Purchase Mgt.

 

management of purchasing process, and related aspects in an Purchasing management is the management of organization. Because of production companies purchase nowadays about 70% of their turnover, and service companies purchase approximately 40% of their turnover ], purchasing management is one of the most critical areas in the entire organization and needs intensive management. Purchasing Process includes as usual 8 main stages as follows: 1. 2. 3. 4. 5. 6. 7. 8. 9.

Requ Requis isit itio ioni ning ng Appro proving Stud Studyi ying ng Mark Market et Maki Making ng Pur Purch chas asee Decis Decisio ion n Plac Placin ing g Orde Orders rs Receip Receiptin ting g Goods Goods and Serv Service icess Recei Received ved Account Accounting ing Goods Goods and Servic Services es Receiv Receiving ing IInvo nvoice icess and Making Making Paym Payment ent Debit Debit note note in in case case of mate materia riall defect defect

[edit edit]] Purchasing Management Process Purchasing Management Process consists usually of 3 stages: 1. Purch Purchas asin ing g Plan Planni ning ng 2. Purch Purchas asin ing g Tr Trac acki king ng 3. Purch Purchas asin ing g Repor Reporti ting ng

[edit] edit] Purchasing Planning Purchasing Planning may include steps as follows:       

creating purchasing projects and tasks  providing related information (files, links, notes etc.) etc.) assigning purchasing tasks to employees setting task priorities, start/finish dates etc. assigning supervisors setting reminders control and evauation

[edit] edit] Purchasing Tracking Purchasing Tracking consists of:   

checking task's status and/or history of changes receiving status notifications sorting, grouping or filtering tasks by current status

 

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highlighting overdue tasks,,,

edit]] Purchasing Reporting [edit Purchasing Reporting includes:    

comparing actual and estimated values calculating purchasing task and project statistics sorting, grouping or filtering tasks by attributes creating charts to visualize key statistics and KPIs

Procurement Management Increasing the Strategic Value of Purchasing

Manage your major suppliers actively. © iStockphoto/kirstypargeter 

Everyone buys things - groceries, clothes, transport services, housing. When you're buying vegetables, you probably only spend a few seconds deciding what and where to buy. After all, if you make a mistake and finish up with apples that rot in your fruit bowl after a few days, the money you've wasted is insignificant. When you choose a new car, though, you'll spend longer evaluating what you want, and you'll consider things like prices, and the levels of after-sales service that different dealerships offer. Procurement - buying goods and services at work - also demands a range of approaches depending on the situation, although the decisions are usually bigger ones. What's more, since it's someone else's money you're spending at work, you need to be more rigorous about ensuring you've considered all the factors required to make a good purchasing decision. Who

 

do you use as a supplier? What kind of contract terms do you need? What constraints and restrictions do you have on your purchasing power? And should you make something, or buy it in? Procuring - or purchasing - goods and services from external suppliers is a critical part of most organizations. The materials and support provided by your suppliers are often key to their organization's overall success. Therefore, it's good practice to manage the entire supply acquisition process carefully to make sure you get what you want - and what you pay for. Having a process in place allows you to manage the ordering, receipt, review, and approval of items - and it sets up procedures for managing the supplier relationship. Doing this properly helps you ensure that everything you buy is fit for purpose, and it helps you identify and resolve issues quickly. Developing an effective procurement management process will help you maximize the value of your supplier relationships - and safeguard and maximize the results of your project. Sure, this takes a lot of work. However, if you get procurement right you can drive down the prices you pay for resources, at the same time that you protect yourself from all of the stress, disruption, delay and cost that comes with unreliable suppliers or defective inputs.

By concentrating all purchase responsibility in one organization, it is possible to achieve standardization to eliminate duplication of effort, and to lower prices as a s a result of volume  buying. Such organization permits the hiring of people professionally trained in the business of  purchasing. The vendors and the general public may thus look to one professional staff for information and for assurance that the State's purchases are being handled properly and economically.   An invoice is essentially a detailed bill left by vendors and outside suppliers for suppliers for goods or services rendered to a company. A typical invoice might list the quantity of each item, prices, billable prices,  billable hours, hours, service description and a contact address for  payment. While some expenses may be paid out of a general fund or petty or petty cash account, cash account, an invoice is usually paid through an accounts payable payable department  department by the posted due date.

purchasing organization In the United States, a group GPO)discounts is an entity thatvendors based is created to  of a group of  of b usinesses  (or businesses to obtain from vendors  based leverage the purchasing the purchasing power  on the collective buying power of the GPO members.

Many GPOs are funded by administrative fees that are paid by the vendo vendors rs that GPOs oversee. Some GPOs are funded by fees paid by the buying members. Some GPOs are funded by a combination of both of these methods. These fees can be set as a percentage of the purchase or set as an annual flat rate. Some GPOs set mandatory participation levels for their members, while others are completely voluntary. Members participate based on their purchasing needs and their level of confidence in what should be competitive pricing negotiated by their GPOs.