Procurement Management Quotes

Hello' said a vague and dreamy voice from behind them. Harry looked up: Luna Lovegood had drifted over from the Ravenclaw table. Many people were staring at her and few people openly laughing and pointing; she had managed to procure a hat shaped like a life-size lion's head, which was perched precariously on her head. 'I'm supporting Gryffindor' said Luna, pointing unnecessarily at her hat. "Look what it does...' She reached up and tapped the hat with her wand. It opened its mouth wide and gave an extremely realistic roar that made everyone in the vicinity jump. 'It's good, isn't it?' said Luna happily. 'I wanted to have it chewing up a serpent to represent Slytherin, you know, but there wasn't time. Anyway...good luck, Ronald!

Matthias appeared in front of them. “We should go soon. We have little more than an hour before sunrise.” “What exactly are you wearing?” Nina asked, staring at the tufted cap and woolly red vest Matthias had put on over his clothes. “Kaz procured papers for us in case we’re stopped in the Ravkan quarter. We’re Sven and Catrine Alfsson. Fjerdan defectors seeking asylum at the Ravkan embassy.” It made sense. If they were stopped, there was no way Matthias could pass himself off as Ravkan, but Nina could easily manage Fjerdan. “Are we married, Matthias?” she said, batting her lashes. He consulted the papers and frowned. “I believe we’re brother and sister.” Jesper ambled over, rubbing the sleep from his eyes. “Not creepy at all.

Having proven that solitary pleasures are as delicious as any others and much more likely to delight, it becomes perfectly clear that this enjoyment, taken in independence of the objectwe employ, is not merely of a nature very remote from what could be pleasurable to thatobject, but is even found to be inimical to that object’s pleasure: what is more, it may becomean imposed suffering, a vexation, or a torture, and the only thing that results from this abuse isa very certain increase of pleasure for the despot who does the tormenting or vexing; let usattempt to demonstrate this.”Voluptuous emotion is nothing but a kind of vibration produced in our soul by shockswhich the imagination, inflamed by the remembrance of a lubricious object, registers uponour senses, either through this object’s presence, or better still by this object’s being exposedto that particular kind of irritation which most profoundly stirs us; thus, our voluptuoustransport Ä this indescribable convulsive needling which drives us wild, which lifts us to thehighest pitch of happiness at which man is able to arrive Ä is never ignited save by twocauses: either by the perception in the object we use of a real or imaginary beauty, the beautyin which we delight the most, or by the sight of that object undergoing the strongest possiblesensation; now, there is no more lively sensation than that of pain; its impressions are certainand dependable, they never deceive as may those of the pleasure women perpetually feign andalmost never experience; and, furthermore, how much self-confidence, youth, vigor, healthare not needed in order to be sure of producing this dubious and hardly very satisfyingimpression of pleasure in a woman. To produce the painful impression, on the contrary,requires no virtues at all: the more defects a man may have, the older he is, the less lovable,the more resounding his success. With what regards the objective, it will be far more certainlyattained since we are establishing the fact that one never better touches, I wish to say, that onenever better irritates one’s senses than when the greatest possible impression has been produced in the employed object, by no matter what devices; therefore, he who will cause themost tumultuous impression to be born in a woman, he who will most thoroughly convulsethis woman’s entire frame, very decidedly will have managed to procure himself the heaviest possible dose of voluptuousness, because the shock resultant upon us by the impressionsothers experience, which shock in turn is necessitated by the impression we have of thoseothers, will necessarily be more vigorous if the impression these others receive be painful,than if the impression they receive be sweet and mild; and it follows that the voluptuousegoist, who is persuaded his pleasures will be keen only insofar as they are entire, willtherefore impose, when he has it in his power to do so, the strongest possible dose of painupon the employed object, fully certain that what by way of voluptuous pleasure he extractswill be his only by dint of the very lively impression he has produced.

Oskar pushes away the blanket. Lies looking down at his naked body. His naked body that will give the lie to any false identity papers he manages to procure. Has anyone, he wonders, ever explained to me the significance of circumcision? Why I have had to sacrifice to God a piece of my sexual organ.

part, in honor, in office, in the courts of justice, in every little matter. Consider these things, if you would exchange for them, freedom from passions, liberty, tranquility. If not, take care that, like little children, you be not now a philosopher, then a servant of the publicani, then a rhetorician, then a procurator (manager) for Caesar. These things are not consistent. You must be one man, either good or bad. You must either cultivate your own ruling faculty, or external things; you must either exercise your skill on internal things or on external things; that is, you must either maintain the position of a philosopher or that of a common person.

