The National Academies Press

Currently Skimming:

Pages 12-14

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.

From page 12... ... 12 CHAPTER 3 INTERPRETATION, APPRAISAL, AND APPLICATIONS SUPPLY-CHAIN MANAGEMENT -- APPLICATION TO TRANSIT As described in Chapter 2, supply-chain management is a collaborative, customer-focused approach, relying on the free exchange of information and the idea that by leveraging the core competencies of trading partners, the supply-chain community can provide products of greater value to the customer than would otherwise be possible. For transit organizations, the "end customers" are existing and potential transit riders; various organizations, agencies, and companies that use and fund transit services are indirect customers (or stakeholders) Read the entire page →
From page 13... ... The benefit of this customer-centric, process-aligned approach is that it helps each group understand its organizational role and how that role provides value to the customer. This alignment also helps the different groups understand the need for better communication and cooperation and helps identify activities that may be necessary, but do not inherently add value (e.g., paying invoices or processing payroll) Read the entire page →
From page 14... ... modules for e-procurement, vendor management, inventory management, and financial management. TransportMAX is in the testing phase of its first service offering -- posting RFQs on the Internet. Read the entire page →

From page 12...

... 12 CHAPTER 3 INTERPRETATION, APPRAISAL, AND APPLICATIONS SUPPLY-CHAIN MANAGEMENT -- APPLICATION TO TRANSIT As described in Chapter 2, supply-chain management is a collaborative, customer-focused approach, relying on the free exchange of information and the idea that by leveraging the core competencies of trading partners, the supply-chain community can provide products of greater value to the customer than would otherwise be possible. For transit organizations, the "end customers" are existing and potential transit riders; various organizations, agencies, and companies that use and fund transit services are indirect customers (or stakeholders)

Read the entire page →

From page 13...

... The benefit of this customer-centric, process-aligned approach is that it helps each group understand its organizational role and how that role provides value to the customer. This alignment also helps the different groups understand the need for better communication and cooperation and helps identify activities that may be necessary, but do not inherently add value (e.g., paying invoices or processing payroll)

Read the entire page →

From page 14...

... modules for e-procurement, vendor management, inventory management, and financial management. TransportMAX is in the testing phase of its first service offering -- posting RFQs on the Internet.

Read the entire page →

Key Terms

← Previous Chapter Skim

Next Chapter Skim →

This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More information on Chapter Skim is available.