Procurement Business Quotes

The business of procuring the necessities of life has been shifted from the wood lot, the garden, the kitchen and the family to the factory and the large-scale enterprise. In our case, we moved our center back to the land.

I have watched enough cheesy detective television shows in my young life to know that when one is presented with an inexplicable mystery, the first order of business (after procuring good donuts and coffee—check) is to create a wall of clues with photos of suspects and article clippings, preferably in an artistic yet seemingly random fashion.

The iron miners who belonged to the Italian Club in the town of Virginia, Minnesota, took pains to procure more suitable grapes, dispatching a grocer named Cesare Mondavi to the San Joaquin Valley late each summer to acquire their supply. Inspired to get into the grape business himself, Mondavi soon moved his family to California, where his precocious son Robert would make his own name in the winemaking world.

My great-grandmother raised nine children to adulthood in a world without supermarkets, refrigerators, or washing machines. She did not have much time to search for “unconditional love” or “commitment,” because she was too busy practicing it herself. Most of her life was taken up with the unceasing procurement and preparation of food for her husband and children. Yet she got along fine without romance novels, child custody gamesmanship, or psychotherapy; she was, I am told, always cheerful and contented. This is something beyond the imagination of barren, resentful feminists. It is the satisfaction which results from knowing that one is carrying out a worthwhile task to the best of one’s abilities, a satisfaction nothing else in life can give. We are here today because this is the way women used to behave; we cannot continue long under the present system of rotating polyandry.

I don’t have a single callus. Even if I decided to leave title and pride behind, I lack any useful skills. I’m like a milk cow slapped on the backside and turned out of the barn to make her way in the forest. A chicken, returned to the wilds to fend for myself.” “I don’t think chicken’s have ever been wild,” Hadrian said. “Exactly.” Albert paused to stare at the remainder of the salt pork strip. “Your friend is right. This is just prolonging the inevitable. It’s a waste. Here.” He held out the meat. “Keep it,” Hadrian said, tilting his head at Royce. “I’m supposed to be learning a lesson.” “Oh shut up, the both of you. I have more.” Royce pulled another strip of pork from his vest and handed it to Hadrian. “So that’s my miserable story,” Albert said. “How about you two?” He looked at Hadrian. “I’m guessing you’re his apprentice?” Hadrian laughed. “No. We’re…business partners.” “What line?” “Procurement,” Royce said. “What kind?” “Any kind,” Royce answered. Albert stared at them for a moment, then his eyes widened. “You are thieves.” “He is.” Hadrian pointed to Royce. “I’m new to this.” “Really? What did you used to do?” Hadrian thought a moment. “Kill people.

A number of factors contribute to the development of an individual’s “practiced self-deception.” First, people who live primarily in fantasy confuse fantasy images with real, goal-directed action. They believe that they are actively pursuing their goals, when in fact they are not taking the steps necessary for success. For example, an executive in the business world may only perform the functions that enhance an image of himself as the “boss,” and leave essential management tasks unattended. The distinction between the image of success and its actual achievement is blurred. Retreat from action-oriented behavior is masked by the person’s focus on superficial signs and activities that preserve vanity and the fantasy image. Secondly, involvement in fantasy distorts one’s perception of reality, making self-deception more possible. Kierkegaard (1849/1954) alluded to this power of fantasy to attract and deceive when he observed: Sometimes the inventiveness of the human imagination suffices to procure possibility. Instead of summoning back possibility into necessity, the man pursues the possibility—and at last cannot find his way back to himself. (p. 77, 79) Thirdly, through its assigned roles and its rules for role-designated behavior, including age-appropriate activities, our culture actively supports people’s tendencies to give themselves up to more and more passivity and fantasy as they move through the life process. In addition, the discrepancy between society’s professed values on the one hand, and how society actually operates, on the other, tends to distort a person’s perceptions of reality, further confusing the difference between idealistic fantasies and actual accomplishments. The general level of pretense, duplicity, and deception existing in our society contributes to everyone’s disillusionment, cynicism, resignation, and passivity. The pooling of the individual defenses and fantasies of all society’s members makes it possible for each person to practice self-delusion under the guise of normalcy. Thus chronic self-denial becomes a socially acceptable defense against death anxiety.

Neoliberalism doesn’t want to do away with politics – neoliberalism wants to put politics at the service of the market. Neoliberals don’t think that the economy should be left in peace, but rather they are for the economy being guided, supported and protected through the spreading of social norms that facilitate competition and rational behaviour. Neoliberal economic theory isn’t built on keeping the hands of politics off the market, it’s built on keeping the hands of politics busy with satisfying the needs of the market. It’s not true that neoliberalism doesn’t want to pursue monetary, fiscal, family or criminal policies. It is rather that monetary, fiscal, family and criminal policies should all be used to procure what the market needs.

Too many young men expect happiness from wealth. This is their great object of study and action, by night and by day. Not that they suppose there is an inherent value in the wealth itself, but only that it will secure the means of procuring the happiness they so ardently desire. But the farther they go, in the pursuit of wealth, for the sake of happiness, especially if successful in their plans and business, the more they forget their original purpose, and seek wealth for the sake of wealth. To get rich, is their principal motive to action. So it is in regard to the exclusive pursuit of sensual pleasure, or civil distinction. The farther we go, the more we lose our original character, and the more we become devoted to the objects of pursuit, and incapable of being roused by other motives.

