By John Ausink, Laura H. Baldwin, Christopher Paul
To help the Air strength within the technique of considerably altering how it purchases items and providers, this monograph studies comparable commerical zone framework of metrics to trace growth and refine procurement team improvement efforts over the years.
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Additional resources for Air Force Procurement Workforce Transformation: Lessons from the Commercial Sector for Skills, Training, and Metrics
Ratings from one to ten) or by open-ended comments and suggestions. Recent RAND research suggests that firms have varying philosophies about conducting internal customer satisfaction surveys (Baldwin, Camm, and Moore, 2000; Baldwin and Hunter, 2004). Firms differ in the frequency of surveys, the percentage of customers surveyed, and the types of surveys used. The Air Force may want to conduct customer satisfaction surveys every six months, randomly selecting representatives from approximately 25–50 percent of customer organizations for each survey (so that all customer organizations are surveyed once every year or two).
These measures may be expressed as differences in cost (actual cost minus planned cost) or as ratios (actual cost divided by planned cost). This information can be rolled up into aggregate measures by weighting results by the quantity or percentage of overall expenditures associated with specific categories of goods or services. However, when using this measure, it is necessary to have an independent review process to ensure that planned spending projections are sound and not artificially inflated to enhance measured success.
United Technologies Corporation Porter (1998) describes the efforts of United Technologies Corporation (UTC) to train its supply managers after a decision to make supply management a core competency for the company. To make this happen, UTC instituted a significant training process. It is a large program, with an initial target of educating 1,000 persons for an average of five days each. Training is extended to persons outside of procurement, including commodity team leaders, sourcing group teams, executives, senior purchasing advisory board members, purchasing departments, supplier development personnel, and anyone else who might be involved in or affected by sourcing decisions.