A Purchasing Manager is an employee within a company, business or other organization who is

responsible at some level for buying or approving the acquisition of goods and services needed by
the company. Responsible for buying the best quality products, goods and services for my company
at the most competitive prices, work in a wide range of sectors for many different organizations. The
position responsibilities may be the same as that of a buyer or purchasing agent, or may include
wider supervisory or managerial responsibilities. A Purchasing Manager may oversee the acquisition
of materials needed for production, general supplies for offices and facilities, equipment, or
construction contracts. A Purchasing Manager often supervises purchasing agents and buyers, but
in small companies the Purchasing Manager may also be the purchasing agent or buyer.
The Purchasing Manager position may also carry the title "Procurement Manager" or in the public
sector, "Procurement Officer". He or she can come from both an Engineering or Economics
background.
A Purchasing Manager's responsibilities may include:

seeking reliable vendors or suppliers to provide quality goods at reasonable prices

negotiating prices and contracts

reviewing technical specifications for raw materials, components, equipment or buildings

determining quantity and timing of deliveries (more commonly in small companies)

forecasting upcoming demand.

A buyer is any person who contracts to acquire an asset in return for some form of consideration.
When someone gets characterized by their role as buyer of certain assets, the term "buyer" gets
new meaning:
A "buyer" is a person who purchases finished goods, typically for resale, for a firm, government, or
organization. (A person who purchases material used to make goods is sometimes called
a purchasing agent.)
In product management, buyer is the entity that decides to obtain the product.
A buyer's primary responsibility is obtaining the highest quality goods at the lowest cost. This usually
requires research, writing requests for bids, proposals or quotes, and evaluating information
received.

Receiving Supervisor
Recommend employees on care and preservation of items received, methods and use of equipment.
Train staff to handle, sort and maintain stock and related problems.
Review records for information accuracy and compliance with established procedures.
Determine work procedures, prepare work schedules and expedite workflow.
Provide written and oral instructions and improve efficiency of receiving subordinates.
Assign duties and assess work for exactness, neatness and conformance to policies and procedures.
Maintain harmony among workers and resolve grievances.
Ensure Quality Assurance procedures for inbound shipments are being followed.
Evaluate reports and respond to quality issues with associates.
Ensure to safe keep company funds and property, personnel practices, security and record-keeping
procedures.
Supervise compliance of receiving practices with established company policies and standards.
Conduct stores general maintenance regularly.
Maintain an orderly and neat stock and receiving area.
Interact with central distribution and corporate inventory control department.
Assist to solve problems and make informed decisions affecting service and productivity of receiving area.

http://www.resumebaking.com/job-responsibilities/receiving-supervisorresponsibilities/

Supply Chain Management

Supply chain management (SCM): the combination of processes and

procedures used to ensure the delivery of goods and services to customers at

the lowest cost while providing the highest value to the customers. (AIS by
dull)

What is 'Supply Chain Management - SCM'

Supply chain management (SCM) is the streamlining of a business' supply-side
activities to maximize customer value and to gain a competitive advantage in the
marketplace. Supply chain management (SCM) represents an effort by suppliers
to develop and implement supply chains that are as efficient and economical as
possible. Supply chains cover everything from production, to product
development, to the information systems needed to direct these undertakings.

Read more: Supply Chain Management (SCM) Definition |

Investopedia http://www.investopedia.com/terms/s/scm.asp#ixzz4FZkbDVbh
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The SCOR Model for Supply Chain Strategic

Decisions
24

Published on: Oct, 27, 2004

by: Scott Hudson, SCRC

The supply chain operations reference model (SCOR) is a management tool used to address, improve,
and communicate supply chain management decisions within a company and with suppliers and
customers of a company (1). The model describes the business processes required to satisfy a
customers demands. It also helps to explain the processes along the entire supply chain and provides a
basis for how to improve those processes.
The SCOR model was developed by the supply chain council (http://www.supply-chain.org) with the
assistance of 70 of the worlds leading manufacturing companies. It has been described as the most
promising model for supply chain strategic decision making (2). The model integrates business concepts
of process re-engineering, benchmarking, and measurement into its framework (2). This framework
focuses on five areas of the supply chain: plan, source, make, deliver, and return. These areas repeat
again and again along the supply chain. The supply chain council says this process spans from the
suppliers supplier to the customers customer (3).

Plan
Demand and supply planning and management are included in this first step. Elements include balancing
resources with requirements and determining communication along the entire chain. The plan also
includes determining business rules to improve and measure supply chain efficiency. These business
rules span inventory, transportation, assets, and regulatory compliance, among others. The plan also
aligns the supply chain plan with the financial plan of the company (3).

Source

This step describes sourcing infrastructure and material acquisition. It describes how to manage inventory,
the supplier network, supplier agreements, and supplier performance. It discusses how to handle supplier
payments and when to receive, verify, and transfer product (3).

Make
Manufacturing and production are the emphasis of this step. Is the manufacturing process make-to-order,
make-to-stock, or engineer-to-order? The make step includes, production activities, packaging, staging
product, and releasing. It also includes managing the production network, equipment and facilities, and
transportation (3).

Deliver
Delivery includes order management, warehousing, and transportation. It also includes receiving orders
from customers and invoicing them once product has been received. This step involves management of
finished inventories, assets, transportation, product life cycles, and importing and exporting requirements
(3).

Return
Companies must be prepared to handle the return of containers, packaging, or defective product. The
return involves the management of business rules, return inventory, assets, transportation, and regulatory
requirements (3).

Benefits of Using the SCOR Model

The SCOR process can go into many levels of process detail to help a company analyze its supply chain.
It gives companies an idea of how advanced its supply chain is. The process helps companies
understand how the 5 steps repeat over and over again between suppliers, the company, and customers.
Each step is a link in the supply chain that is critical in getting a product successfully along each level.
The SCOR model has proven to benefit companies that use it to identify supply chain problems. The
model enables full leverage of capital investment, creation of a supply chain road map, alignment of
business functions, and an average of two to six times return on investment (4).
This is just a brief overview of the SCOR model. It contains many more details and levels that can be
analyzed within a company. For more information, visit the Supply Chain Council website at www.supply-

chain.org. A link to the SCOR model can be found on this page. A PowerPoint presentation that describes
the entire SCOR process can also be downloaded.

References:
(1) SCOR Model, Supply Chain Council, October 7, 2004.
(2) Huan, Samuel. Sheoran, Sunil. Wang, Ge. A research and analysis of supply chain operations
reference (SCOR) model. Supply Chain Management: An International Journal, Vol. 9, Num. 1, 2004.
(3) Supply Chain Operations Reference Model. Supply Chain Council. October 7, 2004.
(4) Bauhof, Ned. SCOR Model: Supply Chain Operations Reference Model. Beverage Industry. August
2004.
CATEGORIES:

https://scm.ncsu.edu/scm-articles/article/the-scor-model-for-supply-chain-strategicdecisions

Plan Processes that balance aggregate demand and supply to develop a course of action
which best meets sourcing, production, and delivery requirements.

Source Processes that procure goods and services to meet planned or actual demand.

Make Processes that transform product to a finished state to meet planned or actual
demand.

Deliver Processes that provide finished goods and services to meet planned or actual
demand, typically including order management, transportation management, and distribution
management.

Return Processes associated with returning or receiving returned products for any reason.
These processes extend into post-delivery customer support.

https://en.wikipedia.org/wiki/Supply-chain_operations_reference