A classic LBO works this way: An investor decides to buy a company by putting up equity, similar to the down payment on a house, and borrowing the rest, the leverage. Once acquired, the company, if public, is delisted, and its shares are taken private, the “private” in the term “private equity.” The company pays the interest on its debt from its own cash flow while the investor improves various areas of a business’s operations in an attempt to grow the company. The investor collects a management fee and eventually a share of the profits earned whenever the investment in monetized. The operational improvements that are implemented can range from greater efficiencies in manufacturing, energy utilization, and procurement; to new product lines and expansion into new markets; to upgraded technology; and even leadership development of the company’s management team.

In fact, I had amused myself on the ride to the smithy by imagining an aerial view of the village as a representation of a skeletal forearm and hand; the High Street was the radius, along which lay the shops and businesses and the residences of the more well-to-do. St. Margaret’s Lane was the ulna, a narrower street running parallel with the High, tenanted by smithy, tannery, and the less genteel artisans and businesses. The village square (which, like all village squares I had ever seen, was not square at all, but roughly oblong) formed the carpals and metacarpals of the hand, while the several lanes of cottages made up the phalangeal joints of the fingers. The Duncans’ house stood on the square, as behooved the residence of the procurator fiscal. This was a matter of convenience as well as status; the square could be used for those judicial matters which, by reason of public interest or legal necessity, overflowed the narrow confines of Arthur Duncan’s study. And it was, as Dougal explained, convenient to the pillory, a homely wooden contraption that stood on a small stone plinth in the center of the square, adjacent to the wooden stake used—with thrifty economy of purpose—as whipping post, maypole, flagstaff and horse tether, depending upon requirements.

Managerial abilities, bureaucratic skills, technical expertise, and political talent are all necessary, but they can be applied only to goals that have already been defined by military policies, broad and narrow. And those policies can be only as good as strategy, operational art of war, tactical thought, and plain military craft that have gone into their making. At present, the defects of structure submerge or distort strategy and operational art, they out rightly suppress tactical ingenuity, and they displace the traditional insights and rules of military craft in favor of bureaucratic preferences, administrative convenience, and abstract notions of efficiency derived from the world of business management. First there is the defective structure for making of military decisions under the futile supervision of the civilian Defense Department; then come the deeply flawed defense policies and military choices, replete with unnecessary costs and hidden risks; finally there come the undoubted managerial abilities, bureaucratic skills, technical expertise, and political talents, all applied to achieve those flawed policies and to implement those flawed choices. By this same sequence was the fatally incomplete Maginot Line built, as were all the Maginot Lines of history, each made no better by good government, technical talent, careful accounting, or sheer hard work. Hence the futility of all the managerial innovations tried in the Pentagon over the years. In the purchasing of weapons, for example, “total package” procurement, cost plus incentive contracting, “firm fixed price” purchasing have all been introduced with much fanfare, only to be abandoned, retried, and repudiated once again. And each time a new Secretary of Defense arrives, with him come the latest batch of managerial innovations, many of them aimed at reducing fraud, waste, and mismanagement-the classic trio endlessly denounced in Congress, even though they account for mere percentage points in the total budget, and have no relevance at all to the failures of combat. The persistence of the Administrator’s Delusion has long kept the Pentagon on a treadmill of futile procedural “reforms” that have no impact at all on the military substance of our defense. It is through strategy, operational art, tactical ingenuity, and military craft that the large savings can be made, and the nation’s military strength greatly increased, but achieving long-overdue structural innovations, from the central headquarters to the combat forces, from the overhead of bases and installations to the current purchase of new weapons. Then, and only then, will it be useful to pursue fraud, waste, and mismanagement, if only to save a few dollars more after the billions have already been saved. At present, by contrast, the Defense Department administers ineffectively, while the public, Congress, and the media apply their energies to such petty matters as overpriced spare parts for a given device in a given weapon of a given ship, overlooking at the same time the multibillion dollar question of money spent for the Navy as a whole instead of the Army – whose weakness diminishes our diplomatic weight in peacetime, and which could one day cause us to resort to nuclear weapons in the face of imminent debacle. If we had a central military authority and a Defense Department capable of strategy, we should cheerfully tolerate much fraud, waste, and mismanagement; but so long as there are competing military bureaucracies organically incapable of strategic combat, neither safety nor economy will be ensured, even if we could totally eliminate every last cent of fraud, waste, and mismanagement.

