Procurement Buying Quotes

Today is truly the Golden Age: gold buys hornor, gold procures love

I always say—a prejudice on my part, I'm sure—you can tell a lot about a person's character from his choice of sofa. Sofas constitute a realm inviolate unto themselves. This, however, is something that only those who have grown up sitting on good sofas will appreciate. It's like growing up reading good books or listening to good music. One good sofa breeds another good sofa; one bad sofa breeds another bad sofa. That's how it goes. There are people who drive luxury cars, but have only second- or third-rate sofas in their homes. I put little trust in such people. An expensive automobile may well be worth its price, but it's only an expensive automobile. If you have the money, you can buy it, anyone can buy it. Procuring a good sofa, on the other hand, requires style and experience and philosophy. It takes money, yes, but you also need a vision of the superior sofa. That sofa among sofas.

If it were not for collectors England would be full, so to speak, of rare birds and wonderful butterflies, strange flowers and a thousand interesting things. But happily the collector prevents all that, either killing with his own hands or, by buying extravagantly, procuring people of the lower classes to kill such eccentricities as appear. ... Eccentricity, in fact, is immorality--think over it again if you do not think so now--just as eccentricity in one's way of thinking is madness (I defy you to find another definition that will fit all the cases of either); and if a species is rare it follows that it is not Fitted to Survive. The collector is after all merely like the foot soldier in the days of heavy armour-he leaves the combatants alone and cuts the throats of those who are overthrown. So one may go through England from end to end in the summer time and see only eight or ten commonplace wild flowers, and the commoner butterflies, and a dozen or so common birds, and never be offended by any breach of the monotony.

Wealth can procure many things in this world, but Elden was the first person in my life to give real meaning to the things it cannot buy.

He did. He researched her. Someone told him that she had a special interest in John Milton. It did not take long to discover the century to which this man belonged. A third-year literature student in Beard’s college who owed him a favor (for procuring tickets to a Cream concert) gave him an hour on Milton, what to read, what to think. He read “Comus” and was astounded by its silliness. He read through “Lycidas,” “Samson Agonistes,” and “Il Penseroso”— stilted and rather prissy in parts, he thought. He fared better with “Paradise Lost” and, like many before him, preferred Satan’s party to God’s. He, Beard, that is, memorized passages that appeared to him intelligent and especially sonorous. He read a biography, and four essays that he had been told were pivotal. The reading took him one long week. He came close to being thrown out of an antiquarian bookshop in the Turl when he casually asked for a first edition of “Paradise Lost.” He tracked down a kindly tutor who knew about buying old books and confided to him that he wanted to impress a girl with a certain kind of present, and was directed to a bookshop in Covent Garden where he spent half a term’s money on an eighteenth-century edition of “Areopagitica.” When he speed-read it on the train back to Oxford, one of the pages cracked in two. He repaired it with Sellotape.

An expensive automobile may well be worth its price, but it’s only an expensive automobile. If you have the money, you can buy it, anyone can buy it. Procuring a good sofa, on the other hand, requires style and experience and philosophy. It takes money, yes, but you also need a vision of the superior sofa. That sofa among sofas.

The interrogator droid hovers. A small panel along its bottom slides open with a whir and a click. An extensor arm unfolds—an arm that ends in a pair of cruel-looking pincers. So precise and so sharp they look like they could pluck a man’s eye clean from his head. (A performance this droid has likely performed once upon a time.) The arm reaches down toward its target. It grabs the ten-sided die, lifts it, drops it. The die clatters. Face up: a 7. The droid exclaims in a loud, digitized monotone: “AH. I AM AFFORDED THE CHANCE TO PROCURE A NEW RESOURCE. I WILL BUY A SPICE LANE. THAT CONNECTS TO MY FOUR OTHER SPICE LANES. THAT GIVES ME FIVE TOTAL, WHICH GRANTS ME ONE VICTORY POINT. I AM NOW WINNING. THE SCORE IS SIX TO FIVE.” Temmin’s lips

There are people who drive luxury cars, but have only second- or third-rate sofas in their homes. I put little trust in such people. An expensive automobile may well be worth its price, but it’s only an expensive automobile. If you have the money, you can buy it, anyone can buy it. Procuring a good sofa, on the other hand, requires style and experience and philosophy. It takes money, yes, but you also need a vision of the superior sofa. That sofa among sofas.

The next day—Christmas Eve—Musk called in reinforcements. Ross Nordeen drove from San Francisco. He stopped at the Apple Store in Union Square and spent $2,000 to buy out the entire stock of AirTags so the servers could be tracked on their journey, and then stopped at Home Depot, where he spent $2,500 on wrenches, bolt-cutters, headlamps, and the tools needed to unscrew the seismic bolts. Steve Davis got someone from The Boring Company to procure a semi truck and line up moving vans. Other enlistees arrived from SpaceX.

