Российские некоммерческие организации на квазирынке социальных услуг
In this study, for the first time in Russian practice from a large amount of empirical data on state contracts for procurement of goods, works and services, made a major budgetary organization during 2008-2010., Examines factors affecting the decline in trading, delays in supplies, as well as problems in the performance of obligations under the contracts. The analysis showed that a reduction prices at the auctions directly dependent on the number of applications accepted for review by the competitive commissions. Falling prices are more frequent in the procurement of goods and experimental trust (compared to the benefits of the inspection), as well as a state contract for works. However, the prices are much less likely to have been lowered in auctions (compared to purchasing through quotations and tenders). Delays in supplies occurred in 27% of patients and were more frequent in the procurement of experimental benefits, and were characterized for major purchases and state contracts executed during the I-III quarters of the year. More serious problems in the performance of obligations, full fraught with supply disruptions, have characterized the state contracts, culminating in the IV quarter. The overall risk supply disruptions were reported only 5% of purchases at competitive procedures, but on the contracts accounted for nearly half of all purchases of the budget organization in 2008-2010. Based on the analysis in the formulation of recommendations to improve the system of public procurement.
The article suggests to adopt a pluralism methodological approach in marketing science. Using controversy over marketing to nonmarketers problem paper traces evolution of the issue in context of research methodology and discusses alternative methodological approaches and research paradigms.
The problem of management is formalized for the first time by purchases as a problem of a choice of the best decision at many criteria. Thus some of private criteria allow to consider demanded risk factors. Possibilities of the decision of problems of this kind on the basis of a method of a tree of decisions are illustrated.
Volunteer administrators and their host organizations need to be concerned about evaluating volunteer programs to satisfy the information needs of various constituencies. These constituencies or so-called “stakeholders” are persons or groups who have a stake in, or a claim on, the program, whether perceived or actual. For example, one of the most prominent stakeholders, funders are no longer content merely with an organization having volunteers onboard but wish to know the results or “outcomes” or even the long-term “impact” of their involvement. Another important set of stakeholders, board members are interested in whether all organizational resources, including volunteers, have been put to good, if not “best,” use. Similarly, a third stakeholder group, organizational leadership, is eager to derive the most benefit from the volunteer program. For their part, volunteers may derive motivation from learning about the value of their efforts and the results they help to bring about for organizations and their clients. Satisfying all of these stakeholders through the same evaluation of the volunteer program is not easy, and perhaps not even feasible. Accordingly, in this chapter we present an evaluation framework for assisting the volunteer resource manager with understanding and conducting different types of evaluation based on stakeholder involvement.
One of the main goal of any industrial company is making profit by producing high quality and competitive products. Mostly, the production of meat industry enterprises are not a complete cycle, companies are divided into farms which are specialized in cultivation of livestock and poultry, slaughters and meet processing plants. The latters are the final link in the chain of supply of animal origin raw materials. For these companies it is important to establish a procurement process so that to have a sufficient number of fresh high-quality resources for production and to minimize losses releated with forced sales, often with a discount, the damage of excessive amount of purchased raw materials and also avoid unnecessary costs associated with their storage. This problem will be discussed in this article.
In this article we describe a system allowing companies to organize an efficient inventory management with 40 suppliers of different products. The system consists of four modules, each of which can be improved: demand planning, inventory management, procurement planning and KPI reporting. Described system was implemented in a real company, specializing on perishable products totaling over 600 SKUs. The system helped the company to increase its turnover by 7% while keeping the same level of services.