The Ten Ways to Evaluate a Market provide a back-of-the-napkin method you can use to identify the attractiveness of any potential market. Rate each of the ten factors below on a scale of 0 to 10, where 0 is terrible and 10 fantastic. When in doubt, be conservative in your estimate: Urgency. How badly do people want or need this right now? (Renting an old movie is low urgency; seeing the first showing of a new movie on opening night is high urgency, since it only happens once.) Market Size. How many people are purchasing things like this? (The market for underwater basket-weaving courses is very small; the market for cancer cures is massive.) Pricing Potential. What is the highest price a typical purchaser would be willing to spend for a solution? (Lollipops sell for $0.05; aircraft carriers sell for billions.) Cost of Customer Acquisition. How easy is it to acquire a new customer? On average, how much will it cost to generate a sale, in both money and effort? (Restaurants built on high-traffic interstate highways spend little to bring in new customers. Government contractors can spend millions landing major procurement deals.) Cost of Value Delivery. How much will it cost to create and deliver the value offered, in both money and effort? (Delivering files via the internet is almost free; inventing a product and building a factory costs millions.) Uniqueness of Offer. How unique is your offer versus competing offerings in the market, and how easy is it for potential competitors to copy you? (There are many hair salons but very few companies that offer private space travel.) Speed to Market. How soon can you create something to sell? (You can offer to mow a neighbor’s lawn in minutes; opening a bank can take years.) Up-front Investment. How much will you have to invest before you’re ready to sell? (To be a housekeeper, all you need is a set of inexpensive cleaning products. To mine for gold, you need millions to purchase land and excavating equipment.) Upsell Potential. Are there related secondary offers that you could also present to purchasing customers? (Customers who purchase razors need shaving cream and extra blades as well; buy a Frisbee and you won’t need another unless you lose it.) Evergreen Potential. Once the initial offer has been created, how much additional work will you have to put in in order to continue selling? (Business consulting requires ongoing work to get paid; a book can be produced once and then sold over and over as is.) When you’re done with your assessment, add up the score. If the score is 50 or below, move on to another idea—there are better places to invest your energy and resources. If the score is 75 or above, you have a very promising idea—full speed ahead. Anything between 50 and 75 has the potential to pay the bills but won’t be a home run without a huge investment of energy and resources.

What are the great poetical names of the last hundred years or so? Coleridge, Wordsworth, Byron, Shelley, Landor, Keats, Tennyson, Browning, Arnold, Morris, Rossetti, Swinburne—we may stop there. Of these, all but Keats, Browning, Rossetti were University men, and of these three, Keats, who died young, cut off in his prime, was the only one not fairly well to do. It may seem a brutal thing to say, and it is a sad thing to say: but, as a matter of hard fact, the theory that poetical genius bloweth where it listeth, and equally in poor and rich, holds little truth. As a matter of hard fact, nine out of those twelve were University men: which means that somehow or other they procured the means to get the best education England can give. As a matter of hard fact, of the remaining three you know that Browning was well to do, and I challenge you that, if he had not been well to do, he would no more have attained to write Saul or The Ring and the Book than Ruskin would have attained to writing Modern Painters if his father had not dealt prosperously in business. Rossetti had a small private income; and, moreover, he painted. There remains but Keats; whom Atropos slew young, as she slew John Clare in a mad-house, and James Thomson by the laudanum he took to drug disappointment. These are dreadful facts, but let us face them. It is—however dishonouring to us as a nation—certain that, by some fault in our commonwealth, the poor poet has not in these days, nor has had for two hundred years, a dog’s chance. Believe me—and I have spent a great part of ten years in watching some three hundred and twenty elementary schools, we may prate of democracy, but actually, a poor child in England has little more hope than had the son of an Athenian slave to be emancipated into that intellectual freedom of which great writings are born.’ (cit. The Art of Writing, Sir Arthur Quiller-Couch) Nobody could put the point more plainly. ‘The poor poet has not in these days, nor has had for two hundred years, a dog’s chance . . . a poor child in England has little more hope than had the son of an Athenian slave to be emancipated into that intellectual freedom of which great writings are born.’ That is it. Intellectual freedom depends upon material things. Poetry depends upon intellectual freedom. And women have always been poor, not for two hundred years merely, but from the beginning of time. Women have had less intellectual freedom than the sons of Athenian slaves. Women, then, have not had a dog’s chance of writing poetry. That is why I have laid so much stress on money and a room of one’s own. However, thanks to the toils of those obscure women in the past, of whom I wish we knew more, thanks, curiously enough to two wars, the Crimean which let Florence Nightingale out of her drawing-room, and the European War which opened the doors to the average woman some sixty years later, these evils are in the way to be bettered. Otherwise you would not be here tonight, and your chance of earning five hundred pounds a year, precarious as I am afraid that it still is, would be minute in the extreme.

How much real comfort every one might enjoy if he would be contented with the lot in which heaven has cast him, and how much trouble would be avoided if people would only "let well alone." A moderate independence, quietly and honestly procured, is certainly every way preferable even to immense possessions achieved by the wear and tear of mind and body so necessary to procure them. Yet there are very few individuals, let them be doing ever so well in the world, who are not always straining every nerve to do better; and this is one of the many causes why failures in business so frequently occur among us.

