Reengineering materiel management for strategic placement

The future of a hospital's materiel management function will depend on how well aligned it is with the institution's strategic direction. A sleek, customer-directed, information-rich supply process will provide the competitive edge. A reengineering mindset is needed to meet the challenge.     

Review of the South African Agricultural Legislative Framework: Food security implications

Although South Africa has reported national food security for decades, current production patterns, land uncertainty and consumer preferences put future national household food insecurity in question. Household food insecurity in South Africa is at unacceptable levels. This paper reviews the country's agricultural legislative framework in terms of food security and the right to food. The review found that South African agricultural policies do not actively promote food security and the lack of enforceable food security policy makes it difficult to coordinate existing policies. The lack of food security legislation means that the right to food has no enforceable framework. A comprehensive food security policy, legislative framework and implementation strategy are urgently needed to address hunger poverty to progressively achieve the targets set out for national growth and development and realise the right to food enshrined in the Constitution.     

The dynamic effects of shocks to labour markets: evidence from OECD countries

This paper uses a set of plausible long-run identifying restrictionson a three-variable system, including output growth, real wagegrowth, and the unemployment rate, to isolate three independentstructural shocks which drive fluctuations in those variablesin a sample of 16 OECD countries during 1950-96. These shocksare interpreted as aggregate demand, productivity, and laboursupply disturbances. As a by-product of the previous analysis,the cyclical behaviour of real wages in response to a demandshock is re-examined and two indices of real wage rigidity arederived.     

Shareholder-value maximization and product-market competition

We investigate product-market competition when managers maximizeshareholder value rather than their expected discounted valueof profits. If share-holders are imperfectly informed aboutfuture profitability, shareholder-value maximization can leadto either more or less aggressive product-market strategies.Lower rivals' profits lead investors to believe that the firm'scosts are low relative to those of its rivals and that the industry'sprospects are poor. If the former (latter) inference dominates,each firm tries to lower (raise) its rival's profits to increaseits own stock price. We also consider implications for corporatefinancial structure.     

Health care reform and the hospital supply chain

With health care reform, hospitals will be differentiated in the marketplace by how well they manage the costs of services. Because products will be market priced, hospital materiel managers will have to minimize all other related acquisition costs. The key opportunities will be in changing processes to eliminate non-value added administrative, supply chain, and process activities and their attendant costs.     

Requiem for a market: an analysis of the rise and fall of a financial futures contract

Futures contracts often include a variety of delivery optionsthat allow participants flexibility in satisfying the contract.These options have the potential to broaden the appeal of thecontact. However, if these options are valuable, they may reducethe hedging effectiveness of the contract. This article analyzesthe GNMA CDR futures contract that appears to have failed becauseof flaws in the contract's design. For the first 6 years followingits introduction, the contract attracted significant and increasingvolume, but, subsequently, the volume declined to almost zero.Over the years during which the volume experienced its mostdramatic decline, the Treasury-bond futures contract provideda better hedge for current coupon GNMA securities than did theGNMA CDR futures contract. And, over this same period, the valueof the quality option embedded in the contract often exceeded5 percent of the futures price and reached a level of 19 percentat one point. We interpret the evidence to indicate that thecontract failed because the delivery options reduced the hedgingeffectiveness of the contract for current coupon mortgage securities.     

The ultimately accountable job: leading today's sales organization

In recent years, sales leaders have had to devote considerable time and energy to establishing and maintaining disciplined processes. The thing is, many of them stop there--and they can't afford to, because the business environment has changed. Customers have gained power and gone global, channels have proliferated, more product companies are selling services, and many suppliers have begun providing a single point of contact for customers. Such changes require today's sales leaders to fill various new roles: Company leader. The best sales chiefs actively help formulate and execute company strategy, and they collaborate with all functions of the business to deliver value to customers. Customer champion. Customers want C-level relationships with suppliers in order to understand product strategy, look at offerings in advance, and participate in decisions made about future products--and sales leaders are in the best position to offer that kind of contact. Process guru. Although sales chiefs must look beyond the sales and customer processes they have honed over the past decade, they can't abandon them. The focus on process has become only more important as many organizations have begun bundling products and services to meet important customers' individual needs. Organization architect. Good sales leaders spend a lot of time evaluating and occasionally redesigning the sales organization's structure to ensure that it supports corporate strategy. Often, this involves finding the right balance between specialized and generalized sales roles. Course corrector. Sales leaders must watch the horizon, but they can't take their hands off the levers or forget about the dials. If they do, they might fail to respond when quick adjustments in priorities are needed.