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Locke concludes each chapter with a summary of key points and includes a number of "tests of understanding" throughout the book, both of which serve to reinforce the topic he has just covered. I also found Locke's practice of including references and resources at the end of each chapter to be more useful than a general compilation appearing in an appendix.
That's enough about style; let's talk content. The book begins with an outline of some of the challenges that face international purchasers - challenges that even experienced domestic buyers may not be aware of. Locke then takes his readers through a detailed explanation of the cultural differences that affect international purchasing. In his approach to this topic, he doesn't provide a collection of cultural cliches, but rather draws upon the work of well-known researchers and applies their findings to real-life business situations.
After identifying the cultural differences and their potential impact upon international commerce, Locke offers practical advice for overcoming these differences, and cautions about the dangers of stereotyping countries. He includes useful communication tips concerning the use of language, such as the importance of checking for understanding throughout meetings with others whose native language is not English. The book also covers the differences in legal systems and contracting practices that the international buyer should understand. The author explains how cultural issues will affect both the form and the content of international purchasing agreements.
I found one of the book's real strengths to be its very thorough coverage of foreign exchange issues. Back in the early '80s, I was buying industrial parts from Germany and Italy and was using a French freight forwarder to handle the shipping details. In each case, we had contracted to pay in the seller's currency. Things worked out well, and we generally benefited from these arrangements. I would like to be able to tell you that we did so as part of a carefully crafted plan to manage our financial resources. However, the fact is that we were simply lucky due to the relative strength of the dollar at the time. By agreeing to pay in the sellers' currencies, we had assumed the "exchange risk," a concept that I understand much more fully after having read Locke's book. He dedicates a full seven chapters to foreign exchange issues and does so in such a way-with liberal use of his tests of understanding-as to make the topic understandable to even a nonfinancial manager.
Customs and logistics matters also present their own sets of challenges to the international purchaser. As the book explains, a purchaser does not have to be an expert in these areas to be successful in global supply management. However, buyers do need to know the factors that are involved and be able to communicate with the experts. Three chapters of the book address these issues and give pointers that are designed to minimize the costs as well as the hassles and delays that an inexperienced international buyer might encounter.
The book also provides solid advice on other choices that the international buyer must make, such as: paying the supplier (letters of credit vs. documents against credit vs. credit terms); purchasing channels (international purchasing offices vs. U.S. sales offices of foreign companies vs. buying direct from the factory); and supplier selection and management.
The book concludes with three appendices that give answers to the tests of understanding, provide a supplier survey that can be used in the supplier selection process, and supply buyers' guides containing key information about 14 countries that are, or are about to become, major exporters to the United States.
Locke has managed to pack a wealth of useful information about international purchasing into his book. I highly recommend Global Supply Management to anyone who is, or should be, involved in international purchasing. It is an excellent addition to a purchasing professional's strategic tool kit.
-Brian Caffrey is president of Solutions Consulting Group, a Jackson Heights, N.Y., consulting practice that specializes in re-engineering and continuous improvement of purchasing and supply management processes. Contact him at bcaffrey@solcon.com.
As published in Electornic Buyers' News, CMP Media Inc. June 10, 1996
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Green was one of a handful of philosophers who introduced German idealism to England, arguing (very effectively) that British philosophy had contracted a case of empiricism and could be saved only by an infusion of Kant and Hegel. And in the present essay, he turns a hawklike eye on the imprecisions that made empiricism seem plausible to begin with.
The essay wanders all over Locke and Hume and is probably impossible to summarize succinctly. Suffice it to say that Green repeatedly discloses the active role of intelligence in the creation of knowledge and disabuses the reader once for all of the confused notion that purely sensory experience can do the things Locke required it to do.
Any number of modern readers might profit from this now apparently seldom-opened work, but it should be of particular interest to readers of philosophers who wish to locate the origins of all knowledge in purely sensory perception. Green's great work is a sustained argument that this project is doomed to failure, and as far as I know his argument has not yet been successfully met.