Skin in the game can make boring things less boring. When you have skin in the game, dull things like checking the safety of the aircraft because you may be forced to be a passenger in it cease to be boring. If you are an investor in a company, doing ultra-boring things like reading the footnotes of a financial statement (where the real information is to be found) becomes, well, almost not boring. But there is an even more vital dimension. Many addicts who normally have a dull intellect and the mental nimbleness of a cauliflower—or a foreign policy expert—are capable of the most ingenious tricks to procure their drugs. When they undergo rehab, they are often told that should they spend half the mental energy trying to make money as they did procuring drugs, they are guaranteed to become millionaires. But, to no avail. Without the addiction, their miraculous powers go away. It was like a magical potion that gave remarkable powers to those seeking it, but not those drinking it. A confession. When I don’t have skin in the game, I am usually dumb. My knowledge of technical matters, such as risk and probability, did not initially come from books. It did not come from lofty philosophizing and scientific hunger. It did not even come from curiosity. It came from the thrills and hormonal flush one gets while taking risks in the markets. I never thought mathematics was something interesting to me until, when I was at Wharton, a friend told me about the financial options I described earlier (and their generalization, complex derivatives). I immediately decided to make a career in them. It was a combination of financial trading and complicated probability. The field was new and uncharted. I knew in my guts there were mistakes in the theories that used the conventional bell curve and ignored the impact of the tails (extreme events). I knew in my guts that academics had not the slightest clue about the risks. So, to find errors in the estimation of these probabilistic securities, I had to study probability, which mysteriously and instantly became fun, even gripping. When there was risk on the line, suddenly a second brain in me manifested itself, and the probabilities of intricate sequences became suddenly effortless to analyze and map. When there is fire, you will run faster than in any competition. When you ski downhill some movements become effortless. Then I became dumb again when there was no real action. Furthermore, as traders the mathematics we used fit our problem like a glove, unlike academics with a theory looking for some application—in some cases we had to invent models out of thin air and could not afford the wrong equations. Applying math to practical problems was another business altogether; it meant a deep understanding of the problem before writing the equations.

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According to the latest report of PAMA (Pakistan Automotive Manufacturers Association), we witnessed a greatest achievement of Suzuki Alto in Dec 2021. Interesting fact is Suzuki suspended booking of Suzuki Alto VXL for a while, because the AGS/VXL variant cut out of production because of the shortage of semiconductor chip. How They Achieve This Landmark? There are few simple reasons behind it, they didn’t compromise on the quality of their procurement. There are few factors which enhances car performance, including installation of Quality tires, because Pakistan’s road qualities are below the average, so the maintenance of the car tires are so important. Various tires brands claims that they are best in the business, but according to the performance, no brand ever achieve the landmark what Maxxis achieved. If you are car owner and want to change or update your car tires and didn’t knew how to identify your car suitable tires, you can purchase it from Maxxis.pk, or visit our nearest affiliated outlet. Maxxis.pk is only Tire Dealer of Maxxis brand in Pakistan, and can only found at Maxxis affiliated outlets. Faisalabad, Lahore, Islamabad, Gujranwala, Sialkot, Sheikhupura are some of the leading cities, however you can find these Quality tires all over Pakistan. If not Maxxis then you can visit Tyre Dealers official website and grab your tires.

Addictions can never truly replace the life needs they temporarily displace. The false needs they serve, no matter how often they are gratified, cannot leave us fulfilled. The brain can never, as it were, feel that it has had enough, that it can relax and get on with other essential business. It’s as if after a full meal you were left starving and had to immediately turn your efforts to procuring food again.

We are promoting building a better business, increasing shareholder value, enhancing the business’s competitive position through securing a lower cost base, and ensuring we have a capable supplier portfolio. Further, through a skilled procurement team, we can strengthen the business through excellence in contract management discipline, supply chain assurance and align our supply base with the company’s strategic goals, be they technologically based or meet sustainability objectives. What’s not to get excited about that? The CEO’s door will always be open to hear these types of discussions.

Procurement, though, cannot move to a high achieving team acting alone, but if the will, desire, drive and commitment are there, it will succeed. It will require passionate and committed leadership. What this book describes and provides readers is how to progress to this aspiration and subscribe to the following value proposition, “Procurement is the key and respected organisation resource that secures goods, services and materials to the organisation aligned with key business performance metrics, strategic objectives, priorities and values. It is the primary commercial team in the business.

PCD & Franchise Company, International Standard Quality Products in Ahmedabad Gujarat India. Desta Life Sciences is the top PCD Pharma Franchise company in India. We are procured from faithful vendors to ensure its International Standard Quality Products. We're at Desta Science for Health Life providing the best PCD Franchise for business. This is the best Business Opportunity in India. We have 200+ Products, 4 Divisions and 13 Innovative Products. Desta Lifesciences, Started in 2011. The company's philosophy has been rooted in Quality and care and it is this ideology that has kept us alive through ups and downs. The company's greatest asset has always been its employees and it is in them we place our trust to shoulder the company's corporate responsibility and to uphold the company's ideals and values. A healthy blend of World-Class Quality, Disease prevalence-dependent, wide variety of products, stress on preventive Lifestyle products, a positive upbeat mood of one & all in the company and a feeling of oneness, is the recipe that Desta Lifesciences presents humbly to humanity. The "For the people, By the People" dictum is followed by the management in the company, thus making it surge forward with the force of the common goal to accomplish our Mission. We aim to serve mankind globally through our affordable and international standard quality products, encompassing the environmental synergy in the process. As we enter into the technological age of pharmaceuticals, we promise to adapt to more advanced technologies while simultaneously focusing on delivery of care. The future holds great promise as we gradually hope to venture into Exports and R&D to establish ourselves in the global market.

