Purchasing

EADS CORPORATE SOCIAL RESPONSIBILITY IN SOURCING – EADS CSR Sourcing Provisions – to be acknowledged and observed by all Suppliers of EADS Group companies in connection with all orders issued under EADS General Purchasing Conditions (see section 15.2 thereof) 1 EADS has formalised a set of corporate social responsibility policies aiming to achieve a sustainable development by balancing the economic dimension with environmental and social considerations. Moreover, EADS is a signatory to the United

ressources to feed itself, because of bad natural conditions for agriculture, because the lands are not fertile, the weather is dry and the water rare , also the industry of agriculture is archaïc, i mean that farmers in Morocco don’t have enough purchasing power to buy the adequate equipments, and large lands (5 hectares on average) to produce in mass. But thanks to the government policy for importations, and the lower taxes for the producers, the industry of agriculture begin to improve herself.

started nagging their parents for the latest toys. But listen more closely, and that may not be all they are lobbying for. Marketing to children is no longer about hawking toys, sweets and cereal in between the cartoons. Children are now influencing purchasing decisions for grown-up items such as cars and holidays, and firms are responding accordingly. Hummerkids.com offers games and colouring pages to teach children about the joys of owning a colossal sport-utility vehicle. Honda, another carmaker,

RenaultNissan auprès des fournisseurs dans la mesure où Renault et Nissan groupent leur achat et réduisent ainsi les coûts. Depuis 2009, 100 % des achats de Renault et de Nissan étaient couverts par « Renault-Nissan Purchasing Organization (RNPO) ». Cela rend leur fournisseur dépendant car Renault et Nissan représentent ainsi une part importante du chiffre d’affaires de ces fournisseurs. Les fournisseurs ont moins de capacité à négocier avec le groupe et ils n’ont pas

l’abondance de fournisseur prix (rapport qualité/prix/services) Perspective de la fonction achat, le conso reste la priorité. Elle s’internationalisation du marché  E procurement : solution d’automatisation via internet, des achats  E Purchasing : Etape initiale de l’entreprise procurement et qui concerne l’établissement des relations entre acheteur et fournisseur 2) La démarche mercatique des achats L’acheteur est au cœur des négociations. 2 mercatiques distinctes :  mercatique

commence, en vertu des termes contractuels. • Evaluation des activités. Toute donnée concernant l’approvisionnement est utilisée et alimente les systèmes d’évaluation du vendeur au niveau stratégique. Illustration 10. Le processus d’achat Strategic Purchasing : Achat Stratégique Strategic Make or Buy : Décision stratégique de fabriquer ou d’acheter Suppliers scouting and qualification : Prospection et choix de fournisseurs Supply portfolio management : Gestion du portefeuille de fournisseurs Strategic

Development C. RUN C.1. User Support C.2. Change Support C.3. Service Delivery C.4. Problem Management D. ENABLE D.1. Information Security Strategy Development D.2. ICT Quality Strategy Development D.3. Education and Training Provision D.4. Purchasing D.5. Sales Proposal Development D.6. Channel Management D.7. Sales Management D.8. Contract Management E. MANAGE E.1. Forecast Development E.2. Project and Portfolio Management E.3. Risk Management E.4. Relationship Management E.5. Process

approach to pricing Describe two pricing practices in which non-cost factors are important when setting price Explain how life-cycle product budgeting and costing assist in pricing decisions Discuss why revenues can differ across customers purchasing the same product Apply the concept of cost hierarchy to customer costing Show how customer-profitability reports can be prepared to highlight differences across customers in their profitability Learning Objective 1: Discuss the three major

caractéristiques de l'Alliance sont une participation croisée (Renault détient 44,3% de Nissan et Nissan détient 15% du capital de Renault) ; une collaboration par le biais de groupes de travail transversaux ; la mise en commun des achats via Renault-Nissan Purchasing Organisation (qui prend en charge 100% des achats à compter du 1er avril 2009, contre 30% en 2001) ; le partage de composants (moteur, boîte de vitesses...) ; un directoire composé à 50-50 de membres de la direction des deux entreprises ; un modèle

lost their own values and the image they wanted to implement in customers’ mind. This cultural problem appeared between the products but also between the employees. The differing state of mind of the development of products continued to hamper the purchasing and manufacturing activities. Daimler-Benz maintained its values with the quality at any costs whereas Chrysler aimed at producing vehicles with targeted prices. The way of producing also was confused and some American employees kept their position