Articles About purchasing
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Seems simple enough doesn't it? It is most decidedly not. Indeed, one can make the case that--aside from uppermost management (or ownership)-- no one else in a heavy/high-tech manufacturing concern has more ownership of the company's everyday needs and necessities than the purchasing department.
Most of you who read this magazine have a close relationship with gears and gear drives. According to our surveys, 75% of you recommend, specify or buy them. It's a shame, then, that the majority of you will miss Gear Expo (Oct. 24-26 in Columbus, OH) this year.
Letâ™s be clear about something up front here: Delta Gear does not make parts for lawnmowers. This is a fairly flippant point that falls under the timeless, clichéd designation of âœgoes without saying.â Yet, not all that long ago,Tony Werschky had to say it.
The challenge facing OEM procurement organizations is that the organizations themselves need improving before they can be proficient in a cost reduction program.
At the recently held annual meeting of the Bearing Specialists Association, there was a lot of talk about online sales channels and how Internet retailers are changing the way industrial products are researched, sourced and purchased.
OEMs can minimize the cost of ownership by using highly efficient motors and recognizing when unreliable motors are driving up the operating costs of their applications.
A little over 10 years ago, Louise Oâ™Sullivan was serving as president of one of Dover Corp.â™s myriad divisions. One of her duties in that role was to attend the bi-annual cattle calls, i.e.â” corporate executive business meetings attended by approximately 22 Dover decision makers. Invariably, at some point in those meetings, someone would ask, âœSince we all buy the same things, why donâ™t we pool our signifi cant purchasing power to achieve better pricing and service?â
Energy costs and downtime can be greatly reduced by instituting a motor management plan. Part II of this three-part series specifically addresses the establishment of a motor failure policy and the development of purchasing specifications. Part I addressed the general aspects of a motor management plan, including the first steps of creating a motor inventory and guidelines for motor repair and replacement. Part III will examine motor repair specifications as well as preventive and predictive maintenance.
Reducing losses and increasing profits by instituting a motor management plan is what this series of articles is all about. Here in Part I, we discuss how to create a motor inventory and establish repair-or-replace motor guidelines. Subsequent topics in this three-part series will address (Part II) motor failure policies and purchasing specifications, and (Part III) repair specifications and preventive and predictive maintenance, respectively.
For design engineers and purchasing agents alike, bearings can sometimes be like family. Oh, you know - can't live with 'em, canâ™t live without 'em.
In order to make better purchasing decisions about centrifuge applications, one must understand the concept of centrifuges and the drives that operate this equipment.
News Items About purchasing
1 Power Transmission Association Releases Purchasing Report (December 19, 2003)
The Power Transmission Distributors Association's (PTDA) latest report claims that U.S. and Canadian end users consider the product q...