POSTGRADUATE SUBJECT GUIDE AUTUMN 2015

21877 - Strategic Procurement

Subject coordinator

Office Location: 08.05.010

Associate Professor Dr Antoine Hermens

Tel: (02) 9514 3601

Email: antoine.hermens@uts.edu.au

Teaching Staff
Email: VeeraRaghavan.Ramanathan@uts.edu.au

Dr. Veera Ramanathan

Location: CB08.04.011

Subject description
This subject focuses on the management of procurement of goods and services from a strategic
perspective. Topics include procurement as a strategic function; key procurement issues such as
outsourcing, sourcing strategies and relationships, total cost of ownership, inventory management and
negotiations; and applications of procurement such as procurement of commodities, international and
global sourcing, capital procurement, efficient consumer response, services procurement and corporate
social responsibility and e-procurement and contract management.
Subject objectives
Upon successful completion of this subject students should be able to:
1. Demonstrate awareness of the strategic nature of the procurement function in organisations
2. Discuss the broad range of influences acting on the design and management of the procurement
function in a local and global context
3. Develop understanding of technologies and techniques related to the procurement function
4. Develop skills in designing and managing efficient and effective procurement systems

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

Contribution to course aims and graduate attributes

This unit focuses on the body of knowledge that is specific to the procurement of goods and services.
Procurement is an important function in all types of operations and is therefore very relevant to the
course. Procurement is being recognised increasingly as a strategic function in organisations. There is
significant and expanding use of new technologies, such as radio frequency identification, to reduce
procurement costs and provide additional benefits for stakeholders. Issues such as ethical and
sustainable practice are becoming more prominent in procurement. This subject also enables students
who are undertaking, or plan to undertake, a career in procurement to gain the specific knowledge they
require within the framework of the MBus in Operations and Supply Chain Management degree.
Content
1. Fundamentals of procurement, includes: purchasing objectives, strategic procurement and
public sector procurement
2. Key procurement issues, includes: outsourcing, sourcing strategies and relationships, total cost
of ownership, inventory management and negotiations
3. Procurement applications, includes: project procurement, procurement of commodities,
international and global sourcing, capital procurement, efficient consumer response, services
procurement and corporate social responsibility
Assessment
The assessment format is designed to build a set of learning experiences, to encourage reflective and
critical thinking, and to engage students with both the theoretical and practical elements of the course.
Assessment tasks evaluate the student's contribution to the learning process, understanding of the
subject material and his/her ability to apply the acquired knowledge to the type of problems that may be
encountered in contemporary organisations.

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

Please attach a cover sheet to your assignment including the following information:

Group number
Student names
Student numbers
Contact phone and emails
Subject name
Subject number

Lecturers name
Assignment title
Due date
Date submitted
Word count

Declaration with your signature:

We hereby certify that this assignment is our own work, based on our personal study and/or
research and that we have acknowledged all material and sources used in the preparation of
this assignment. We also certify that the assignment has not previously been submitted for
assessment and that we have not copied in part or whole or otherwise plagiarised the work of
other students or authors. Please also include a list of references used.
Marking Criteria:
The assessment of your work will take into account:
Relevance of your answer to the question or task set
Clarity of expression
Creativity/innovation
Citations beyond the given subject material
Logical planning and sequence
Written and oral presentation of the work
Important notes: As you work through you assignments you will draw on information/data
provided in the questions. When answering a particular question you should make it clear
which Information / data you are using and explain any important assumptions that are made in
relation to the data used and the analysis you carry out. While your experience and views are
the essential components of your assignments, the appropriate use of literature is required to
support and present your work. For this, you may wish to draw on other sources beyond the
given subject material and suggested readings.
Use of plagiarism detection software
Please make sure you submit your electronic report to the folder with your tutor's name. The electronic
version will also be used as a plagiarism check using turnitin.com. Turnitin.com compares assignment
not only with those of previous UTS students but also with other internet sources and other
assignments from other universities. You can then see a report indicating the level of originality of your
written case-study report. Please ensure that if you quote from any source that this is indicated by
quotes as Turnitin will recognize this as use of a quote, provided that you change the settings on the
Turnitin report received back to exclude references and quotes (the default does not!) You should
reference any quotes used from the main Textbook or from the case and from any other source, using

