...1 Is Contract Management a Career for Me? xxxxxxxxxxxxxx Professor xxxxxxxxxxx Contract and Purchasing Negotiation Techniques – BUS 340 November 26, 2010 2 Contract Management is defined as: the work of managing a contract for goods, services or works, which includes monitoring performance, commercial aspects, delivery, improvement, complaints and customer satisfaction. The Federal Acquisition Regulation includes a set of four performance objectives: (1) to satisfy the customer in terms of cost, quality, and timeliness of the delivered product or service, (2) to minimize administrative operating cost, (3) to conduct business with integrity, fairness, and openness, and (4) to fulfill public policy objectives. Incorporating these objectives and operating under the clear definition, is critical to a Contracting Officer or Specialist. Before I was in the contracting field, I was in logistics in the military. Some of my duties were as follows: Establishes and maintains stock records and other records; establishes and maintains automated and manual accounting records, posts receipts and turn-ins; reviews and verifies quantities received against shipping documents; prepares and maintains records on equipment usage, operation, maintenance, modification, and calibration; processed inventories, surveys, and warehousing documents; prepares...
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...| SUMMARY OF MAJOR CHANGES TO | |DFAS-IN REGULATION 37-1, CHAPTER 8 | |“OBLIGATION MANAGEMENT” | | | |All changes are denoted by blue font | | | |Substantive revisions are denoted by a ( preceding the section, | |paragraph, table or figure that includes the revision | | | |Hyperlinks are denoted by underlined, bold, italic, blue font | |PARA |EXPLANATION OF CHANGE/REVISION...
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...QUICK LINKS WSSC e-Services Pay Your Bill Frequently Asked Questions Customer Notification System Hot Topics Start / Stop Service News Releases LabWorks (LIMSWeb) Translate this website to: Select Language Select Language Openings Details Job # 12-0185 Section : Hours : Grade : Salary Range : Closing Date : Title Acquisition Consultant Assistant Acquisition Office 8:00AM-5:00PM; M-F GS.12 $34,430.00 to $58,598.00 03/23/2012 Location Laurel Powered by Translate Job Description Performs within a team setting a wide range of administrative and technical support duties supporting the professional staff of the Acquisition Group. ESSENTIAL FUNCTIONS: Processes low value, low risk order requests; Manages the logistics of the solicitation process; Uses business software to create and maintain documents, reports, spreadsheets and databases; Provides clerical support to the team; Composes contract provisions from oral instructions and/or written drafts; Develops and maintains procurement records and documentation; Monitors and reports vendor performance; Performs acquisition-related analysis, as directed; Contacts customers to identify and discuss needs and resolve problems; Assists in developing consensus with customers on service level agreements; Performs related duties as required. REQUIRED KNOWLEDGE, SKILLS, AND ABILITIES: Basic knowledge of business principles and practices and awareness of contract administration, negotiation, research, finance, accounting, and relationship...
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...basis on which the business unit will achieve and maintain a competitive advantage within an industry. a. commodity strategy b. corporate strategy c. business unit strategy * d. functional strategy e. supply management strategy 10. A/An _____ is an annual review of a firm’s entire set of purchases. a. cost analysis b. price analysis c. make-buy analysis d. technology roadmap e. spend analysis * 11. Which of the following is not one of Porter’s five forces? a. Buyer bargaining power. b. Switching costs. * c. Threat of new entrants. d. Market internal competition. e. Supplier bargaining power. 12. The _____ is a solicitation document that is used by organizations to obtain general information about services, products, or suppliers and is used...
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...Purchasing Policy and Procedures Issue date: March 2010 Table of Contents THE HOSPITAL PURCHASING POLICY 1 GOVERNANCE 4 PROCUREMENT REQUIREMENTS 6 PROCESSES 27 Appendices Glossary of terms Products and services Templates Mandatory Requirements Associated Policies THE HOSPITAL PURCHASING POLICY Objective To maximize value for money in the acquisition of goods and services through fair, open and transparent purchasing practices which comply with all applicable federal and provincial legislation and trade agreements, resulting in the highest quality service delivery. Policies 1. All purchases made by the Hospital will be compliant with the hospital’s policies and procedures. These policies and procedures will be aligned with the Ontario Supply Chain Guideline. All purchase orders and contracts will be executed according to this policy and the Hospital’s Signing Authority Policy ( insert link). Single/sole sourced purchases are acceptable only under circumstances defined in the associated purchasing procedures, and must be executed in accordance with the Agreement on Internal Trade. Vendors of Record (VOR), or preferred supplier arrangements, may be established for the supply of a certain category of goods, services or construction where strategic relationships with a small group of suppliers will result in greater value for the hospital. VOR’s must be set up through an open and competitive purchasing process. All purchasing related activities...
