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In manufacturing, about one-third of the cost of providing products or services is attributed to the costs of materials. In service industries, person-hours are a significant cost factor. Every company has a purchasing process and works with suppliers. Companies are always trying to reduce the cost of purchases. Large corporations have annual price reduction targets with which smaller suppliers have to work. The result These large corporations are promoting the cheapest products or services instead of innovative and good products or services. In the supply chain, a business must look into the total cost of a purchase instead of just the initial purchase price. This current approach to buy the cheapest products has caused many suppliers to take shortcuts in operations. Such shortcuts generally lead to a higher defect rate for their customers and increased paperwork to correct the problem. Many industries relocate globally in search of cheap labor. The whole mind-set of cheap labor, however, does not necessarily bring value, whether in the area of hardware or software. Companies seeking such cheap labor often overlook other costs incurred by challenging geopolitical issues in developing nations. To optimize the purchasing process and the associated costs, relationships with key suppliers must be managed well. Managing suppliers performance includes understanding the suppliers capability, resources, ability to rapidly adjust to changing demands, willingness to innovate during product development, and commitment to an aggressive rate of improvement. With current outsourcing trends and increased dependency on suppliers, a company s capability is only as good as that of its weakest supplier. One weak supplier somewhere can become a bottleneck in the entire supply chain.

SQL client that runs as a command-line application on a variety of operating systems, including Microsoft Windows, Linux, Mac OS X, and various Unix implementations. Web-based SQL client supported in versions from Oracle 9i and up. SQL client that runs either as a Microsoft Windows application or as a commandline application on a variety of operating systems, including Microsoft Windows, Linux, Mac OS X, various Unix implementations, and others. SQL client written in Java available in Oracle 8i and 9i but replaced by iSQL*Plus in Oracle 10g. SQL client that runs as a command-line application in a Microsoft Windows command shell. The similarity to Microsoft SQL Server is no accident the earliest versions of Microsoft SQL Server were based on the Sybase DBMS.

Businesses who are themselves large customers must view their suppliers as extensions of their operations and continue to be actively involved in the improvement process. The supplier management processes are defined by the quality management systems a company has implemented. For those systems to have value, the company must establish clear expectations with its suppliers in terms of technical, business, and service requirements. Supplier performance can then be measured against clearly defined goals as well as the rate of improvement.

In the later 1970s, a group of IBM researchers developed an experimental relational database called System/R, based on Dr. E. F. Codd s work. A language called SEQUEL (Structured English Query Language) was included in System/R to manipulate and retrieve data. The acronym SEQUEL was later condensed to the abbreviation SQL when it was discovered that the word SEQUEL was a trademark held by the Hawker-Siddeley Aircraft Company of the U.K. Although IBM had the rst implementation of SQL, two other products, with various names for their query languages, beat IBM to the marketplace with the rst commercial relational database products: Relational Software s Oracle and Relational Technology s INGRES. IBM released SQL/DS in 1982, with the query language now named SQL (Structured Query Language). Although structured programming was the mantra of the day in the 1980s, the structured in the name SQL has nothing to do with structured programming since SQL isn t a procedural programming language. However, it is entirely possible that the marketing spin on

Figure 2-4

Most companies have difficult times implementing a sound strategy effectively throughout the corporation. Strategic blunders throughout a corporation can lead to its major fall. However, the main reason for mediocre performance and profitability is poor execution of simple, well-known principles. Many companies devote resources to developing a sound corporate strategy without somehow recognizing the need to execute it well. They assume people will just figure that part out. Without a well-thought-out execution and institutionalization process, however, the new ideas, strategies, or programs become the cannonball of the year. Employees become immune to new initiatives about which the management is so excited. Leadership thinks it has assigned people to tasks and empowered them to perform; therefore, it now blithely expects results. When a major initiative is launched in an organization, the leadership (CEO or equivalent) must be passionately committed to it. Unfortunately, the whole process of commitment is often reduced to a few slogans. The initiative simply stays a slogan without producing any results. Commitment must instead be based on the real understanding by the leadership of its potential benefits at both personal and corporate levels. Such an approach allows employees to see something for themselves and for the company. If the potential return on investment for their effort is clear and visible, they are interested in working on it; otherwise, no matter how bright an idea or how strong the leadership, the strategy will not yield the desired results.