Understanding the Basic Procedures Involved in E-auction software

In every e-auction software or electronic auction event, bidders and auctioneers conduct business on an electronic marketplace. The process is quite simple. The main requirement is an auction site. Commodities, goods, or services are offered by the auctioneer, and bids are submitted by anyone who is interested in the product. The offer is usually given for a limited period only. Buyers and suppliers utilize this platform to negotiate terms of contract. The interactions available include business to consumer, business to business, and consumer to consumer.

Despite widespread practice and participation from members of the buying public and the community of sellers, there are a few recognized limitations of e-actions. There are issues related to security and the possibility of fraud. Moreover, the process has a long cycle time. Concerns about auction software and equipment for buyers also arise periodically

What are the basic types?

There are two major types of e-auctions, namely forward auction and reverse auction. The more common practice that occurs online nowadays falls under reverse auction. This procedure involved reversal of the typical roles of buyers and sellers. Instead of a single seller offering a product or service to competing buyers who bid the price upward, which is what forward auctions are all about, the prices decrease as sellers compete to obtain something that they covet from a buyer. The sellers try to undercut each other and this is why prices get lower as the process continues, instead of getting higher.

What is a traditional RFQ or request for quotation and how is it relevant to e-auctions?

Purchasers need to accomplish a document known as the RFQ or request for quotation so that they can obtain offers for products or services. The data included in this document are item price, terms of delivery, and other relevant conditions surrounding the specific product. Essentially, the RFQ is a document that must be submitted by an organization to suppliers as a means of eliciting quotations.

Traditional RFQs are still used; however, the procedures associated with these documents are often tedious and labor-intensive. Online RFQs are preferred because they are easier to process and less prone to error. They are also more efficient. A request for quotation is a solicitation document is necessary in both a negotiated purchasing process and in a firm-bid purchasing process. If the requirements are more complex, another document must be used, and this is known as the RFP or request for proposals.

In the dynamic bidding process, activation of the RFQ is the signal for suppliers to submit their bids. While the RFQ is active, the initiator has the prerogative to review the current bids. The alternative option is to wait until all the bids are received. Bid evaluation for simple RFQs may be conducted online. For complicated RFQs, the evaluation is usually done offline. The RFQ process is completed only when the winner of the bid has been determined.

E-auctions are increasing in popularity these days since both businesses and consumers find the process advantageous for them. Other terms used interchangeably with e-auction are e-sourcing, sourcing event, procurement auction, and e-procurement.

eSourcing and eProcurement Software, Don’t just buy it, Use it!

We all have different criteria for what we think deserves our money. If your goal is to save any money at all, however, one rule can always help: if it’s going to end up in a junk drawer or cupboard, just don’t buy it. Most organisational change programmes fail to achieve all of their objectives. There’s no single reason for this – lack of leadership, poor planning and unreasonable timescales can all contribute. But often the failure comes down to taping into the inability to engage the workforce or senior team (or both) with the change. And this often boils down to poor communication.

For eSourcing devotees, the benefits of using eSourcing are well known. eSourcing has a long and proven history of providing improvements in savings, efficiency, cycle times, transparency and compliance. However, there are still parts of your business that haven’t “seen the light” such as exposure to the benefits of eSourcing tools and techniques. Resistance to e-Sourcing can be reduced by clearly communicating the shift to a collaborative sourcing technique with a focus on process transparency and quality, knowledge sharing, interaction with stakeholders and to ensure that they follow strict rules and stick to commitments.

Given the technological advances and results reported by the eSourcing pioneers, it is somewhat surprising that these tools are still not pervasive throughout Fortune 1000 companies. Research by A.T. Kearney shows that while more than 75% of companies report that their procurement organisations have used these tools at least once, only a small fraction report using them in any significant way (Defined as more than 200 RFXs or reverse auctions per year). Fewer than 5% of companies report having reengineered their sourcing process to fully embed and leverage these tools. The story is no brighter on the sales side where only a few companies may have introduced these tools with great fanfare; they neither changed their business nor trained their staff to use them effectively. Highlighted below are some of the best practises that can enable an organisation deploy and successfully integrate an efficient eSourcing system.

Best Practises

  • Establish a centre of excellence:

Ensure to set up a centre of excellence from which you deploy eSourcing tools, starting small with highly visible pilots and very quickly training power users (rather than relying on external partners) to support other users. This helps you to invest significant time and funds towards training activities. Companies also need to design and implement a comprehensive change management strategy for how to deploy the tools more broadly while encouraging adoption.