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...Assignment 1 – Acquisition Management at the U.S. Government Accountability Office Arte R. Ledyard Professor Christopher Lodge Business 230 – Purchasing & Materials Management July 25, 2012 The line of business, mission, and goals of the organization he/she works for. Describe these briefly. For this assignment, I interviewed Ms. Deja Craddock, a Purchasing Manager for the U.S. Government Accountability Office (GAO). The GAO is an independent, nonpartisan agency that supports the Congress by investigating how the federal government spends taxpayer dollars. GAO’s work is done at the request of Congress in most cases, but the Comptroller General or head of the agency does also have the authority to independently initiate research. Examples of GAO’s work include: • audit federal agencies to determine whether tax dollars are being spent efficiently and effectively; • investigate allegations of illegal and improper activities; • report on how well federal policies and programs are meeting their objectives; • analyze policies for congressional consideration; and • issue legal decisions and opinions, such as bid protests. The overall mission of GAO is to, “support the Congress in meeting its constitutional responsibilities and to help improve the performance and ensure the accountability of the federal government for the benefit of the American people. We provide Congress with timely information that is objective, fact-based...
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...Student’s Name | __________________ | Professor’s Name | __________________ | Course Title | __________________ | Date | __________________ | SALIENT POINTS OF A CONTRACT & BIDS EVALUATION Introduction(Some basics about contract in brief) A Contract is – * An Agreement (Expressed or Implied) * Enforceable by Law * Between Two (or more) Competent Parties * To Do (or Not To Do) a Particular Thing (being a Lawful Object) * With Free Consent * For a Consideration (or Remuneration) A Contract may be concluded by Signing a " contract " Document by Two (or more) Parties, or Placement of a Purchase Order and Its Acceptance . Contract Price may be Fixed or Variable (i) Fixed Price Contract covers costs to be incurred till job completion.It is convenient for budgeting and billing. (ii) Variable Price Contract includes a Price Variation Formula.It is convenient to quote and may ultimately be economical to the client. (iii) The price escalation should have a ceiling. (iv) Contract Price may include or exclude taxes and duties and their variations as may be stipulated in the contract. Brief Information of companies vying for the government contract. VectorCal:- VectorCal navigation is medical navigation device which helps used to facilitate navigation through bodies. Principles for good VectorCal navigation design A site must: 1. Let me know where I am at all times ...
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...Chapter Index 1. Personal Data 2. Equipment Data 3. MOS (___) Data 4. Training Data 5. Battle Focus 6. Chain of Command 7. History 8. References SOLDIER’S PRIVACY ACT STATEMENT The personnel listed below authorized SGT _____________to maintain their SSN and personal information in his/her Leader’s Book with the understanding that this information will not be disclosed except in the line of his/her official duties. NAME SSN SIGNATURE DATE SOLDIER’S PERSONAL DATA SHEET NAME : RANK : DOR : SSN : BASD : ETS : DOB : MOS : TIG : 11 MOS TIS : 30 MOS PROMOTABLE : YES / NO POINTS : WEIGHT : HEIGHT : HAIR : EYES : AGE : MARITAL STATUS : MARRIED / SINGLE / DIVORCED / SEPERATED SPOUSE’S NAME : EFMP : YES / NO CHILD’S NAME : _________________________________ AGE : ___ MALE / FEMALE EFMP : YES / NO CHILD’S NAME : _________________________________ AGE : ____ MALE / FEMALE EFMP : YES / NO CHILD’S NAME : _________________________________ AGE : ____ MALE / FEMALE EFMP : YES / NO CHILD’S NAME : _________________________________ AGE : ____ MALE / FEMALE EFMP : YES / NO HOME PHONE : ADDRESS : RELIGION : BLOOD TYPE : WEAPON...