One doesn’t expect history from a Jew. From a Greek, yes—and a Roman. But a Jew.” “What does one expect from a Jew?” “Business, you know. You are a nation of merchants. The hand out all the time, you know. That’s why you are all so improbably rich. Go anywhere—anywhere in the world, and you find your rich Jew.” “We are merchants,” Joseph nodded. “I can’t deny that. Your emperors wear the purple because Jews crush the shell and extract the dye, and because Jewish ships bring the dye to Thrace to dye the cotton there, and other Jews buy the cotton cloth in Egypt. By virtue of the same, your silk tunic exists because Jewish caravans trade between here and Cathay, and the beautiful bronze clasp you wear, with the hawk emblazoned on it, exists because a Jewish trading station and synagogue has flourished in Cornwall for a hundred years before ever a Roman set foot in Britain, and because Jewish supercargoes directed Phoenician shipping into the tin trade before certain other peoples ever learned that bronze was an alloy of copper and tin. We create wealth, my dear procurator; we don’t steal it.

Besides the local residents, Meraud frequently entertained visitors from other parts of the world. There was an extremely eccentric Spanish marquise, a royalist who had fled Franco and was plotting the return of the monarchy to Spain. She was an aggressive lesbian who seemed to expect Meraud to provide her with a female companion. Meraud balked at this, complaining that she had no intention of procuring for any of her guests. One day the marquise showed me the jacket of a book she had written about the Spanish War under a male pseudonym, featuring a photo of the marquise cross-dressed as a man, with a fake mustache to enhance the illusion.

Too often aspiring entrepreneurs and managers in established firms confine their focus to only one part of their company’s business model. The sales force worries about the revenue model, or if they are incentivized on gross margin, about the gross margin model as well. The procurement team focuses on the gross margin and operating models, by keeping costs down, whether for COGS or operations. And so on. But, ultimately, if everyone thinks about the business in business model terms, decisions are made differently.

Microsoft Dynamics 365 Supply Chain Management Solutions Optimize your supply chain with Dynamics 365 Supply Chain Management. Our Microsoft expertise ensures efficient supply chain management. Introduction to Dynamics 365 Supply Chain Management In today's fast-paced business environment, managing a supply chain efficiently is crucial for success. Microsoft Dynamics 365 Supply Chain Management offers a comprehensive solution designed to streamline and enhance your supply chain operations. With our expertise in Microsoft technologies, we can help you achieve operational excellence and meet your business goals. Key Features of Dynamics 365 Supply Chain Management End-to-End Visibility: Gain complete visibility into your supply chain processes, from procurement to delivery. Real-Time Insights: Utilize advanced analytics and AI to make data-driven decisions. Seamless Integration: Integrate seamlessly with other Microsoft Dynamics 365 applications and third-party systems. Scalability: Easily scale your operations as your business grows. Enhanced Collaboration: Improve collaboration across departments with a unified platform. Benefits of Using Dynamics 365 Supply Chain Management Increased Efficiency: Automate and optimize your supply chain processes to reduce manual efforts and errors. Cost Savings: Identify cost-saving opportunities through better inventory management and demand forecasting. Improved Customer Satisfaction: Ensure timely delivery and high-quality products to enhance customer satisfaction. Risk Management: Mitigate risks by monitoring and managing potential disruptions in real-time. Why Choose Us? With our extensive experience in Microsoft Dynamics 365, we are committed to providing top-notch supply chain management solutions tailored to your business needs. Our team of experts will work with you to implement and optimize Dynamics 365 Supply Chain Management, ensuring you get the most out of your investment. Get Started Today Transform your supply chain with Dynamics 365 Supply Chain Management. Contact us today to learn more about how we can help you achieve a more efficient and effective supply chain.

Anything is easy to do, as long as you are not in charge of doing it.

Senior executives inside IBP realized that raising cattle was a waste of money. So at Garden City, IBP employed a new way to procure a steady stream of cows. It was called the “formula contract.” The formula contract created a way for IBP to lock in a steady supply of cattle without having to go out on the open market and haggle for them, as meatpackers always had. Instead, IBP signed contracts with a rancher or feedlot, agreeing to buy a set number of cattle at a set date.3 The price for those cattle, when they were delivered, was based on a formula rather than a competitive bid. IBP created a formula price that allowed the company to start controlling its cattle supply in a way that mimicked Tyson’s methods for controlling its chicken supply. IBP couldn’t simply dictate what kind of animals it slaughtered, the way Tyson did, but it could use contracts to exert influence over the ranches. IBP’s formula contained a series of discounts and premiums that rewarded some qualities in the cow while punishing others. These discounts were crude levels that IBP used to shape the kind of cattle ranchers raised. Early on, for example, IBP controlled the size of the cows ranchers delivered by discounting those that were too big and those that were too small. The formula acted as a market incentive all its own, slowly bending the characteristics of the cattle herd to IBP’s specifications. It was still a long way from the exacting control Tyson had over its chicken flocks, but the formulas would evolve over the decades.

shadow carbon price is an internal corporate accounting figure that allows companies to incorporate the cost of an additional ton of carbon emissions that will result from some investment. Shadow carbon prices are used across the financial accounting world, from investment and procurement to risk management and strategic long-term planning. As of 2017, more than 1,400 global corporations factored an internal carbon price into business plans and investment decision making.