Men in offices are, for the most part, Deadly Bores. They suffer from indigestion and ask you to buy their pills in your lunch hour. They seldom think of their girl employees as human beings at all. What they would prefer, if they were procurable and didn’t cost too much, would be a series of automatic machines, into which you put the week’s salary and took out the letters at the other end. They would prefer these to young women, because you can kick a machine, if you happen to be put out about something, without being hauled into court for assault.

Sofas constitute a realm inviolate unto themselves. This, however, is something that only those who have grown up sitting on good sofas will appreciate. It’s like growing up reading good books or listening to good music. One good sofa breeds another good sofa; one bad sofa breeds another bad sofa. That’s how it goes. There are people who drive luxury cars, but have only second- or third-rate sofas in their homes. I put little trust in such people. An expensive automobile may well be worth its price, but it’s only an expensive automobile. If you have the money, you can buy it, anyone can buy it. Procuring a good sofa, on the other hand, requires style and experience and philosophy. It takes money, yes, but you also need a vision of the superior sofa. That sofa among sofas.

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.

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.

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

But as Bill Gates said to us when Mark and I met with him in his Seattle-area office, “People invest in high-probability scenarios: the markets that are there. And these low-probability things that maybe you should buy an insurance policy for by investing in capacity up front, don’t get done. Society allocates resources primarily in this capitalistic way. The irony is that there’s really no reward for being the one who anticipates the challenge.” Every time there is a new, serious viral outbreak, such as Ebola in 2012 and Zika in 2016, there is a public outcry, a demand to know why a vaccine wasn’t available to combat this latest threat. Next a public health official predicts a vaccine will be available in x number of months. These predictions almost always turn out to be wrong. And even if they’re right, there are problems in getting the vaccine production scaled up to meet the size and location of the threat, or the virus has receded to where it came from and there is no longer a demand for prevention or treatment. Here is Bill Gates again: Unfortunately, the message from the private sector has been quite negative, like H1N1 [the 2009 epidemic influenza strain]: A lot of vaccine was procured because people thought it would spread. Then, after it was all over, they sort of persecuted the WHO people and claimed GSK [GlaxoSmithKline] sold this stuff and they should have known the thing would end and it was a waste of money. That was bad. Even with Ebola, these guys—Merck, GSK, and J & J [Johnson & Johnson]—all spent a bunch of money and it’s not clear they won’t have wasted their money. They’re not break-even at this stage for the things they went and did, even though at the time everyone was saying, “Of course you’ll get paid. Just go and do all this stuff.” So it does attenuate the responsiveness. This model will never work or serve our worldwide needs. Yet if we don’t change the model, the outcome will not change, either.

Buying a product or a service is not procurement, that is purchasing. “Procurement” is more multifaceted! “Procurement” will assess needs, define requirements, comb the market and onboard vendors against set criteria. “Procurement” solicits for proposals in formal fashion and allows for a fair competitive ethical environment. “Procurement” contracts based on value for money and maintains full accountability and transparency. To deliver goods and services in the right quality from the right source, at the right price to the right destination at the right time in the quantity and in the right way is not purchasing. All that requires a broad range of strategies, which in one word means “procurement”!

Buying a product or a service is not procurement, that is purchasing. “Procurement” is more multifaceted! “Procurement” will assess needs, define requirements, comb the market and onboard vendors against set criteria. “Procurement” solicits for proposals in formal fashion and allows for a fair, competitive, and ethical environment. “Procurement” contracts based on value for money and maintains full accountability and transparency. To deliver goods and services in the right quality, from the right source, at the right price, to the right destination, at the right time, in the right quantity, and in the right way is not purchasing. The portfolio of strategies required to deliver value for money can be summed up in one word “procurement”!

The Viscount, meanwhile, conveyed Miss Wantage to a certain mantua-maker's establishment in Bond Street, where he was not unknown. Here, after a few moments' brief and startlingly frank colloquy with the astonished proprietress, he handed Miss Wantage over, to be fitted out as became her station. Nothing occurred to disturb the harmony of these proceedings, except a slight contretemps arising out of Miss Wantage's burning desire for a very dashing confection of sea-green gauze, with silver ribbons, and the Viscount's flat refusal to permit her to wear any garment so outrageously unsuited to a young lady supposedly on her way to a select seminary in Bath. This trifling quarrel was adjusted by the mantua-maker, who, foreseeing a valuable customer in the future Lady Sheringham, who spared no pains to exercise all the tact at her command. She suggested that his lordship should buy a demure (and extremely expensive) gown for Miss Wantage to wear in the immediate future, at the same time laying by, for a later occasion, the sea-green gauze which had so taken Miss's fancy. The Viscount agreed tooth's, and was at once obliged to call Miss Wantage to order for hugging him in public. By the time these purchases, with a few other of a more intimate nature, had been made; a hat to match the muslin dress chosen at a milliner's shop farther down the street; a pair of lavender kid gloves procured; such items as brushes, combs, and Joppa soap added to the list of necessities; and a faithful promise made to Miss Wantage that she should visit this entrancing thoroughfare again upon the morrow to make further purchases, dusk was falling.