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.

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 the past it had often happened to me while reading a novel, or memoirs, in which a man is always going out with a woman, having tea with her, to wish that I could do the same. I sometimes thought I had managed it, when I took out Saint-Loup’s mistress, for example, and had dinner with her. But however hard I tried to believe that I was successfully playing the part of the character in the novel, this idea convinced me that I ought to be enjoying my time with Rachel, rather than allowing me actually to do so. The truth is that every time we try to imitate a truly real experience, we forget that that experience was produced, not by a wish to imitate anything, but by an unconscious force, itself also real. But this particular impression, which all my desire to experience a rare pleasure in going out with Rachel had not been enough to procure for me, now appeared spontaneously, without my having sought it at all, for quite different reasons, and sincere, profound ones: to name just one, for the reason that my jealousy did not allow me ever to be far from Albertine or, on the days when I could go out, to allow her to go out without me.

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.

As I listened to him describing the scene of the procurer seducing the young girl, I found myself torn between two conflicting emotions, between a powerful desire to laugh and an overwhelming surge of indignation. I was in agony. Again and again a roar of laughter prevented my rage bursting forth; again and again the rage rising in my heart became a roar of laughter. I was dumbfounded by such shrewdness and such depravity; by such soundness of ideas alternating with such falseness; by so general a perversity of feeling, so total a corruption, and so exceptional a candour. He saw how agitated I was. 'What's the matter?' he asked. ME: Nothing. HIM: I think you're upset. ME: Indeed I am. HIM: So what do you think I should do? ME: Talk about something else. What a wretched fate, to have been born and to have fallen so low! HIM: I agree. But don't let my state affect you too much. In opening my heart to you, it was not my intention to upset you. I've managed to save a little, while I was with those people. Remember I wanted for nothing, nothing whatsoever, and they also made me a small allowance for incidentals. [Here he began to strike himself on the forehead with his fist, bite his lips, and roll his eyes like a lunatic, then he said:] What's done is done. I've put a bit aside. Time's passed, so I'm that much to the good. ME: You mean to the bad. HIM: No, to the good. Live one day less, or have an ecu more, it's all the same. The important thing is to open your bowels easily, freely, enjoyably, copiously, every evening; 'o stercus pretiosum!' That's the grand outcome of life in every condition. At the final moment, we're all equally rich - Samuel Bernard who by dint of theft, pillage, and bankruptcy leaves twenty-seven millions in gold, and Rameau who'll leave nothing, Rameau for whom charity will provide the winding-sheet to wrap him in.

One of the most frustrating aspects of the Vietnam war from the Army's point of view is that as far as logistics and tactics were concerned we succeeded in everything we set out to do. At the height of the war the Army was able to move almost a million soldiers a year in and out of Vietnam, feed them, clothe them, house them, supply them with arms and ammunition, and generally sustain them better than any Army had ever been sustained in the field. To project an Army of that size halfway around the world was a logistics and management task of enormous magnitude, and we had been more that equal to the task. On the battlefield itself, the Army was unbeatable. In engagement after engagement the forces of the Viet Cong and that of the North Vietnamese Army were thrown back with terrible losses. Yet, in the end, it was North Vietnam, not the United States, that emerged victoriously. How could we have succeeded so well, yet failed so miserably? At least part of the answer appears to be that we saw Vietnam as unique rather than in strategic context. This misperception grew out of neglect of military strategy in the post-World War II nuclear era. Almost all professional literature on military strategy was written by civilian analysts - political scientists from the academic world and systems analysts from the Defense community. In his book War and Politics, political scientist Bernard Brodie devoted an entire chapter to the lack of professional military strategic thought. The same criticism was made by systems analysts Alain C. Enthoven and K. Wayne Smith who commented: "Military professionals are among the most infrequent contributors to the basic literature on military strategy and defense policy. Most such contributors are civilians..." Even the Army's so-called "new" strategy of flexible response grew out of civilian, not military, thinking. This is not to say that the civilian strategies were wrong. The political scientists provided a valuable service in tying war to its political ends. They provided a valuable service in tying war to its political ends. The provided answers to "why" the United States ought to wage war. In the manner the systems analyst provided answer on "what" means we would use. What was missing was the link that should have been provided by military strategists -"how" to take the systems analyst's means and use them to achieve the political scientist's ends. But instead of providing professional military advice on how to fight the war, the military more and more joined with the systems analysts in determining material means we were to use. Indeed, the conventional wisdom among many Army officers was that "the Army doesn't make strategy, " and "there is no such thing as Army strategy." There was a general feeling that strategy was budget-driven and was primarily a function of resource allocation. The task of the Army, in their view, was to design and procure material, arms and equipment and to organize, train, and equip soldiers for the Defense Establishment.