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

the Harvard Reference Style (Endnote software available from the UTS Library website can help you
with this).
Assessment of coursework subjects
All staff and students involved in the assessment of coursework subjects at UTS are subject to the
Policy for the Assessment of Coursework Subjects. The policy is applicable to the assessment of all
coursework subjects. This policy does not apply to thesis subjects that are taken by students enrolled in
research degrees, but does apply to any coursework subjects undertaken by research degree students.
It does not describe policy that relates to academic progression through a course of study. The policy
should be read in conjunction with the Procedures for the Assessment of Coursework Subjects. Both
are available at: www.gsu.uts.edu.au/policies/assessment-coursework.html
Statement on copyright
Australian copyright law allows you as a student or researcher to copy and use limited amounts of other
people's material in your study or research without their permission and free of charge. This applies to
any sort of published or unpublished work, and includes written material, tables and compilations,
designs, drawings (including maps and plans), paintings, photographs, sculpture, craft work, films (such
as feature films, television programs, commercials and computer video games), software (such as
computer programs and databases), sound recordings, performances and broadcasts (including
podcasts and podcasts of these) and text, including books, journals, websites, emails and other
electronic messages. It is important to remember that you can only use a limited amount for your
study or research purposes and that you need to correctly acknowledge the author and
reference their material when you use it in your work. Incorrect or improper use of copyright protected
material could result in breaking Australian copyright law, for which significant penalties apply. Incorrect
or improper use of copyright protected material at UTS would result in consideration under the UTS
Student Misconduct rules. UTS Rules and the UTS Student Charter require that students familiarize
themselves and comply with UTS student policies and procedures. The copyright information advising
what you can copy and how much you can use can be seen at: www.uts.edu.au/about/utswebstatements/copyright-statement
Statement on plagiarism
Plagiarism is a broad term referring to the practice of appropriating someone else's ideas or work and
presenting them as your own without acknowledgment. Plagiarism is literary or intellectual theft. It can
take a number of forms, including: copying the work of another student, whether that student is in the
same class, from an earlier year of the same course, or from another tertiary institution altogether
copying any section, no matter how brief, from a book, journal, article or other written source, without
duly acknowledging it as a quotation copying any map, diagram or table of figures without duly
acknowledging the source paraphrasing or otherwise using the ideas of another author without duly
acknowledging the source. Whatever the form, plagiarism is unacceptable both academically and
professionally. By plagiarizing you are both stealing the work of another person and cheating by

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

representing it as your own. Any instances of plagiarism can therefore be expected to draw severe
penalties and may be referred to the Faculty Student Conduct Committee.
Cheating means to defraud or swindle. Students who seek to gain an advantage by unfair means such
as copying another student's work, or in any other way misleading a lecturer about their knowledge or
ability or the amount of work they have done, are guilty of cheating. Students who condone plagiarism
by allowing their work to be copied will also be subject to severe disciplinary action. Avoiding plagiarism
is one of the main reasons why the UTS Business School is insistent on the thorough and appropriate
referencing of all written work.
Statement on UTS email account
Email from the University to a student will only be sent to the student's UTS email address. Email sent
from a student to the University must be sent from the student's UTS email address. University staff will
not respond to email from any other email accounts for currently enrolled students.
-----------------------------------------------------------------------------------------------------------------------------------Assessment Task 1 30%
Case Assignment (Individual) - Due date 1st of May 2015
Objectives: This addresses subject Learning Objectives 2 and 4.
Case study from text or case study on procurement in your firm*
*This will be discussed in class by the lecturer

Assessment item 2: Project Presentation and Report (Group) 25% Objective(s): This addresses Subject Learning Objectives 14.

Weighting: The three questions are worth 5 marks each; group presentation 5 marks
Total 20%

Due: 22th of May for submission of the three questions

Group presentations 29th of May duration 10 minutes plus 5 minutes for questions
please provide a class hand out (include sources / references).

