every business depends on some type of supply in order to produce goods or services. If supplies do not arrive on time, the business could be it a standstill. This not only means lost
Global Supply Chain Issues The increasing focus on core competencies and efficiency has led many companies to outsource non-core operations to distant specialists, saving production costs and cutting organizational waste. The integrity of a global supply chain is absolutely crucial to keep these relationships profitable. However, the benefits of global supply chain operations extend far beyond cost-savings. They also serve to: (1) Increase Revenue; (2) Achieve Economies of Scale; (3) Reduce
Supply Chain There are a lot of benefits of supply chain management, to the point where it is absurd to ask what they are. What benefits are there of not engaging in supply chain management? None. So the reverse is also true. Supply chain management, among other things, ensures that you get the products/materials you need on time, on cost and to spec. While this obviously enhances the firm's value, it