The big scandal around IG Farben this week is the unlucky subsidiary Spottbilligfilm AG, whose entire management are about to be purged for sending to OKW weapons procurement a design proposal for a new airborne ray which could turn whole populations, inside a ten-kilometer radius, stone blind. An IG review board caught the scheme in time. Poor Spottbilligfilm. It had slipped their collective mind what such a weapon would do to the dye market after the next war.

Taking her hands in his, he sank down to kneel before her. “I know we already are engaged, but I never went about it properly. Lydia Price, would you do me the great honor of becoming my wife?” Gasps permeated the room as Vincent reached into his pocket with his other hand and pulled out a small jewel case. He flicked the box open to reveal a golden ring filigreed with Celtic knots and adorned with a large diamond surrounded by a rainbow of other jewels. Lydia’s heart lodged in her throat even as unmitigated happiness warmed her body. “When?” The word escaped aloud before she was aware. “Now.” From another pocket in his waistcoat, Vincent withdrew a small sheaf of papers. “I have with me a marriage contract and a special license. I’ve also managed to procure a parson at this late hour.” Everyone’s gazes flew to the stranger, whose identity was now revealed. The parson yawned as if in emphasis of the inconvenience. All eyes shifted to Lydia, awaiting her reply. Her knees quaked beneath her gown, threatening to give out and topple her. “Please, Lydia,” he said achingly. “I cannot bear another night of you not being mine.” “Yes.

Taking her hands in his, he sank down to kneel before her. “I know we already are engaged, but I never went about it properly. Lydia Price, would you do me the great honor of becoming my wife?” Gasps permeated the room as Vincent reached into his pocket with his other hand and pulled out a small jewel case. He flicked the box open to reveal a golden ring filigreed with Celtic knots and adorned with a large diamond surrounded by a rainbow of other jewels. Lydia’s heart lodged in her throat even as unmitigated happiness warmed her body. “When?” The word escaped aloud before she was aware. “Now.” From another pocket in his waistcoat, Vincent withdrew a small sheaf of papers. “I have with me a marriage contract and a special license. I’ve also managed to procure a parson at this late hour.” Everyone’s gazes flew to the stranger, whose identity was now revealed. The parson yawned as if in emphasis of the inconvenience. All eyes shifted to Lydia, awaiting her reply. Her knees quaked beneath her gown, threatening to give out and topple her. “Please, Lydia,” he said achingly. “I cannot bear another night of you not being mine.” “Yes.” The word escaped her lips past the joy swelling within. As if afraid she’d change her mind, Vincent quickly slipped the elaborate ring on her third finger and rose to his feet, retaining his grip on her hand. “You’ve made me the happiest of men,” he replied.

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

Many people were staring at her and a few openly laughing and pointing; she had managed to procure a hat shaped like a life-size lion’s head, which was perched precariously on her head.

Just as countries are governed, so too are assets. Typically, there are three layers of governance for assets of all kinds: the procurers of the asset, the people holding the asset, and a regulatory body or multiple regulatory bodies to oversee the behavior of the procurers and the holders. For example, a typical equity has the management of the underlying company, the shareholders of the company, and the SEC as a regulatory overseer.

Management must understand design of product and of service, procurement of materials, problems of production, process control, and barriers on the job that rob the hourly worker of his birthright, the right to pride of workmanship.

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”!

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.

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.

