Overview

Unique guidance for cutting costs regardless of economic conditions—without reducing headcounts Successfully reduce costs in the area of indirect spend and watch your bottom line grow. Managing Indirect Spend provides you with the knowledge and tools necessary to get it done with an overview of: the challenges faced when sourcing indirect spend categories; strategic sourcing process; tools that can help drive savings, and examples based on real world experience. This how-to guide clearly covers specific sourcing engagements and provides the details needed to source effectively. Includes sections covering the process, the tools, real-world examples, guidance through specific sourcing engagements and the information needed to source effectively Presents guidance for achieving the object of strategic sourcing: cost reduction Shows how effectively managing indirect costs can provide a huge impact on bottom line growth Covers all areas of Market Intelligence (MI) With tools, real world examples, and workable guidance, Managing Indirect Spend provides insider guidance for big bottom-line growth through effective management of indirect costs.

Full Product Details

Author:   Joe Payne ,  William R. Dorn ,  Abraham Podolak ,  William R. Dorn
Publisher:   John Wiley and Sons Ltd
Imprint:   John Wiley & Sons Ltd
Dimensions:   Width: 15.70cm , Height: 3.00cm , Length: 23.90cm
Weight:   0.756kg
ISBN:  

9780470886885

ISBN 10:   0470886889
Pages:   464
Publication Date:   16 December 2011
Audience:   Professional and scholarly ,  Professional & Vocational
Replaced By:   9781119762348
Format:   Hardback
Publisher's Status:   Active
Availability:   In Print  
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Table of Contents

Preface xi Acknowledgments xvii Introduction: What Is Indirect Spend, and How Does One Manage It? 1 PART ONE: THE PROCESS Chapter 1: An Introduction to Strategic Sourcing 9 Joe Payne Chapter 2: Data Collection and Analysis 15 Joe Payne Chapter 3: Conducting Research 47 Joe Payne Chapter 4: The RFx Process 63 Kathleen Daly Chapter 5: Scorecarding Suppliers 89 Kathleen Daly Chapter 6: Negotiations 103 Joe Payne Chapter 7: Get It in Writing 121 Joe Payne Chapter 8: Implementation and Continuous Improvement 145 Joe Payne Chapter 9: What Not to Do During a Strategic Sourcing Initiative 167 William Dorn PART TWO: THE TOOLS Chapter 10: The Importance of Market Intelligence 191 William Dorn Chapter 11: Tools to Assist You in Gathering Data and Expediting the Sourcing Process 207 William Dorn Chapter 12: Increasing Stakeholder Engagement 231 David Pastore PART THREE: EXAMPLES FROM THE FIELD Chapter 13: Supplier Collaboration 245 William Dorn Chapter 14: Leveraging Supplier Feedback 255 William Dorn Chapter 15: Data Analysis 263 David Pastore PART FOUR: HOW TO DO IT Chapter 16: Offi ce Supplies and the Sourcing Process 277 Jennifer Ulrich Chapter 17: Negotiating Local and Long-Distance Telecommunications Services 299 David Pastore Chapter 18: How Cell-Phone Management Drives Continuous Cost Savings 315 William Dorn Chapter 19: Getting the Best Small Package Rates 339 William Dorn Chapter 20: Making Sense of MRO Spend 355 Kathleen Daly Chapter 21: Analyzing Shipping Costs 381 Joe Payne Chapter 22: Sourcing Services 401 Jennifer Ulrich and Scott Decker About the Authors 423 About the Contributors 425 Index 427

Reviews

'An obvious product of invaluable practical experience' (Supply Management, June 2012)

Author Information

JOE PAYNE, Director of Strategic Sourcing, Source One Management Services, is an experienced consultant who has helped many companies reduce costs and manage change. He leads a team of project managers and analysts, developing insights into the challenges organizations face when undertaking initiatives to reduce costs in the area of indirect spend. WILLIAM R. DORN, JR., Director of Operations, Source One Management Services, is a certified Six Sigma Black Belt with extensive experience in large-scale projects for Fortune 500 companies and the federal government. His expertise includes business analysis; mechanical and manufacturing engineering; business process reengineering; risk analysis; and technology design, acquisition, and implementation.

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