  • Build a Meaningful governance Model:

Governance is vital to supporting and guiding a new programme, engaging stakeholders and defining the “rules of engagement” can be used to change the conversation from one of “prove to me why we should use these tools” to “prove to me why we should not

  • Design and Deploy Metrics:

Measurement is very essential. Defining targets of the programme and tracking progress against those targets ensures that these targets are translated into individual annual performance for stakeholders and sourcing team members. These metrics should go beyond tracking savings to also include the number and types of events completed, the number of suppliers and stakeholders engaged , supplier compression achieved: among others.

  • Adhere to Highest Ethical Standards:

Learn to focus on the design, deployment and maintenance of these programmes, never giving suppliers or stakeholders any reason to question the integrity of the process or how the tools are deployed. Although mistakes can happen, there should never be any appearance of unethical practises. One of the advantages of eSourcing tools is the audit trail they provide, take advantage of it!

Pitfalls

As with all change efforts, one does not often achieve success without first encountering a few failures along the way. Understanding where the potential pitfalls are and how best to navigate them can help de-risk a new programme.

  1. Say No to pay-per-use:

Charging stakeholders for the cost of the technology or the sourcing staff’s time to support the technology is a bad idea. For the most part, stakeholders view these eSourcing tools as a risky proposition to start with, so charging them a hefty fee to use them can stop the programme before it gets off the ground.

  1. Don’t wait for people to opt in:

This is a recipe for disaster. Success depends on programme metrics tied to individual performance metrics that clearly communicate expectations.

  1. Forget the Flavour of the Day:

Merely rolling out the tools and some directives on how to use them will make the programme just the latest flavour of the day. Investments should be a long term, holistic change management programme in order to encourage use and adoption of eSourcing tools.

  1. Resist supplier Push backs:

Change is difficult for most people so do not be surprised if suppliers push back and try to circumvent, postpone or eliminate the process. Companies that stood Firm in their commitment to the process and tools and invested resources to communicate this stance to their suppliers were able to get past this hurdle. More suppliers have realized that access to these eSourcing tools provide them with access to critical information needed to compete for existing and new business.

In Conclusion

The past 20 or so years have been an exciting time for procurement leaders. Companies that Invested    in eSourcing tools to automate transactional activities and negotiations in order to reduce sourcing cycle times are well positioned to take their organisations to the next level. For those that have not, and are now in the catch up mode, consistency and perseverance seems to be a big problem as regards deployment and successful integration of these tools into business procurement operations. Procurement leaders have done a great job charting a roadmap to success, identifying best practises to emulate and pointing out the pitfalls to avoid, so you don’t have any excuse why not to take full advantage. Why not get on board and see how e-sourcing tools could change the outlook of how you do business, but remember; it’s not enough to deploy it, you must see it through till the end. Don’t just buy it, ensure you use it.

Budget for eSourcing Software Solution

Budget management within an organisation can either make or break that company; without strict adherence to budget’s limits, as well as the strategic use of spending within those limits, an organization often loses money through overspending and missed investment opportunities. Inefficient budgeting often arises from a company’s failure to synchronize her budgeting efforts with their purchasing controls and this is due mainly to poor transparency between procurement spending and changing budget levels. Even when organizations use efficient procurement management strategies, these variations can cause major problems, both in back-office cost control and for the bottom line. Procurers therefore need smarter purchasing and this can be achieved through implementing an e-sourcing/contract management software and also by taking advantage of collaborative buying in order to promote an efficient and cost effective procurement system. This ensures increased control and visibility in her procurement processes.

The role of technology in the world of vendor/supplier sourcing, procurement and management is becoming increasingly indispensable. Recent advances in the world of electronic procurement and supplier management technology span many different industries. Any service or product; from paperclips to attorneys may now be sourced, procured and managed electronically.  How much of this client-supplier/vendor relationship has moved to electronic platforms however varies from industry to industry and also depends on the complexity of the services and/or products in question but in most cases, all products and a growing number of services are driven by e-sourcing software solutions. The manufacturing industry, for example, is highly engaged and to a greater extent has driven the development and sophistication of e-sourcing solutions. E-sourcing, simply put, is moving what was once a highly paper driven process onto an electronic platform.

Electronic procurement software is one of the most important tools for automating purchasing and financial processes. It facilitates electronic requisitioning, online vendor catalogs management, purchase order and receipt management, and integration with accounts payable. Its purpose is to mainly reduce the costs and time associated with manual processes, as well as to support more accurate product information and more competitive pricing. Leveraging clients’ buying power is also a prominent driving force in the utilization of procurement technologies these days, these tremendous opportunities lets you say goodbye to the traditional, labour intensive way of posting and advertising contract opportunities and RFQ’s.