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kings are ordained by God, and established by the people, to procure and provide for the good of those who are committed unto them, and that this good or profit be principally expressed in two things, to wit, in the administration of justice to their subjects, and in the managing of armies for the repulsing their enemies: certainly, we must infer and conclude from this, that the prince who applied himself to nothing but his peculiar profits and pleasures, or to those ends which most readily conduce thereunto, who contemns and perverts all laws, who uses his subjects more cruelly than the barbarous enemy would do, he may truly and really be called a tyrant, and that those who in this manner govern their kingdoms, be they of never so large an extent, are more properly unjust pillagers and free-booters, than lawful governors.

In modern military colleges strategic theory often receives significantly less attention than subjects such as defence management and procurement. The result of such an approach is that the military tend towards an over-reliance on simplistic principles concerned with tactical and operational issues, such as the Principles of War.

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.

SKM Design are award-winning architects, interior designers and project managers based in Leicester. The firm's design services include planning applications, Building Regulations, interior design, signage design, space planning and procurement for projects up to the value of £10 million. The practice works in a number of sectors including commercial and residential, with its most recent being the hospitality industry.

Dennis Fine digs deep into his skillset to bring the best leadership to the healthcare industry as he can. From physician practice management, strategic planning, major medical equipment contracting and procurement, to revenue cycle management, Dennis Fine excels at fixing broken processes and leading high-performing teams to successful outcomes.

Your coat, sir,” Samuel said, presenting the garment with a flourish. Kit frowned. “That is not my coat.” “Ah, but you are mistaken, sir. I was recently informed that this is, indeed, your coat. At least until something properly tailored can be procured.” Kit had always thought that counting to ten before speaking was the pathetic crutch of a man in insufficient control of his own emotions. He knew better now. After a long pause, he finally managed, “Samuel. Before this coat became mine, according to your mysterious informant, to whom did it belong?” Samuel’s eyes lit, and he straightened, clearly in his element. “If this coat belongs to you, sir, then it was always meant to be yours, and therefore cannot be considered to have ever been the property of another in any true sense—” “Whose. Coat. Was. It,” Kit gritted out through clenched teeth. “Answer the question directly, and without anything remotely similar to philosophizing, or I will not wear it. Instead, I will strangle you with it.” “A coat seems ill-suited to such a task,” Samuel said, his brows furrowing.

It was clear the USA government had mishandled the COVID-19 pandemic. President Trump had spent weeks misinforming the USA masses about the seriousness of the global pandemic and the government and hospitals had not procured enough supplies to handle COVID-19. Personal Protective Equipment (PPE) was running out and was being rationed by hospital managers. The result was doctors and nurses became infected in large numbers and some were dying.

Gazprom’s new management was little better than the Vyakhirev-era elite.63 The company was widely alleged to facilitate corruption through its procurement deals. Many companies that supply Gazprom are owned by long-time friends of Putin’s,

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.

Overnight, the city managed to procure thousands of cardboard boxes, fifteen hundred hard hats, a few thousand rolls of packing tape, and the services of Eric Lundquist, a mechanical engineer and former popcorn distributor who had reinvented himself as a expert in drying out wet things. The notion of putting the books in with groceries didn't faze Lundquist, since he'd freeze-dried his first salvaged books alongside a summer's worth of peas and carrots from his garden.

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Thus, for example, one of the followers of Clapmar, the Dutch jurist Johannes Corvinus [...] recommended the rulers of an aristocratic republic to use the methods such that 'the plebs would be lured into believing that they had something which they did not have'. As for instance, that in the electing of officials the patricians should be obliged on pain of punishment to exercise their elective right, but that ordinary citizens should be under no such obligation. The latter would then certainly prefer to attend to their own livelihood, and leave the management of the State to the patricians. As an Arcanum of monarchy in its attitude towards the people, he recommended that laws which procured new power for the ruler should be arranged so that they appeared to rest on the assent of the people. [...] It seemed to him a simulacrum of monarchy, that the ruler should deliberately allow imprudent slanderous peeches to be made against him with impunity amongst the people, while at the same time noting the real defamers in order to protect himself against them. 'Indeed it is the prime art of government for a ruler, to be able to tolerate envy'.

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Organizational Procurement is a tight balancing act between “cost and quality” on one side and “time and compliance” on the other side, yet a seasoned procurement specialist keeps it evenly balanced.

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.