The individual leaders at both Microsoft and Accenture are clearly transformational leaders who have been devoted to this partnership since the beginning. Microsoft partnered with Accenture in 2007. The initial 7-year agreement spanned 90 countries and 450 individual roles. Within 18 months, the partnership designed and implemented a global set of standardized processes across 92 countries, improved internal controls and compliance, improved scalability and reduced costs by 35 per cent. In 2009, the partnership was extended to include more accounts payable and buy centre processes. The contract was worth $330 million in 2012 and was extended until 2018. Five years into the BPO relationship, the partners continue to innovate Microsoft’s financial, accounting and procurement processes. In 2010–2011, for example, the partners moved 25 international subsidiaries from manual invoicing to electronic invoicing. The partners implemented new tools that increased transparency by allowing Microsoft’s business users to see every dollar spent and timely

failure to execute foundational processes, including a flawed business case, a tough-minded procurement process more suitable for the purchase of products rather than BPO services, lack of in-house client retained capabilities to integrate the provider successfully in the organization, poor knowledge transfer or poor provider staffing.

To make your business cost-effective, you must source from another country. By import, you can utilize your sourcing process and get the best competitive price.

You do appreciate just what your moment of weakness has wrought, do you not?’ Pilate’s tone was bitter. ‘Dead medical staff. Dead soldiers. Dead civilians—lots of dead civilians. I don’t expect you to agree with the Roman view of abortion, but for Goddess’s sake, no one’s making you have one at gunpoint.’ ‘Our taxes still pay for it, Procurator.’ ‘No they don’t. After the last attack I shifted a few columns in the annual budget around. Rest assured that abortion in this province is now centrally funded. Judaean taxpayers don’t pay a denarius for it.’ ‘That doesn’t stop it being murder, Procurator.’ Pilate brought his fist down on the desk with such force that his carved shark bounced into Cornelius’s lap, while his inkwell spilled onto the leather inlay. ‘I find talking about this disturbing, High Priest,’ he said, his voice oddly throttled. ‘It’s women’s business.’ He pressed the buzzer, summoning Horace.

As Cochran recalls in a blog post he wrote about his experiment for the Harvard Business Review, these simple statistics got him thinking about the rest of his company. Just how much time were employees of Atlantic Media spending moving around information instead of focusing on the specialized tasks they were hired to perform? Determined to answer this question, Cochran gathered company-wide statistics on e-mails sent per day and the average number of words per e-mail. He then combined these numbers with the employees’ average typing speed, reading speed, and salary. The result: He discovered that Atlantic Media was spending well over a million dollars a year to pay people to process e-mails, with every message sent or received tapping the company for around ninety-five cents of labor costs. “A ‘free and frictionless’ method of communication,” Cochran summarized, “had soft costs equivalent to procuring a small company Learjet.” Tom Cochran’s experiment yielded an interesting result about the literal cost of a seemingly harmless behavior. But the real importance of this story is the experiment itself, and in particular, its complexity.

There are many potential explanations for the less-than-robust performance, but IBM’s current strategy suggests that one component at least is a challenge to the traditional shrink-wrapped software business. As much as any software provider in the industry, IBM’s software business was optimized and built for a traditional enterprise procurement model. This typically involves lengthy evaluations of software, commonly referred to as “bake-offs,” followed by the delivery of a software asset, which is then installed and integrated by some combination of buyer employees, IBM services staff, or third-party consultants. This model, as discussed previously, has increasingly come under assault from open source software, software offered as a pure service or hosted and managed on public cloud infrastructure, or some combination of the two. Following the multi-billion dollar purchase of Softlayer, acquired to beef up IBM’s cloud portfolio, IBM continued to invest heavily in two major cloud-related software projects: OpenStack and Cloud Foundry. The latter, which is what is commonly referred to as a Platform-as-a-Service (PaaS) offering, may give us both an idea of how IBM’s software group is responding to disruption within the traditional software sales cycle and their level of commitment to it. Specifically, IBM’s implementation of Cloud Foundry, a product called Bluemix, makes a growing portion of IBM’s software portfolio available as a consumable service. Rather than negotiate and purchase software on a standalone basis, then, IBM customers are increasingly able to consume the products in a hosted fashion.

Before he knew it, he’d reached his destination, and without bothering to kick off his shoes, he jumped into the large stone fountain that was situated halfway between the house and the cliffs that led to the sea. Splashing his way through the water, he reached the waterfall that had been built in the very middle of the fountain and stuck Thaddeus right into it. Shrieking with clear delight, Thaddeus began to wiggle, the paste that still covered him making him remarkably slippery. Afraid of dropping him, Everett set him down and then straightened, discovering that while he’d been busy with Thaddeus, Elizabeth had joined them in the fountain. Without so much as a by-your-leave, she sent water flying his way. And when Rose suddenly appeared in the fountain as well, he found himself splashed from all sides as the children went about the business of being children. Stumbling his way to the side of the fountain, he was just about to announce his surrender when a wave of water smacked him in the face, leaving him sputtering. When he finally caught his breath and pushed his hair out of his eyes, he found Millie grinning back at him, even as she scooped more water up into a bucket she’d somehow managed to procure. War was immediate, and one he knew he couldn’t win. The children continued splashing him as Millie threw bucketful after bucketful of water his way. When Millie slipped and fell, he saw an opportunity he couldn’t resist. Grabbing the bucket, which was floating beside her, he scooped up water and aimed it at Thaddeus, who’d abandoned his purple frock and was splashing around in nothing but his drawers. Drawing the bucket back, he let the water fly, but Thaddeus ducked out of the way—which had the water winging out of the fountain to land directly on . . . his mother. Even the peacocks that had been screeching just as loudly as the children had been shrieking seemed to realize the gravity of the situation. They stopped screeching, the children stopped shrieking, but Millie pushed soggy curls out of her eyes and simply smiled at his mother. “You’re more than welcome to join us, Mrs. Mulberry, now that you’re all wet.” For the briefest of seconds, Everett thought he caught a glimpse of longing in his mother’s eyes, but then she lifted her chin. “It would hardly be proper for me to frolic in a fountain, Miss Longfellow, nor is it proper for you to be in there, either.” She lifted her chin another notch as she glanced his way. “You’ve ruined my hat as well as soaked me to the skin.” With amusement tickling his throat, he looked his mother up and down. “I’ll buy you a new hat, Mother, but all I can suggest about you being soaked to the skin is to perhaps recommend you either search out a towel or, as Millie suggested, join us. It’s rather fun to frolic about in a fountain, even if society wouldn’t approve.” Dorothy

