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Procurement-is the entire process of the orderly, systematic exchange between a seller and a buyer. It is the process of obtaining goods and services |
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Determining types of products needed Making purchases Receiving and storing shipments Administering purchase contracts |
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is obtaining products and services of a desired quality at a desired price |
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the process by which products and services are chosen based on quality and cost. |
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Restaurants Social Caterers Convenience Stores Country Club Restaurants Hotel and Resort Restaurants Cruise Ship Dining Transportation Food Service Sporting Event Food Service |
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114.7 billion, increase 4.4% since 1999 25-34-55% say quick service is a priority More self-service items-ordering, drinks Take out 78% once a month Full Service: more options Social Caterer 3.6 billion, increase 5.7% |
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Non-Commercial Operations |
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Military Correctional Facilities Schools, Colleges and Universities Business and Industry Healthcare |
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Military: 1.3 billion, increase 1.9% since 1999 Business and Industry: 9.1 billion, increase 0.9%, 89% contract Education 18.3 billion |
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Independent Operations (Self-Op) Multi-units and franchises Management companies |
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Product and Service Categories |
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Food Beverages Supplies Equipment Support Services Utilities |
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Ultimate Buyer-For personal use Industrial Buyer Director (Profit) Executive Chef (Quality) Clinical Manager (Nutrition) |
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Who Are the Decision Makers? |
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Patron-guest, inmate, patient or student Service-frontline, food service associate, wait staff, nursing Production, Chefs, cooks Buyer-availability, places orders Management-Budget, labor, quality standards |
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The Patron The Inner Sphere The Outer Sphere |
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Type of establishment Ethnic/Religious/Regional Age |
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Amounts Quality Policies and Procedures Specifications |
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The Market Place Marketing Agencies Supply and Demand |
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What factors in the inner sphere may make it difficult to please the patrons? |
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Cost Facility Limitation Personnel Outer Sphere: Short supply Purchasing agreements |
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Purchasing Responsibility (independent) |
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Small:Owner-manager acts as buyer for the operation Medium:Owner-manager coordinates the purchases of department heads Large:Generally employ a full-time buyer |
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Purchasing Responsibility (multi units) |
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Vice-president of purchasing Centralized distribution warehouses Local managers may purchase some items from locally owned operations |
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Prices set Quality standards determined Sales of product were analyzed Chicago: meat, grain New York: coffee |
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Physical functional units of the market system They accept or produce and distribute to local markets |
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Receive goods from secondary markets and act as distributors for the customer Large organizations may skip the local markets and buy directly from the primary or secondary markets |
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Exchange of commodities Buying, selling, merchandising, and price setting Exchange of information Market conditions, new technology and new products Physical supply functions Financial procedures |
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Growers/Producers Manufacturers or Processors Distributors Wholesalers, Brokers and Manufacturer’s Rep Suppliers Customers |
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market distriubution real world ex |
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Producers-generally farmers or ranchers, produce raw food to sell 1940 one farmer for 12 people Today one farmer for 80 people Processors:larger operations may buy directly from producer and send product to a processor Distributors: transfer food from processor to supplier broad line wholesalers specialty wholesalers Large operations will set up own wholesale operation Wholesale Clubs Suppliers |
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Growers Manufacturers-controls the production of an item from raw materials Processors and fabricators-takes one or more foods and assembles into a new end product |
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Commission men and brokers-Neither buy or sell, they represent one or more sources. They usually represent sources that do not employ their own sales force. Jobbers-They function much like brokers but do may own the items they transfer through the market distribution system. |
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Manufacturer’s representatives (intermediaries) |
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They also function like brokers but may also provide end-user services and may demo products, carry stock and even deliver product. |
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Wholesalers and distributors (intermed.) |
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Take possession of the goods they sell and warehouse and deliver them. Specialty Distributors-Epicurean Foods Full-Line and Broad-line Distributors-US Foodservice |
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Wholesale Clubs-”cash and carry” operations may be opened as store-fronts on distributors Buying Clubs-collective purchasing of bulk purchases and shared by independent purchasers |
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Alcoholic Beverage Distribution |