Task: The group assignment assesses the students' analytical capability, the ability to conduct
research on a given topic and their understanding of important issues related to the subject. The group
assignment consists of an analytical procurement planning case study (comprising both quantitative
and qualitative components). This will also include a 10 minute class presentation on the topic of ethical
sourcing, environmental & social responsibility. The combined word count for answering the three
questions is a maximum of 3000 words.
----------------------------------------------------------------------------------------------------------------1. Procurement planning Case Problem (10 Marks) - Procurement Planning at Firebird
Electric, US

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

About the Company

In 1994, Firebird Electric was the first foreign supplier to relocate to the United States to supply the
Road-Master Car Company. Located in Columbia, South Carolina, Firebird supplies headlights,
taillights, lid lamps, centre high mounts, and front-turn assemblies to Road-Master. Road-Master sales
account for 98.5% of Firebirds revenues. Original equipment manufacturing (OEM) lighting is supplied
to the Orangeburg plant, the Columbia auto plant, and the Columbia motorcycle plant. In addition,
service (aftermarket) products are made for foreign and domestic demands. Weekly shipments go to
Road-Master Canada Manufacturing and Road-Master De Mexico. Service models also are shipped to
Germany, Brazil, and Japan. Firebird Electric exports components from the moulding division to sister
and parent companies. Moulded parts are also supplied to Road-Master.
Operation at Firebird
Firebird has five distinct operations centres. The East plant manufacturers light assemblies and units.
Manufacturing I produces headlights and front-turn assemblies. Manufacturing II assembles taillights,
lid lamps, centre high mounts, and aftermarket products. The West plant provides components to
assembly and external sales. Manufacturing III is a sanitisation and coating process for lenses,
reflectors, and extensions. Manufacturing IV is a die injection moulding facility producing reflectors,
lenses, and housings. A halogen bulb department provides the majority of the bulbs used in production.
East Plant Assembly
Approximately 40 lines supply different makes, models, and types of lighting for Road-Master vehicles.
Dedicated lines run multiple shifts to meet OEM production for current year A-car and B-car models.
OEM production for the Avenger and Odyssey Minivan runs on one-shift dedicated lines. OEM
requirements may exceed 1,200 units daily. Fourteen lines run to meet aftermarket demand. These
lines are interchangeable among different models. Aftermarket assemblies and units are made 10-20
years after OEM production. Service requirements range from 30 to 10,000 units per month.
West Plant Operations
Manufacturing III is an isolated sanitisation area for coating process. Products are cleaned, prepared,
and either aluminised or hard-coated. Aluminisation provides a reflective coating to components such
as reflectors and extensions. This process allows a plastic-moulded part to reflect the light at the
designed angles. Lenses are hard-coated to protect against chips and cracks. Manufacturing IV (the
focus of our make-or-buy decision) moulds parts for finished assembly and sales. Lenses, reflectors,
and housings are moulded from resins and fiberglass-reinforced plastic. Die injection moulding
machines range from 60 to 900 tons of pressure. These machines are adaptable to produce multiple
parts by interchanging the die moulds. Firebird Electric has recently acquired the two largest moulding
machines in the world. The productivity of these machines will aid in further expansion of facilities, if
required. Firebird is reducing inventory in the West plant Material Order Centre (WESTMOC) to
possibly expand operations by three machines. Firebird Electric manufactures halogen bulbs for inhouse production and external sales. The halogen bulbs (HB) department is capable of producing
60,000 bulbs per week. HB runs a continuous three-shift operation until weekly production quotas are
met.