Why Would You Procure, Store & Sell Used Cars As A Branded Physical Dealer, If You Are Buying At A High Cost & Selling At Low.

We should limit how much beef we eat, because the amount of water, fossil fuel, and grain it takes to procure one pound of beef is nearly unimaginable. We should recycle. And precycle—buy things that have as little packaging as possible. We should do our best to walk and take public transportation and offset our fuel by giving generously to those who are helping plant trees around the world through organizations such as the Eden Project. But perhaps the most important thing we can do immediately to positively impact the health of the planet is to begin to take a Sabbath. If we work six days a week, it very well may be that we can limit one-seventh of our carbon footprint because we are not commuting on that day.

He must make the implements and toys which he can not afford to buy or procure. He must run, adjust and repair all sorts of machinery and farm utensils. His ingenuity and inventiveness are constantly exercised. If the wagon or plow breaks down it must be repaired on the spot, often without the proper tools. This training develops instinctive courage, strong success qualities, and makes him a resourceful man.

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.

Something, which the police called a bomb, had exploded in his shed. Investigations were begun, and the efforts of the authorities were soon to be categorized by the appropriate officals as "feverish", for bombs began to go off all over the place. The police collected fragments of the exploded bombs, and the press, anxious to help the police in their work, published impressive pictures of the fragments as well as a drawing of a reconstructed bomb together with a very detailed description of how it had been made.The police had done a really first-rate job. Even my brother and myself, both of us extremely untalented men in technical matters, could easily grasp how the bomb makers had gone to work. A large quantity of ordinary black gunpowder, such as is the be found in the cartridges sold for shoutguns, was encased in plasticine; in it was embedded an explosive cap, of the type used in hand grenades during the war, at the end of a thin wire; the other end of the wire was joined to the battery of a pocket flashlight -- obtainable at any village store -- and thence to the alarm mechanism of an ordinary alarm clock. The whole contratation was packed into a soapbox. Of course my brother did his duty as a journalist.He published the police report, together with the illustrations, on page one. It was not my brother's doing that this issue of the paper had a most spectacular success and that for weeks men were still buying it; no. the credit for that must go to the police; they had done their bit to ensure that the peasantry of Schleswig-Holstein would have a healthy occupation during the long winter evenings. Instead of just sitting and indulging in stupid thoughts, or doing crossword puzzles, or assembling to hear inflamatory speeches, the peasantery was henceforth quetly and busily engaged in procuring soapboxes and alarm clock and flashlight batteries. And then the bombs really began to go of.... Nobody ever asked me what I was actually doing in Schleswig=Holstein, save perhaps Dr. Hirschfeldt, a high official in the Prussian Ministry of the Interior, who had recently taken to frequenting Salinger's salon. Occasionally, and casually, he would glance at ne with his green eyes an honour me with a question, such as: "And what are the peasants up to in the north?" To which I would usually only reply: "Thank you for your interest. According to the statistics, the standard of living is going up -- in particular, there has been in increased demand for alarm clocks.

Don’t use your money to buy “stuff.” Instead, use it to procure helpful services.

The Labor Procurement Law provided newlyweds loans of RM 1,000 at one percent monthly interest. The loans came in the form of coupons to buy furniture, household appliances and clothing.

presidential campaign between Jackson and Adams had been vicious. Jackson’s forces had charged that Adams, as minister to Russia, had procured a woman for Czar Alexander I. As president, Adams was alleged to have spent too much public money decorating the White House, buying fancy china and a billiard table. The anti-Jackson assaults were more colorful. Jackson’s foes called his wife a bigamist and his mother a whore, attacking him for a history of dueling, for alleged atrocities in battles against the British, the Spanish, and the Indians—and for being a wife stealer who had married Rachel before she

request. “A king’s ransom would hardly have procured all that my other daughters asked.” he said: “but I thought that I might at least take Beauty her rose. I beg you to forgive me, for you see I meant no harm.” The Beast considered for a moment, and then he said, in a less furious tone: “I will forgive you on one condition—that is, that you will give me one of your daughters.” “Ah!” cried the merchant, “if I were cruel enough to buy my own life at the expense of one of my children’s, what excuse could I invent to bring her here?” “No excuse would be necessary,” answered the Beast. “If she comes at all she must come willingly. On no other condition will I have her. See if any one of them is courageous enough and loves you well enough to come and save your life. You seem to be an honest man, so I will trust you to go home. I give you a month to see if either of your daughters will come back with you and stay here, to let you go free.

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