Benefits of e-sourcing

Implementing an esourcing and contract management solution can bring a variety of benefits to any organisation, mainly improving procurement efficiency and reducing costs.
Esourcing significantly reduces the supply management costs by automating, simplifying and accelerating source to procure processes for goods and services. Esourcing solutions eventually increase bottom line cost savings by focusing on strengthening supplier relationships and streamlining tender processes.

Likewise, visibility into budget management is especially important for organizations with complex global operations. For example, a large corporation in the professional services industry may have dozens of smaller divisions running numerous client-funded projects, all of which are connected to the same central budget. In order for the company to run efficiently and competitively across different countries—with varying time zones and business requirements—procurement professionals and other business administrators must have complete visibility into where the company’s money is going and how successfully its budgets are being controlled.
Greater savings can also be made by public sector organisations collaborating in the procurement of goods and services. This enables the organisations to drive prices down by providing suppliers with greater quantities enabling them to reduce margins. Fortunately, today’s leading eProcurement budgeting tools are built to give organizations real-time control over how their money is spent, no matter how complex and widespread the spend allocation. Advanced eProcurement software can manage budgets in real time by fully integrating existing financial systems (such as the ERP) with requisitioning, catalogs, and Purchase order management—all in accordance with the organisation’s unique business structure and requirements. This not only allows administrators to drill down into minute budget details at a glance, it also enables them to measure and analyze the current use of their funds and strategically plan for future budget cycles.

Further Considerations

Implementing an esourcing and contract management solution can be relatively straightforward. Many solutions on the market offer a Software as a Service based solution which can be accessed from anywhere in the world with a web browser and internet connection. A hosted solution requires no additional in house IT infrastructure and reduces implementation times. These software solutions are readily available and are cost effective, even for small and medium-sized enterprises.

Managing a paper- based system is expensive, slow, hard to measure or audit, and harmful to the environment. In the e-sourcing world, the removal of paper from the billing process also helps organizations to meet their CSR commitments. Staff will also be quick to embrace tools that save time and expense; benefits offered by any e-sourcing software solution.

Trumpf set to combine tech for new metal 3D printing systems

Last week we brought you news of Trumpf’s intentions to unveil a new 3D printing technology for the additive manufacturing of metal parts at formnext powered by tct from November 17 to 20, but this morning further details have been announced that showcase the might with which the German-laser manufacturer are entering the business.

The company, which employees in excess of 10,000 people with sales over €2bn, will showcase machines that user powdered metal laser metal fusion (LMF) technology that is popular with manufacturers such as Concept Laser, EOS, 3D Systems and SLM Solutions as well as a machine that uses laser metal deposition (LMD) technology used by the likes of DM3D and Norsk Titanium.

Both of these crucial metalworking technologies are included in the new TRUMPF product range. To achieve this, the company has established a new division at the headquarters site in Ditzingen and has been working even more intensively on new systems for 3D printing. The results and developments derived from the joint venture founded together with Italy’s largest laser system maker, the Sisma company, have supported the efforts carried out by TRUMPF in Ditzingen. The technology behind the new 3D printers is also known as additive manufacturing. In this process component parts are generated, layer by layer, from metal powders. The system uses data taken directly from the CAD program.

“The introduction of these new 3D printers is an essential first step, since additive manufacturing will not only supplement production techniques in the future, but will also exert a formative influence on them,” explains Dr.-Ing. E.h. Peter Leibinger, Head of TRUMPF Laser- und Systemtechnik GmbH. “We will be offering rugged and highly productive machinery with which small and medium-sized parts incorporating complex structures can be manufactured,” Leibinger adds.

Every technology skill in a single location

Market demand is growing for 3D printers generating metal components suitable for use in the industrial environment. TRUMPF is the world’s only manufacturer to have both of the pertinent technologies – LMF and LMD – in its product range. The choice of the process best suited will depend on the details of the specific application. LMF systems generate parts layer by layer in a bed of powder. These printers bring their strengths to bear when making up parts which are geometrically complicated and extremely elaborate. In LMD systems, the laser creates a melted pool on the surface of a part and fuses the powder, added simultaneously in a powder stream, to achieve the desired shape. LMD systems are distinguished by the fact that they can add closely defined structures to existing tools and components, doing so at high processing speed.

See more at: http://www.tctmagazine.com/tct-show-3D-printing-exhibition/trumpf-set-to-combine-tech-for-new-metal-3d-printing-system/#sthash.Ad8qhpsQ.dpuf

Takt Zamanı (Takt Time)

Takt zamanı ,üretim veya verilen hizmetin  süresinin müşteri talebi ile kıyaslanmasıdır.