• Launched Real Time Talent, one of the most innovative workforce development initiatives in the country. It links the curriculum and training for more than four hundred thousand postsecondary students with the skill requirements of employers in the state (RealTimeTalentMN.org). • Created the Business Bridge, which facilitates connections between the procurement functions of large corporations and smaller potential suppliers located in the region. As a result of this effort, participating businesses added more than $1 billion to their spending with local businesses in two years—a year ahead of their goal. • Helped to build the case for investing more aggressively in higher education. By strengthening relationships between business and higher education leaders, and using a fact-based set of findings to justify investing more than an incremental amount, a coalition organized by Itasca helped increase spending in the state by more than $250 million annually. That’s not bad for a group of people with no budget, no office, no charter, virtually no Internet presence, virtually no staff—but a huge abundance of trust.

The success of these projects and others like them is thanks to developers. The millions of programmers across the world who use, develop, improve, document, and rely upon open source are the main reason it’s relevant, and the main reason it continues to grow. In return for this support, open source has set those developers free from traditional procurement. Forever. Financial constraints that once served as a barrier to entry in software not only throttled the rate and pace of innovation in the industry, they ensured that organizational developers were a subservient class at best, a cost center at worst. With the rise of open source, however, developers could for the first time assemble an infrastructure from the same pieces that industry titans like Google used to build their businesses  —  only at no cost, without seeking permission from anyone. For the first time, developers could route around traditional procurement with ease. With usage thus effectively decoupled from commercial licensing, patterns of technology adoption began to shift.

Sabbath-days. For the law commanded them to abstain from every servile work, that is, from all grasping after wealth which is procured by trading and by other worldly business; but it exhorted them to attend to the exercises of the soul, which consist in reflection, and to addresses of a beneficial kind for their neighbours’ benefit.

From such a society a committee might be appointed, whose business it should be to procure all the information they could upon the subject, to receive contributions, to enquire into the characters, tempers, abilities and religious views of the missionaries, and also to provide them with necessaries for their undertakings.

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When the pandemic came along, concierge doctors got busy. Dr. Jordan Shlain, a ROAMD investor and founder of the California-based concierge practice Private Medical, was sourcing viral tests as early as January 2020. “He procured testing supplies and [personal protective equipment] long before the federal government was waving the flag and warning people that this was coming,” Pope says. “Jordan is a beacon of light in what is otherwise a complete mess.

It Makes No Sense For A Branded Physical Dealership To Spend Rs. 45,000 To Procure, Refurbish, Sell A Used Car & Only Make Rs. 25000 In Profit.

the law commanded them to abstain from every servile work, that is, from all grasping after wealth which is procured by trading and by other worldly business; but it exhorted them to attend to the exercises of the soul, which consist in reflection, and to addresses of a beneficial kind for their neighbours’ benefit. And therefore the Lord reproved those who unjustly blamed Him for having healed upon the Sabbath-days. For He did not make void, but fulfilled the law, by performing the offices of the high priest, propitiating God for men, and cleansing the lepers, healing the sick, and Himself suffering death, that exiled man might go forth from condemnation, and might return without fear to his own inheritance.

He resolv’d not to part from her without the Gratifications of those Desires she had inspir’d; and presuming on the Liberties which her suppos’d Function allow’d off,told her she must either go with him to some convenient House of his procuring, or permit him to wait on her to her own Lodgings. – Never had she been in such a Dilemma: Three or four Times did she open her Mouth to confess her real Quality; but the influence of her ill Stars prevented it, by putting an Excuse into her Head, which did the Business as well, and at the same Time did not take from her the Power of seeing and entertaining him a second Time with the same Freedom she had done this. – She told him, she was under Obligations to a Man who maintain’d her, and whom she durst not disappoint, having promis’d to meet him that Night at a House hard by. – This Story so like what those Ladies sometimes tell, was not at all suspected by Beauplaisir; and assuring her he wou’d be far from doing her a Prejudice, desir’d that in return for the Pain he shou’d suffer in being depriv’d of her Company that Night, that she wou’d order her Affairs, so as not to render him unhappy the next. She gave a solemn Promise to be in the same Box on the Morrow Evening; and they took Leave of each other; he to the Tavern to drown the Remembrance of his Disappointment; she in a Hackney-Chair hurry’d home to indulge Contemplation on the Frolick she had taken, designing nothing less on her first Reflections, than to keep the Promise she had made him, and hugging herself with Joy, that she had the good Luck to come off undiscover’d. But these Cogitations were but of a short Continuance, they