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Sources Brewers Provide fermented beverages made primarily from grains Winemakers Provide fermented beverages made primarily from grapes Distillers Provide beverage alcohol that has undergone distillation Intermediaries Importers and Wholesalers Distributors Alcohol Beverage Commissions Control or License States Department of Liquor Licenses and Controls |
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Manufacturer Brokers Distributors and Dealers Leasing Companies |
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Place Value Costs of getting product to the desired location Time Value Storage of product and inventory costs Cost of credit |
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Why Develop Specifications? |
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Quality control standards Avoid misunderstandings Allow for turnover of buyers Training devices for assistant buyers Necessary for bid procedures |
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Specification: a statement of all the characteristics a product must have to fill a purchase need. They should include all pertinent information but be as short as possible |
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Simple but exact Terminology used in the marketplace Reasonable in its tolerances Capable of being met by several bidders Clear and understandable |
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Detail the characteristics that an item must possess to meet your requirements May describe the manufacturing process Can be too restrictive and cost prohibitive |
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Performance Specifications |
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Describe the required performance requirements Encourage innovation and ingenuity Can contain both design and performance features |
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Brand name specifications are not acceptable because: Lessens objectivity Competition may be eliminated Use more than one acceptable brand |
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Individual Specifications |
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Item’s Name Government names Institutional Meat Purchase Specifications (IMPS) Trade names Can sizes Industry standards Universal Product Code (12 numbers with product and producer) Quantity Desired Form and amount Quality Desired Brands Grading-Agricultural Marketing Act “the grade of the item named in the specification should be that upon delivery” Form Count per can Size of the fruit Packaging of the product Unit Case, sack, barrel, box |
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National Testing Labs NSF, UL, AGA Utility Requirements Plumbing Requirements Steam Requirements Mechanical Requirements Space Requirements Freight and Delivery Installation Service Agreements Special Instructions |
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Who Writes the Specifications |
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Company Personnel Industry Publications USDA Acceptance Service Buyer Supplier |
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Writing Quality Standards |
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USDA USDC FDA National Livestock and Meat Board Foodservice Equipment Distributors Produce Marketing Association |
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Issues With Specifications |
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Setting stringent business factors could adversely effect pricing Inadvertent discrimination Quality standards may be difficult to obtain Grades alone do not cover the required quality standard Need regular revision Receiving agents need to understand specifications and monitor compliance. |
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Federal government Packer’s Brand AP to EP Samples Endorsements |
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Half and Half U.S. Grade A 3/8 ounce portion, single-serve 400 servings per case Loose pack Moisture proof carton Refrigerated |
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Sound Smell Taste Temperature Motion |
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Entryway Dining Room Distance to bar/kitchen/warewashing Table sizes Discreet dining or “see and be seen” Restroom facilities Clean and attractive Handle customer load |
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Waiting area The front bar Avoid straight line Allow 2 feet of linear space The back bar The under bar |
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Booth-intimacy Table-see and be seen Test out a variety of chairs Tables-legroom Wobble |
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Table top Dishware Glassware Flatware Linen Single service Source reduction Quality level Cost Takeout packaging |
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Cost-This is not a one-time cost; it is an on-going expense Availability-open stock Durability-safety issue |
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Decorative component Perceived value Shapes Tumbler (cylindrical) Stemware Footed glass Mug Breakage Mechanical impact Thermal shock-thicker glasses need more time to reach room temperature Keep enough inventory Separate from plate ware and flatware Watch temperatures Pyramiding No bouquet style holding |
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Order more inventory than you need Readily available for years to come Test before purchasing Limit number of pieces |
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Cost Loss record Number of pieces Quality Holds up to pressure Design and pattern that matches theme More ornate designs hide scratches better Don’t mix manufacturer’s |
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Weight Silver plate Hollowware Stainless steel 18/8 18% chrome, 8 percent nickel and 74% steel 18/10 is more expensive 410 and 430 which is less expensive |
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Fashion Budget Environment Tactile Sensations Lifestyle Menu Technology |
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Linens and Table Coverings |
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White, red, hunter green, royal blue and rose petal pink Cotton Inexpensive Durable and absorbent Shrinks and stains easily |
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Buy or lease Colorfast Stain release Minimal shrinkage Lack of lint |
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Back of the House Supplies |
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Kitchen supplies Smallwares Knives Office supplies Cleaning supplies Tools Chemicals OSHA |
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Projected Use Now/Future Versatility Compactness Compatibility Appearance Portability Energy Source and Efficiency Brand Names Availability of Replacement Parts Supplier Services Employee Skill Level Payment Terms Ease of Use Ease of Cleaning Ease of Maintenance |