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...Chapter Four Review Notes 1. Discuss the real value of marketing research and marketing information and how that value is attained. The real value of marketing research and marketing information lies in how it is used—in the customer insights that it provides. Based on such thinking, many companies are now restructuring and renaming their marketing research and information functions. They are creating “customer insights teams,” headed by a vice president of customer insights and made up of representatives from all of the firm’s functional areas. For example, the head of marketing research at Kraft Foods is called the director of consumer insights and strategy. Customer insights groups collect customer and market information from a wide variety of sources—ranging from traditional marketing research studies to mingling with and observing consumers to monitoring consumer online conversations about the company and its products. Then, they use the marketing information to develop important customer insights from which the company can create more value for its customers. 2. Discuss the sources of internal data and the advantages and disadvantages associated with this data. Internal databases are electronic collections of consumer and market information obtained from data sources within the company network. Information can come from many sources. For example, information on customer transactions, demographics, psychographics, and buying behavior can come from the...
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...Raytheon: An International Firm Raymond C. Branham Embry-Riddle Aeronautical University Managerial Accounting for Decision Making (MBAA 517) Dr. Mark Bellnap December 1, 2011 TABLE OF CONTENTS Abstract 3 Raytheon: An International Firm 4 Section I 4 Goods and Services, Market Share, Geographic Locations, and Major Competitors 4 Section II 5 Activity Based Costing at Raytheon 5 Section III 8 Standard Costs at Raytheon 8 Section IV 14 Relevant Costs at Raytheon 14 Section V 16 Summary, Conclusion, and Recommendations 16 References 18 Appendix 19 Abstract In today’s hectic economic environment, a company’s financial performance is becoming a highly focused upon part of successfully running a company in America and throughout the World. Equally important, is the ability to address accounting matters in this environment. At Raytheon, it is the task of each function within the company to consider each and every accounting aspect, because their customers are all over the world and each one of those customers approaches financial matters in unique ways. For Raytheon to maintain its success, it is imperative for each employee to understand how to manage these accounting aspects. The lack of accounting knowledge and specifically, each unique accounting approach, and how to execute each approach is why there is a huge problem with finances in corporate America today. Many organizations have altered their approach to this issue, but Raytheon has stood...
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...department administrative staff. This individual will also provide support to Managers (as assigned) and department staff in achieving their objectives. Work is generally varied and administrative or project oriented. It involves developing alternatives and determining solutions for handling recurrent assignments that range in complexity. He/ She is responsible for all resort departments and supervises all "resort" department heads to ensure company standards and procedures are being upheld, in an effort to maximize guest service and satisfaction. Oversees staff morale onboard and allocates staff. They are directly involved in the maximization of resort revenues and will monitor and control expenses and requisitions of all resort departments. The Resort Director ensures all group functions and our guests are looked after. FRONT OFFICE DEPARTMENT To ensure that all Departments under his supervision are successful and as independent profit center as possible, ensuring maximum guest satisfaction consistent with our resort standards, through planning, organizing, directing and controlling all aspects related to the revenues and operating expenses. Main Duties: Financial Responsibilities 1. Is able to effectively interpret financial result in regards to revenues, payroll, costs and expenses. 2. To assist in the preparation of the Annual Operation Budget this will form part of the Business Plan. 3. To establish...
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...Project Management Methodology Guidelines Project Management Methodology & Step-by-Step Guide to Managing Successful Projects Project Management Methodology Guidebook Table of Contents Table of Contents 1. Project Management Overview ............................................................................1 1.1. Background ..................................................................................................1 1.2. An Overview of the Project Management Philosophy and Mission...............1 1.2.1. The PMO’s Mission............................................................................2 1.2.2. What Is A Project? .............................................................................2 1.2.3. What Is Project Management? ..........................................................2 1.2.4. What Is A Project Management Life Cycle? ......................................3 1.2.5. Deliverables Typically Produced for Each PMBOK Knowledge Areas4 1.2.6. Project Management Life Cycle and Knowledge Areas .....................5 1.2.7. Elements of Successful Project Management .................................15 1.3. Project Approach Selection Technique - Selection Indicators ....................15 1.3.1. Indicators for User Workshops ........................................................15 1.3.2. Indicators for Interviewing................................................................15 1.3.3. Indicators for Questionnaires................................