English poet Phillip Larkin’s famous poem,’Toads,’ suggest that two types of toads drive a person to work for the dull business of making money. First, is the influence of society for a person to labor in a conventional manner, and second, the inner pressure people exert upon themselves to procure a secure future by working and saving for their old age. Larkin concludes that a person is doomed if either type of brute toad squats on their life. Some people drive the squatty toad away by living on their wit, or by willingly accepting a lifestyle without fame, fortune, and financial security. Perchance as Philip Larkin suggested in his illustrious poem, I should not continue to allow the toad work to squat on my life by escaping the burdensome exterior pressure to work without spiritual replenishment. Perhaps with thoughtful study, I can eliminate a malignant personal tumor that leaching manifestations drove me to strive for money, fame, and unrequited love.

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The streets of downtown Shanghai likewise seemed a continuous freak circus at first, unbelievably alive with all manner of people performing almost every physical and social function in public: yelling, gesturing, always acting, crushing throngs spilling through every kind of traffic, precariously amidst old cars and new ones and between coolies racing wildly to compete for ricksha fares, gingerly past "honey-carts" filled with excrement dragged down Bubbling Well Road, sardonically past perfumed, exquisitely gowned, mid-thigh-exposed Chinese ladies, jestingly past the Herculean bare-backed coolie trundling his taxi-wheelbarrow load of six giggling servant girls en route to home or work, carefully before singing peddlers bearing portable kitchens ready with delicious noodles on the spot, lovingly under gold-lettered shops overflowing with fine silks and brocades, dead-panning past village women staring wide-eyed at frightening Indian policemen, gravely past gambling mah-jongg ivories clicking and jai alai and parimutuel betting, slyly through streets hung with the heavy-sweet acrid smell of opium, sniffingly past southern restaurants and bright-lighted sing-song houses, indifferently past scrubbed, aloof young Englishmen in their Austins popping off to cricket on the Race Course, snickeringly round elderly white gentlemen in carriages with their wives or Russian mistresses out for the cool air along the Bund, and hastily past sailors looking for beer and women—from noisy dawn to plangent night the endless hawking and spitting, the baby's urine stream on the curb, the amah's scolding, the high falsetto of opera at Wing On Gardens where a dozen plays went on at once and hotel rooms next door filled up with plump virgins procured for wealthy merchants in from the provinces for business and debauch, the wail of dance bands moaning for slender bejeweled Chinese taxi dancers, the whiteness of innumerable beggars and their naked unwashed infants, the glamour of the Whangpoo with its white fleets of foreign warships, its shaggy freighters, its fan-sailed junks, its thousand lantern-lit sampans darting fire-flies on the moon-silvered water filled with deadly pollution. Shanghai!

How Should I Structure My Pricing? Pricing is the biggest lever in SaaS, and almost no one gets it right out of the gate. Fortunately, you don’t need a PhD to structure your pricing well. Like most things in SaaS, finding the right pricing structure is one part theory, one part experimentation, and one part founder intuition. I wish I could tell you a single “correct” structure, but it varies based on your customer base, the value provided, and the competitive landscape. Most founders price their product too low or create confusing tiers that don’t align with the value a customer receives from the product. On the low end, if you have a product aimed at consumers, you can get away with charging $10 to $15 a month. The problem is at that price point, you’re going to be dealing with high churn, and you won’t have much budget to acquire customers. That can be brutal, but if you have a no-touch sign-up process with a product that sells itself, you can get away with it. Castos’s podcasting software and Snappa’s quick graphic design software are good examples of products that do well with a low average revenue per account (ARPA). You’ll have more breathing room (and less churn) if you aim for an ARPA of $50 a month or more. In niche markets—or where a demo is required or sales cycles are longer—aim higher (e.g., $250 a month and up). If you have a high-touch sales process that involves multiple calls, you need to charge enough to justify the cost of selling it. For example, $1,000 a month and up is a reasonable place to start. If you’re making true enterprise sales that require multiple demos and a procurement process, aim for $30,000 a year and up (into six figures). One of the best signals to guide your pricing is other SaaS tools, and I don’t just mean competition. Any SaaS tool a company in your space might replace you with, a complementary tool or a tool similar to yours in a different vertical can offer guidance, but make sure you don’t just compare features; compare how it’s sold. As mentioned above, the sales process has tremendous influence over how a product should be priced. There are so many SaaS tools out now that a survey of competitive and adjacent tools can give you a mental map of the range of prices you can charge. No matter where your business sits, one thing is true: “If no one’s complaining about your price, you’re probably priced too low.

As Outdoor Education Centre Director in Barrie, Ontario, Pete Thistlethwaite leverages over 20 years of experience and a decade of teaching Chemistry and Phys-Ed. His passion for sports, travel, and family life with three teenagers complements his expertise in business operations, leadership, procurement, safety, and social media marketing, enhancing his professional and personal life.

Pete Thistlethwaite, with over 20 years as Outdoor Education Centre Director in Barrie, Ontario, and a decade in Chemistry and Phys-Ed teaching, combines his love for sports and travel in his vibrant life. As a father of three teens, he excels in business operations, leadership, procurement, safety, and social media marketing, making a lasting impact.