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

Purchasing at Firebird
Purchasing for Firebird Electric is decentralised. The purchasing department at Firebird consists of nine
full-time associates. The purchasing manager assists in decision making and controls administrative
duties. Six buyers are responsible for obtaining materials to meet production requirements. One buyer
supplies the HB department and one is solely responsible for MRO purchases. The other four buyers
are responsible for specific vendors. Each buyer oversees all products purchased from 8 to 10 different
suppliers. The two other purchasing associates are specifically assigned to supplier evaluation and
incoming quality conformance. This report focuses on the procedures and decisions involved in
supplying the housing used in OEM lighting production for the 2005 model of two-door B-car.
Housing definition
Housings are fabricated through die injection moulding. A resin is melted, injected and stamped into the
die mould. The housings function is to attach to the body of the vehicle, protect internal components
(cords, bulbs, etc.), and hold components in place so that the light functions as designed. Each
make/model has unique housing specifications with regard to size, durability, holes, and necessary
attachments to perform these duties. As stated earlier, Firebird has the ability to produce housing in the
moulding division; however, of the approximately 240 parts presently moulded in Manufacturing IV, only
11 are housings. Firebird also outsources production of housing to four South Carolina moulding firms:
FPE, The South Carolina Plastics Company (TOPCO), Central South California Plastics (COPCO), and
Charleston Custom Plastics (WCP).
Requirements for New Product Development
The customer, internal departments, and potential suppliers contribute to designing quality into
moulded parts. Due to Road-Masters strict quality requirements and just-in-time inventory systems,
non-conformance results in high costs, hinders customer relations, and endangers prospective
contracts. Departments included in the product definition and development stages include product
design, purchasing, quality assurance, sales, die moulding, engineering, manufacturing, plant
management, quality control, production control, and materials management.
The first stage in new housing development is gathering model information from the customer via the
sales department. Based on this information, the first drawings of the housing are completed and
evaluated. Firebird considers the application of new technology, alternative manufacturing processes,
and new inputs to production for all new model components. Project leaders and project members,
representing the aforementioned departments, are selected for the development team. Quality
assurance reviews the initial drawings. The review encompasses simplifying fabrication by eliminating
components and processes, and searching for alternative methods of tooling and production. The
design review is then sent to manufacturing departments, die mould, purchasing, quality assurance,
and quality control. A follow-up meeting is conducted involving representative from all departments
Development conferences with manufacturing personal are held to inform team members of schedule
updates, quality targets, costs, and responsibilities. The periodic meetings are held as needed to
ensure that members are aware of revisions to plans. A constant flow of information is emphasised to
continuously improve processes. After product development is completed, Firebird defines the
specifications for the fixture (die mould) measurements. The fixture is designed for accuracy, ease of

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

use, and cost efficiency. A rough sketch of the fixture and the required materials is drawn. Purchasing
and engineering personnel from Firebird and Road-Master must approve the concept. Upon approval,
the fixture manufacturer submits a design drawing to quality assurance. Firebird purchases and retains
ownership of the die mould fixture regardless of the outcome of the make-or-buy decision. The initial
trial run of the product, always performed in-house, is done to verify that the fixture is capable of
meeting drawing specifications and minimising the rejection rate. Statistical process control charts are
kept for resin input and output quality. If the process is deemed out of control, a modification schedule
for a new trial run is scheduled. An evaluation meeting is held to inform all departments about potential
problems. Cause-and-effect judgments are made and reconciled via modification request sheets.
Target finish dates also are established at this meeting.
Question 1
As can be seen, new-product development is an involved process. Recently, more and more of Firebird
productions are outsourced. Using the assumptions given below, analyse the make-or-buy decision.
Please write a detailed report recommending and justifying either the make or buy decision.
Assumptions:
Internal production costs were obtained from manufacturing and cost accounting. Information on the
cost to buy was gathered from journals, historical pricing, supplier information, and engineering
estimates.
General assumptions:
Difference in quality levels of in-house and procured parts in negligible. OEM demand is estimated at
1,000 units /day, 250 working days/ year.
Production assumptions:
The production output is 1,000 units per day for 250 working days per year. The resin usage per unit is
about 500 grams. The resign costs about $2/kg. For the required precision, the moulding unit costs a
one-off $285,000 per year. A 7% interest rate should be considered to calculate the time value of
money for the invested capital in the moulding unit. Two labours are required to work on one moulder at
any time. Labour wages are set at $18 per hour for the average 2,083 working hours per year.
Allocated overhead costs are equal to 15% of the labour wages. Plant opportunity cost is estimated to
be $80,000 per year (if the plant is used for other purposes instead of production of the concerned
items).
Purchasing assumptions:
The purchase price is estimated at $3 per unit. The number of order release per year is 100 with the
order lot size of 2500 units. Cost of order processing is $50 per order. The annual inspection cost is
$35,000.
Question 2

