Search results
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Re-shoring and Offshoring (Collection)
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Offshoring manufacturing operations may lead to lower costs, but this may not always be the case.
Type: Product Collection Topics: Outsourcing, Organization and Management, External Relationships, Manufacturing, Supply Chain Management Processes: 4.0 Deliver Products and Services, 4.1.1 Develop production and materials strategies, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.1.3 Define outsourcing policies, 4.3 Produce/Manufacture/Deliver product- Relevance: 84%
- Member Price: FREE
- Encourage Students to Pursue Technical Careers
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The recruiting strategies of best-practice organizations in APQC's Collaborative Benchmarking study Technical Talent Management: Sourcing, Developing, and Retaining Technical Talent focus on both short- and ...
Type: Best Practices and Business Drivers Topics: Talent Sourcing, Human Capital Management, Recruiting and Staffing, Employment Branding, Community Relations, Organization and Management, External Relationships Processes: 6.2 Recruit, source, and select employees, 6.0 Develop and Manage Human Capital Industry: Aerospace, Biotechnology, Computers, Consumer Products/Packaged Goods, Engineering, Government/Military, Machinery, Petroleum/Oil/Gas- Relevance: 78%
- Member Price: FREE
- 10 Essentials to Developing a Successful Outsourcing Contract
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Research indicates that successful outsourcing agreements reject traditional arms-length contracts to use a "Vested Outsourcing" approach based on mutual advantage.
Type: Articles and White Papers Topics: Outsourcing, Organization and Management, External Relationships, Supply Chain Management Processes: 4.0 Deliver Products and Services- Relevance: 71%
- Member Price: FREE
- The 6 R's of IBM's University Programs - February 2012 HCM Community Call (Slides)
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Learn how to craft a university recruiting strategy that yields long-term value. In these presentation slides, IBM’s Jim Spohrer and Rick McMaster outline IBM's 6 R’s of university relations.
Type: Presentations Topics: Talent Sourcing, Human Capital Management, Recruiting and Staffing, Employment Branding, Community Relations, Organization and Management, External Relationships Processes: 6.2.2 Recruit/Source candidates, 6.0 Develop and Manage Human Capital, 6.2 Recruit, source, and select employees Industry: Computers, Petroleum/Oil/Gas, Software- Relevance: 68%
- Member Price: FREE
- Nonmember Price: Download FREE
- The 6 R's of IBM's University Programs - February 2012 HCM Community Call
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Learn how to craft a university recruiting strategy that yields long-term value. In this Webinar recording, IBM’s Jim Spohrer and Rick McMaster discuss IBM's 6 R’s of university relations.
Type: Presentations Topics: Talent Sourcing, Human Capital Management, Recruiting and Staffing, Employment Branding, Community Relations, Organization and Management, External Relationships Processes: 6.2.2 Recruit/Source candidates, 6.0 Develop and Manage Human Capital, 6.2 Recruit, source, and select employees Industry: Computers, Petroleum/Oil/Gas, Software- Relevance: 68%
- Member Price: FREE
- Nonmember Price: Download FREE
- Elements of Supplier Relationships Vary
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In 2010, 50 organizations responded to a survey on the use of supplier relationship management.
Type: Benchmarks and Metrics Topics: Purchasing, Supply Chain Management, Procurement, Sourcing, Strategic Alliances, Organization and Management, External Relationships, Partnerships, Supplier Certification, Outsourcing, Supplier Relationship Management Processes: 4.0 Deliver Products and Services, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.3 Create materials plan, 4.1.3.2 Collaborate with supplier and contract manufacturers, 4.1.4.3 Collaborate with suppliers, 4.1.4 Create and manage master production schedule, 4.1.7 Review distribution planning policies, 4.1.7.2 Establish sourcing relationships, 4.2 Procure materials and services, 4.2.1 Develop sourcing strategies, 4.2.2 Select suppliers and develop/maintain contracts, 4.2.4 Appraise and develop suppliers, 4.2.4.2 Prepare/Analyze procurement and vendor performance- Relevance: 64%
- Member Price: FREE
- Maturity of Supplier Relationship Management Programs
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Responses to a survey on the use of supplier relationship management show that organizations tend to focus less on collaboration with suppliers and more on basic procurement functions.
Type: Benchmarks and Metrics Topics: Purchasing, Supply Chain Management, Procurement, Sourcing, Strategic Alliances, Organization and Management, External Relationships, Partnerships, Supplier Certification, Outsourcing, Supplier Relationship Management Processes: 4.0 Deliver Products and Services, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.3 Create materials plan, 4.1.3.2 Collaborate with supplier and contract manufacturers, 4.1.4.3 Collaborate with suppliers, 4.1.4 Create and manage master production schedule, 4.1.7.2 Establish sourcing relationships, 4.1.7 Review distribution planning policies, 4.2 Procure materials and services, 4.2.2 Select suppliers and develop/maintain contracts, 4.2.4 Appraise and develop suppliers, 4.2.4.2 Prepare/Analyze procurement and vendor performance- Relevance: 64%
- Member Price: FREE
- Supplier Relationship Management and the Use of Supplier Metrics
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In the fourth quarter of 2010, 50 organizations responded to a survey on their use of supplier relationship management.
Type: Benchmarks and Metrics Topics: Purchasing, Supply Chain Management, Procurement, Sourcing, Strategic Alliances, Organization and Management, External Relationships, Partnerships, Supplier Certification, Outsourcing, Supplier Relationship Management Processes: 4.0 Deliver Products and Services, 4.1 Plan for and acquire necessary resources (Supply Chain Planning), 4.1.3 Create materials plan, 4.1.3.2 Collaborate with supplier and contract manufacturers, 4.1.4.3 Collaborate with suppliers, 4.1.4 Create and manage master production schedule, 4.1.7.2 Establish sourcing relationships, 4.1.7 Review distribution planning policies, 4.2 Procure materials and services, 4.2.2 Select suppliers and develop/maintain contracts, 4.2.4 Appraise and develop suppliers, 4.2.4.2 Prepare/Analyze procurement and vendor performance- Relevance: 64%
- Member Price: FREE
- Category Management: Streamlined Procurement Function
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Supplier category management programs involve the strategic development, assessment, and monitoring of procurement and supplier performance in specific supplier categories.
Type: Benchmarks and Metrics Topics: Procurement, Supply Chain Management, Strategic Alliances, Organization and Management, External Relationships, Supplier Relationship Management, Supplier Partnerships Processes: 4.0 Deliver Products and Services, 4.2 Procure materials and services, 4.2.1 Develop sourcing strategies, 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities, 4.2.2 Select suppliers and develop/maintain contracts, 4.2.3 Order materials and services, 4.2.4 Appraise and develop suppliers- Relevance: 63%
- Member Price: FREE
- Category Management and the Potential for Robust Supplier Relationships
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Supplier category management programs involve the strategic development, assessment, and monitoring of procurement and supplier performance in specific supplier categories. Data from APQC's Open Standards ...
Type: Benchmarks and Metrics Topics: Procurement, Supply Chain Management, Strategic Alliances, Organization and Management, External Relationships, Supplier Relationship Management, Supplier Partnerships Processes: 4.0 Deliver Products and Services, 4.2 Procure materials and services, 4.2.1 Develop sourcing strategies, 4.2.1.7 Collaborate with suppliers to identify sourcing opportunities, 4.2.2 Select suppliers and develop/maintain contracts, 4.2.3 Order materials and services, 4.2.4 Appraise and develop suppliers- Relevance: 62%
- Member Price: FREE
