Summary
Contents
Subject index
NEW TO THIS EDITION: New coverage includes: effect of COVID-19 on the health care supply chain selecting, managing, and monitoring complex global outsourcing services professional service sector procurement professionalism, ethics, and the law Expanded coverage includes: Health care purchasing and supply chain management e-procurement technology price/analysis, negotiations, and the competitive bidding trap supply chain relationship management New real-world case studies based on practical organizational situations reinforce the lessons learned from chapters. Revised chapter summaries allow students to review the material in direct relation to chapter-opening learning objectives. KEY FEATURES: A focus on the interrelationships of purchasing with the rest of the functional and system areas of the organization takes into account finance, marketing, accounting, logistics, supply chain management, and operations management. Specialized topical areas cover the latest trends in the industry not often covered in other texts, such as transportation services, equipment acquisition and disposal, health care services, and professional sourcing services. An emphasis on globalization reflects the increasing importance of supply chain partnerships, global sourcing, and total quality management.
Bargaining and Negotiations
Bargaining and Negotiations
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Learning Objectives
Upon completion of this chapter, the reader should be able to:
- Compare distributive and integrative bargaining.
- Explain the psychological bargaining framework.
- Discuss the economic bargaining framework.
- Illustrate the effects of both economic and psychological aspects on the outcome of bargaining situations.
- Demonstrate how to plan for a formal negotiation.
- Describe a richer conceptual model for buyer–seller interactions.
According to Mike, to be a great purchaser, you must be a great negotiator. Mike explains that a purchasing agent is measured on price variance. In other words, this is the difference in what the cost was and what the cost is now with savings. He has a goal to save at least 10% annually. An example at Meade Systems is the ...
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