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

What are the costs to society when well-established firms like Firebird outsource when they clearly
have the capability to produce the good or service?
Question 3
How should the suppliers be selected if the buy option is chosen by Firebird? Please give a
Step-by-step approach to the selection and evaluation process

Assessment Task 3 Formal in-class Examination (short-answer and case questions) (Individual)
Weight: 45 % - June 5
Objectives - This addresses Subject Learning Objectives 14.
The exam duration is 2 hours plus 10 minutes reading time
The in-class exam is designed to assess the students' understanding of theory and its application
across the subject. The exam will cover all the topics delivered in this subject. The questions include
multiple choice questions, short answer questions and problem solving questions. Students will be
informed about the exact date and time of the exam after the mid-semester break
--------------------------------------------------------------------------------------------------------------------------------

PROGRAM
Week/Session

Dates

Description
Introduction to the subject

27th of
February

The scope of purchasing; The purchasing cycle concept; Purchasing and supply as
a service activity; To highlight the evolution of concepts relating to purchasing
development; To identify key practices encountered in developing strategic
purchasing. Demonstrating how the role of purchasing has changed from merely
placing orders to investigating the supplier's technical and process capabilities.

Topic 1 - Purchasing Scope and Principles

Tutorial for Topic 1 (class hand-out UTS -Online)

Group formation

Related readings: Chapter 1 and 7 of the textbook focusing

on the key headings outlined in the lecture slides

Topic 2 Strategic procurement, supply chain management and

2

6th of March

e-purchasing systems concepts.

The strategic role of procurement and supply; The concept of strategic
management; To identify the supply chain concept and to consider alternative
supply chain models. To highlight the areas of environmental concern.

Tutorial for Topic 2 (class hand-out UTS -Online)

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

Related readings: Chapter 2 of the textbook focusing on the

key headings outlined in the lecture slides

Topic 3 Supply Partnerships, Supply Chain Power, and

3

13th of March Purchasing

An introduction to the strategic sourcing process; Risk and opportunity analysis;
Core procurement strategies; Examine the relationship spectrum and the move
towards more mutuality in appropriate buyer/seller relationships; The advantage
and disadvantages of different procurement policies.

Tutorial for Topic 3 (class hand-out UTS -Online)

Related readings: Chapters 11 and 12 of the textbook

focusing on the key headings outlined in the lecture slides

Topic 4 Price Cost Analysis and Negotiation Strategies

20th of March Purchasing Decision; Price setting strategies; Price making strategies;

Psychological bargaining framework, Economic bargaining framework; Planning for

formal negotiation;

Tutorial for Topic 4 (class hand-out UTS -Online)

Related readings: Chapter 13 and 14 of the textbook

focusing on the key headings outlined in the lecture slides

Topic 5 - Lean Purchasing

27th of March The relationship between the purchasing function and inventory control; the primary

reasons for holding inventory; differences between independent and dependent

demand; identify the necessary requirements for effective inventory management;
ABC analysis; identify the cost components of the classical EOQ model. the basic
assumptions of the EOQ model; service levels.; identify the differences between
fixed-order-quantity and variable-order inventory systems.

Tutorial for Topic 5 (class hand-out UTS -Online)

Related readings: Chapter 5 of the textbook focusing on the

key headings outlined in the lecture slides

Topic 6 Materials Management

6

April 3rd

Identify the activities of material management; identify the five functions of

inventory; the relationship between purchasing and materials management;
determine how the materials management concept makes a contribution to
profitability; understand why firms have implemented materials management
systems.

Tutorial for Topic 6 (class hand-out UTS -Online)

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

Related readings: Chapter 4 of the textbook focusing on the

key headings outlined in the lecture slides

Topic 7 Strategic Outsourcing

7

10th of April

Definition of outsourcing; why organizations outsource manufacturing and services

business processes; the benefits and pitfalls of outsourcing; the outsourcing
process is not considered contracting or joint venturing; the hidden cost of
outsourcing; core and noncore competencies; outsourcing trends; elements of
strategic outsourcing; the role of the outsourcing relationship manager

Tutorial for Topic 7 (class hand-out UTS -Online)

