In the project procurement management process of telecommunication enterprises,due to the complexity of technology,the professional procurement project manager is responsible for the whole process of professional proc...In the project procurement management process of telecommunication enterprises,due to the complexity of technology,the professional procurement project manager is responsible for the whole process of professional procurement in a one-stop way.The integration of this management process superficially improves labor productivity,but in essence lacks effective checks and balances and supervision.In order to supervise the project procurement management process and ensure the legal compliance of procurement management,this paper studies the project procurement management process of telecommunication enterprises,proposes the optimization process of project procurement management in the segmentation of purchasing manager-business manager,and constructs a matrix project procurement management model,which will contribute to the overall improvement of the telecommunication enterprises’procurement performance.展开更多
文摘In the project procurement management process of telecommunication enterprises,due to the complexity of technology,the professional procurement project manager is responsible for the whole process of professional procurement in a one-stop way.The integration of this management process superficially improves labor productivity,but in essence lacks effective checks and balances and supervision.In order to supervise the project procurement management process and ensure the legal compliance of procurement management,this paper studies the project procurement management process of telecommunication enterprises,proposes the optimization process of project procurement management in the segmentation of purchasing manager-business manager,and constructs a matrix project procurement management model,which will contribute to the overall improvement of the telecommunication enterprises’procurement performance.