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...Essentials Ruth E. McCall, BS, MT (ASCP) Retired Program Director and Instructor Central New Mexico Community College Albuquerque, New Mexico President, NuHealth Educators, LLC Faculty, Emeritus Phoenix College Phoenix, Arizona Fifth Edition Cathee M. Tankersley, BS, MT (ASCP) Acquisitions Editor: Peter Sabatini Product Manager: Meredith L. Brittain Marketing Manager: Shauna Kelley Designer: Holly McLaughlin Production Services: Aptara, Inc. Fifth Edition Copyright © 2012, 2008 by Lippincott Williams & Wilkins, a Wolters Kluwer business. Two Commerce Square 2001 Market Street Philadelphia, PA 19103 351 West Camden Street Baltimore, MD 21201 Printed in China All rights reserved. This book is protected by copyright. No part of this book may be reproduced or transmitted in any form or by any means, including as photocopies or scanned-in or other electronic copies, or utilized by any information storage and retrieval system without written permission from the copyright owner, except for brief quotations embodied in critical articles and reviews. Materials appearing in this book prepared by individuals as part of their official duties as U.S. government employees are not covered by the above-mentioned copyright. To request permission, please contact Lippincott Williams & Wilkins at Two Commerce Square, 2001 Market Street, Philadelphia, PA 19103, via email at permissions@lww.com, or via website at lww.com (products and services). 9 8 7 6 5 4 3 2 1 Library of Congress...
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...Egypt Investment Climate • • • • • • • • • • • • • • • • • • • Openness to Foreign Investment Conversion and Transfer Policies Expropriation and Compensation Dispute Settlement Performance Requirements and Incentives Right to Private Ownership and Establishment Protection of Property Rights Transparency of Regulatory System Efficient Capital Markets and Portfolio Investment Competition from State Owned Enterprises Corporate Social Responsibility Political Violence Corruption Bilateral Investment Agreements OPIC and Other Investment Insurance Programs Labor Foreign-Trade Zones/Free Ports Foreign Direct Investment Statistics Web Resources Return to top Openness to Foreign Investment Egypt has experienced profound political changes over the past year. On February 11, 2011, President Hosni Mubarak’s 30-year rule came to an end under intense popular pressure as hundreds of thousands of Egyptians converged on Tahrir Square. Transition to democratic rule has been marked by advances and challenges. Egypt has seen several prime ministers and multiple cabinet changes since the revolution, and many investors have reported that the constant shuffle and interim tenure of government officials have contributed to a difficult business environment. Nonetheless, in January 2012 Egypt seated its first parliament elected in free and fair elections, and many of the members have identified increasing foreign investment as a top priority for the government. Egypt continues to honor its pre-revolution...
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...Employee HANDBOOK PHILIPPINES Welcome to STARTEK Welcome Brand Warrior! Thank you for joining the STARTEK family. Our mission is to enable and empower you to successfully promote and defend our clients’ brands. Our focus is on ensuring that you are successful in your new position. You are now a Brand Warrior ready to empathize with your customers and fellow employees and take ownership to solve the customer’s issue. You have been hired because you have the determination, enthusiasm and passion for excellence. This handbook was developed to describe the expectations we have for our employees. It also outlines the policies, programs, and benefits available to eligible employees. I strongly encourage you to familiarize yourself with the contents of this employee handbook as soon as possible as it will answer many questions about employment with STARTEK. We are in the business of helping people through our interactions with them. We impact lives one conversation at a time every single day. Enjoy your experiences at STARTEK and know that all of us are here to help and be sure to have fun! Chad Carlson President & Chief Executive Officer Welcome to STARTEK Welcome Brand Warrior! I feel it’s a great honor to welcome to the STARTEK family our newest Brand Warriors. At STARTEK, being a Brand Warrior is an opportunity to make a difference. You’ll find the STARTEK team consists of talented individuals working together to create a winning team. The ONE TEAM ...
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