Related readings: Chapter 9 of the textbook focusing on the

key headings outlined in the lecture slides
PLEASE NOTE:

17th of April

Non-Teaching Week (No classes)

Work on your individual assignment; Work with group members on
group assignment
PLEASE NOTE:

24th of April

Vice Chancellors Week (No classes)

Workonyourindividualassignment;Workwithgroupmemberson
groupassignment

Topic 8 Total Quality Management (TQM)

1st of May

Purchasing's functional role in a firm within an overall quality assurance program;

various costs associated with quality and why it is difficult to measure these costs;
what is meant by total quality management (TQM); how quality specifications and
targets are determined; advantages of statistical process control (SPC); the
advantages of six-sigma implementation; advantages of the Taguchi method;
mechanics of acceptance sampling for commodity purchasing.

Tutorial for Topic 8 (class hand-out UTS -Online)

Related readings: Chapter 12 of the textbook focusing on

the key headings outlined in the lecture slides

SUBMISSION Assessment Task 1: Case Assignment (Individual)

Topic 9 Health Care Purchasing and Supply Management
10

8th of May 8

How purchasing in the health care field is carried out; various supply management
methods in the health care field; how inventory control is accomplished in the health
care field; about group purchasing organizations; current trends in health care
purchasing; the capital equipment acquisition process; how various health care

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

plans are evaluated.

Tutorial for Topic 9 (class hand-out UTS -Online)

Related readings: Chapter 17 of the textbook focusing on
the key headings outlined in the lecture slides
Topic 10 Global Sourcing
11

15th of May

What factors/forces increase foreign trade; the basics of global

sourcing; how total costs are determined; the hidden costs of global
sourcing; the quantitative and qualitative aspects of global sourcing;
how to critically analyse various global sourcing alternatives; how to
effectively use foreign trade zones; how to negotiate in different
countries.

Tutorial for Topic 10 - EXAM REVISION

Related readings: Chapter 10 of the textbook focusing on

the key headings outlined in the lecture slides

Group presentations teams 1 5 in 16 October and 23 October

teams 6 - 10
Topic 11 The Legal Aspects of Purchasing
12

22nd of May

The legal aspects of the purchasing function; factors involved in the

selection of the purchasing manager; the extent of the purchasing
professionals legal authority; how contracts and purchase orders are
legally executed; the essentials of a binding purchasing contract; the
terms of an enforceable contract; distinguish between an offer and a
non-offer; possible outcomes of an offer; legal implications of leasing;
the legal implications of the information age; electronic contracts and
signature ; the importance of ethics in purchasing; how to comply with
women business enterprise (WBE), minority business enterprise
(MBE), and disadvantaged business enterprise (DBE) programs

Tutorial for Topic 11 (class hand-out UTS -Online)

Related readings: Chapter 3 of the textbook focusing on the

key headings outlined in the lecture slides

Due: Assessment item 2: Project Report (Group) 25% -

Project Final Presentations

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

13

29th of May

Group presentations

14

5th of June

Final Exam

Purchasing
and Supply
Chain
Management
The McGraw-Hill/Irwin
Series in Operations and
Decision)Hardcover
June 7, 2013
by W.C. Benton(Author)

Notes:

EXAM REVISION 16th OCTOBER.

INDIVIDUAL ASSIGNMENT REURN 15TH OF MAY

GROUP ASSIGNMENT RETURN 5TH OF JUNE

References

Lysons K., Farrington B. (2012), Purchasing and Supply Chain Management, 8th Edition,
Pearson

Baily, P., Farmer, D., Crocker, B., Jessop, D. and Jones. D. (2008). "Procurement principles
and management", 10th Edition. Prentice Hall.

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens

Russell R.S. and Taylor B. W. (2011), Operations Management: Creating Value along the
Supply Chain, 7th Edition, John Wiley & Sons Inc.

Fleisher, C.S. and Bensoussan, B.E.(2015) Business and Competitive Analysis; effective
application of new and classic methods 2nd Edition Pearson Education Inc. FT Press Upper
Saddle River New Jersey NY. USA.

21877 Strategic Procurement v1 Coordinator Associate Professor Antoine M J G Hermens