Üretim ya da hizmet için öngörülen toplam kullanılabilir zamanınızın müşteri talebine oranı hizmetin  karşılanma hızını verir.

x =  net çalışma zamanı (dakika/gün cinsinden)
y=    toplam talep ( adet/gün cinsinden)
x/y = t = takt zamanı (dakika / adet cinsinden) bulunur.

X= 27600 saniye (günlük çalışma zamanı

y=460 adet( günlük müşteri istegi)

t= 60 saniye/adet  işletmenin bu ürünü üretmek için  60 saniyesi var.

TUBACEX acquires the seamless stainless steel tube business of an Indian company

New acquisition,

Tubacex has reached an agreement with the Indian company, Prakash, to acquire its seamless stainless steel tube business. Therefore, Tubacex will improve its position in the fastest growing markets, with particular emphasis on Asia, where the Group is increasing its commercial presence by strengthening its sales team.
TUBACEX will acquire 68% of the aforementioned Prakash division, which is located close to Mumbai and is a consolidated company founded over 30 years ago, employing about 250 people with a turnover of 25 million Euros.

This acquisition fits perfectly into the company’s Strategic Plan. Following a successful initial phase of strengthening its financial position and improving results (2013-2014), it is now entering into the growth phase (2015 and 2016).

more at http://www.tubacex.es/

Turkish Pipemaker Market

According to Turkey’s Steel Pipe Manufacturers Association (CEBID), the country’s pipe exports totaled 1.95 million tonnes in 2014, rising by 4.9% when compared with the previous year. It says  that the pipe exports have surged despite political instability in some of the key export markets including Iraq. The value of pipe exports in 2014 amounted to $1.63 billion, declining marginally by 0.7% over the year.

Iraq remained the  first destination of Turkish pipe exports in 2014. The exports totaled 348,715 tonnes during the year,decreased around 20 percent. The second largest export destination was the US with 331,464 tonnes. The exports to the US rose 18% when compared with 2013. In third place was the UK with 240,209 tonnes. Romania is the fourth biggest export destination for Turkey  which is around 128,180 mt.

Top 10 Industrial Innovations for 2014

Top 10 Industrial Innovations for 2014 as viewed by World Industrial Reporter readers in order of popularity:

1.Motorcycle  Stability Control System Makes Motorbiking a Thrilling Affair

2.Omron Develops New Technology Capable of Projecting Images in Air

3.Breakthrough in Energy Storage Realized From a Single Lightweight Copper Wire

4.NanoSteel’s Engineered Powders Now Available for Additive Manufacturing

5.The First Kick: Mind-Controlled Exoskeleton Planned for FIFA World Cup 2014

6.Peugeot to Launch New Hybrid Car That Runs on Air in 2015

7.Edible Salt to Revolutionize Solar Panel Manufacturing

8.NASA’s New Low Boom Standard to Revive Mach 3 Passenger Travel

9.Printing Homes in 24 Hours Flat! 3D Printing Revolutionizes Construction Business

10.Smart Underwater Drone Could Solve Mysterious Plane Disappearances

Steel Casting Cost Factors

Steel Casting Cost Factors

According to  Emcasting company, there are 5 factors that are affecting steel  casting part price

1-Geometry and shape of part

Internal cavities, quantity and thickness of cores, thin walls, long parts, complicated shapes, more than one parting line requirement, non linear parting lines, reverse angles and non symmetrical parts etc. will increase sand casting piece prices.

Mentioned complexities will increase casting defects such as cold lap, core replacement, flash, mismatch, raised core, deformation etc.

2-Alloy and alloying elements

The alloying element(Silicon, manganese, Chromium, Titanium, molybdenum, nickel, niobium and vanadium etc) quantity and tight  standards will also increase the prices.

3-Order quantity,yearly volume,

Low volume means higher pieces prices.

4-Required Mechanical properties and heat treatment

Annealing and normalizing are usual heat treatment of steel parts that are used to homogenizing micro structure and decreasing solidification stresses.

In some cases to achieve required properties, multiple and costly heat treatments are used. 

5-Requested tests according to safety and critical application

ASTM’s nondestructive testing  techniques used to detect and evaluate flaws in materials and objects without destroying the specimen at hand. Such tests include radiographic, ultrasonic, electromagnetic (eddy-current), X-ray, acoustic, and tomographic techniques. These tests are costly and might increase the cost of  steel  casting part price.