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Instructions to bidders When, where and how of bid procedures General conditions Code requirements Local ordinances Delays |
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New Equipment Major capital expense Financing Can develop a specification Customize Warranty/Maintenance Newest products |
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Purchasing Methods (used) |
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Used Equipment No financing As/Is No warranty Cannot be ordered to specifications May have been replaced because unreliable or newer, better equipment on the market Damaged in moving Use a reputable dealer |
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Purchasing Methods (leased) |
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Leased Equipment Compensate for inadequate funds Don’t shop around too much Deal with reputable suppliers Read the lease before signing Length of lease Dollar amount Deposit Maintenance |
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Purchasing Methods (other) |
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Direct Purchase Lower AP cost but costs of transport or installation may increase. Servicing agreements may not be valid Demonstration Models Equipment programs Linked to the use of food/beverage products Custom Equipment |
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NSF International Underwriters Laboratories American Gas Association Canadian Standards Association |
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Sources of Equipment Information |
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Manufacturer’s Catalogs Websites Distributors Manufacturer’s Representatives |
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Outsourcing/Integrated Services 70% of companies outsource at least one service Request for Proposal Specification Timeline Meetings Bid for work Analysis of contract |
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Pick up time How often How much Type of removal Grease recycling Maintenance and cleaning of dumpsters Reduction methods |
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Insured and bonded On time Armored truck services Reputable |
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Criteria for tress, weed removal etc. Standard schedule Emergency service Rocks, weeds and debris removal Insurance, licensed and bonded Courteous |
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Frequency Types of chemicals what pests to treat Licensed,insured and bonded Emergency/scheduled visits Time pf day Billing Treatment area |
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Decorating and Remodeling |
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Licensed, bonded and insured Work done while closed Registry of contractors warranty Timelines Removal of debris and clean-up Competitive bids |
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% of profits number of machines Refill service done maintenance/reimbursements water option |
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Types flood Fire natural disasters Worker's comp Liability |
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Maintain to health code standards Material Safety Data Sheets Insured Billing Completion time |
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Types of Suppliers Broadline Distributors Carry everything you might need Full-Line Distributors Carry food, nonfood, nonalcoholic beverages Specialty Product Distributors Carry limited product line Discount Warehouse |
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Characteristics of Desirable Suppliers |
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Quality of service Quality of product line Organizational characteristics |
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Time between order and delivery Delivers on time Condition on arrival Follows instructions Number of rejections Handling of complaints Technical assistance Emergency deliveries Price accuracy Return policy Sales representatives |
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Grades Packaging Uniformity Specifications |
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Organizational characteristics |
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Size or capacity Financial strength Technical service Geographical locations Labor relations |
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Frequency Location Time Emergency Just-In-Time |
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Sole,single or Multi-sourcing |
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Advantages of single-sourcing Volume Performance Scheduling Communications Problem solving Sole sourcing only one approved supplier Advantages of multi-sourcing Variety Pricing |
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Distributor sales representatives |
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Distributor sales representatives Professional Open communication Ethical interactions Respect time of other person Follow-up |
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Win-Win Emphasis on value Conceding Problem-solving Persuasion |
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Minimum order quantities Contract prices for extended order periods Delivery times Payment processing Procedures for placing and receiving orders Return of defective products |
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Successful Negotiation Traits |
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Excellent communication skills Speaking Listening Organizing Thoughts Problem-solving Open to other ideas Critical thinking skills spot the logic errors Identify deceptive information |
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Negotiation participation |
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Listen and Probe Clarify the objectives and issues of the other side Find out what would allow them to walk away with a win Propose Solutions Watch for body language Be patient |
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Identify your highest goal and walk away position Look for any precedents Identify deadlines Establish your strategy and preferred alternatives Be prepared for the long haul |
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Add-ons Good cop/bad cop Two poor choices I must ask my boss Final offer Deadline |
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Don’t care too much Do not try to read minds Do not offend the other side Do not bring your ego or personal baggage into the room Do not disclose your deadline or be forced into an arbitrary one Build your skills |
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