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For more course tutorials visit<br>www.iscom361.com<br><br>ISCOM 361 Week 1 Individual Assignment Policies and Procedures Summary<br>ISCOM 361 Week 1 DQ 1<br>ISCOM 361 Week 1 DQ 2<br>ISCOM 361 Week 1 DQ 3<br>ISCOM 361 Week 2 Individual Assignment The Purchasing Cycle<br>ISCOM 361 Week 2 DQ 1<br>ISCOM 361 Week 2 DQ 2<br>ISCOM 361 Week 2 DQ 3<br>ISCOM 361 Week 3 Learning Team Caterpillar Example<br>ISCOM 361 Week 3 DQ 1<br>ISCOM 361 Week 3 DQ 2<br>ISCOM 361 Week 3 DQ 3<br>ISCOM 361 Week 4 Individual Assignment Eaton Corporation Example<br>ISCOM 361 Week 4 DQ 1<br>ISCOM 361 Week 4 DQ 2<br>ISCOM 361 Week 4 DQ 3<br>ISCOM 361 Week 5 Individual Assignment Accent Industries Example<br>ISCOM 361 Week 5 Team Assignment (It Takes Two to Tango Response)<br>ISCOM 361 Week 5 DQ 1<br>ISCOM 361 Week 5 DQ 2<br>
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ISCOM 361 Course Material ISCOM 361 Entire Course ISCOM 361 Week 1 DQ 1 How would you describe capital goods? Some organizations do not include the purchasing department in acquiring capital goods. Is this effective? Why or why not? • ISCOM 361 Week 1 Individual Assignment Policies and Procedures Summary • ISCOM 361 Week 1 DQ 1 • ISCOM 361 Week 1 DQ 2 • ISCOM 361 Week 1 DQ 3 • ISCOM 361 Week 2 Individual Assignment The Purchasing Cycle
ISCOM 361 Course Material ISCOM 361 Week 1 DQ 2 ISCOM 361 Week 1 DQ 3 How has technology changed supply management in the last 20 years? Have changes been positive? What are potential disadvantages of not keeping up-to-date with technology? • What is the difference between a policy and a procedure? Why is it important for an organization to have a set of policies and procedures? Should management regularly review these policies and procedures? Why or why not?
ISCOM 361 Course Material ISCOM 361 Week 1 Individual Assignment Policies and Procedures Summary ISCOM 361 Week 2 DQ 1 What negotiation model does your organization use with suppliers? Is it participative, antagonistic or something else? Provide your reasoning. Does the organization benefit from this model? How could it be improved? • Read the following scenario: • In today’s business world, technology and new information create an atmosphere of constant, rapid change. To deal with these changes, every organization has a set of policies and procedures to help employees have a point of reference in dealing with various situations.
ISCOM 361 Course Material ISCOM 361 Week 2 DQ 2 ISCOM 361 Week 2 DQ 3 How do technology practices, such as Internet buying, affect negotiation? • Explain the role third-party logistics providers play in your organization. Based on Exhibit 17.8 on p. 643 of Purchasing & Supply Chain Management, is it always advantageous to use a third-party logistics provider? Why or why not? How does using such a provider create a competitive advantage for an organization?
ISCOM 361 Course Material ISCOM 361 Week 2 Individual Assignment the Purchasing Cycle ISCOM 361 Week 3 DQ 1 What is a supplier evaluation? Why is it important? When might an organization conduct a supplier evaluation? • Read the following scenario: • To be the best asset to its organization, a purchasing department must efficiently and effectively use the purchasing process. The process includes how the department identifies organizational needs, evaluates those needs, chooses suppliers who fulfill those needs, ensures prompt and accurate payment, evaluates the level to which needs were met, and facilitates
ISCOM 361 Course Material ISCOM 361 Week 3 DQ 2 ISCOM 361 Week 3 DQ 3 What must retailers consider when determining their product mix? Why is having a proper product mix important • What is global sourcing? Is it the most cost-effective option for organizations? Why or why not? What are some factors to consider?
ISCOM 361 Course Material ISCOM 361 Week 3 Learning Team Caterpillar Examples ISCOM 361 Week 4 DQ 1 The parties to a sourcing negotiation can discuss many issues besides price. Select five non-price issues over which a buyer and seller can reach agreement, and explain why each issue might be important to the buyer or seller. • Resource: pp. 148–149 of Purchasing & Supply Chain Management • Write a 1100to 1250-word paper, addressing the topics below using headers to identify each requirement. • Explain how an organization develops working relationships with supplier groups.
ISCOM 361 Course Material ISCOM 361 Week 4 DQ 2 ISCOM 361 Week 4 DQ 3 Discuss the concept of ethics. Why is the purchasing profession particularly sensitive to this topic? What are the different risks associated with unethical behaviour? • What is the relationship among contract law, the UCC, and commercial law? Why is it important for purchasing managers to understand legal issues? Isn’t that what lawyers are for?
ISCOM 361 Course Material ISCOM 361 Week 4 Individual Assignment Eaton Corporation Example ISCOM 361 Week 5 DQ 1 How has measuring and evaluating purchasing performance been limited in the past? How has this changed? Do you agree an organization must increase its efforts to measure performance? Why or why not? • Individual Eaton® Corporation Example • Resource: pp. 264–267 of Purchasing & Supply Chain Management • Write a 1,050- to 1,200-word paper addressing the topics below. • Illustrate how a purchaser would evaluate a supplier.
ISCOM 361 Course Material ISCOM 361 Week 5 DQ 2 ISCOM 361 Week 5 Individual Assignment Accent Industries Example Individual Accent Industries Example Resource: pp. 735–736 of Purchasing & Supply Chain Management Write a 1,050- to 1,200-word paper, addressing the topics below. Determine how laws that affect supply chain management influence the evaluation of and relationship with suppliers. • How do you see technology changing purchasing strategies in the future? How might this affect your own organization? What are some strategies that companies can use to help employees deal with these changes?
ISCOM 361 Course Material ISCOM 361 Week 5 Team Assignments (It Takes Two to Tango Response) • Learning Team It Takes Two to Tango Response • Resource: It Takes Two to Tango in the Electronic Reserve Readings • Research a third-party logistics provider. • Create a negotiation strategy for doing business with a new provider.