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Chapter 4 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on reverse auction in engaging electronic supplier which allows competitive price visibility with anonymity. It offers the rules for reverse auction which include not gathering market intelligence through auctions, no outside quotes and holding the suppliers accountable for what they say and do.

The article presents an epilogue from the authors of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology." Douglas A. Smock believes that the book allows a detailed view on how companies adopting the best practices can employ technology to become better in the global scene. Robert A. Rudzki tells that the concepts in the book are important for success. Stephen C. Rogers noted how fast electronic purchasing books become obsolete.

Chapter 21 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on the future of electronic commerce. It mentions the role of technology which includes data integration, deeper analysis and extending and integrating supply processes. It says that companies match their needs with the needs of their people, processes and technology will lead their industries.

Chapter 20 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on the measurement and definition of winning. It suggests organizing the topics to be measured for easier measurement of goals. It offers categories of metrics which include metrics that monitors the effectiveness of each process and metrics that monitors the occurrence of leakages between processes.

Chapter 19 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on organizational training. It mentions the training for electronic-tool (e-tool) which includes training the e-tool, using tool providers to increase sourcing skills and using the e-tools to train people on non-e-tool subjects. It suggests intranet sites to reinforce sourcing processes via process diagrams.

Chapter 18 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on the return of investments (ROI) for electronic-supply (e-supply) tools. It says that employee adoption is the best measure of ROI. It tells that the wide usage of the technology into the mind and work processes of the organization is real excellence.

Chapter 17 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on master planning for business enterprises. It mentions four planning layers for master plan which include tools, organization, cost and time. It suggests choosing, prioritizing the tools and checking the health of providers.

Chapter 16 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on the evaluation of supply management technology. It offers suggestions which include sticking to the company's objectives, quantifying the impact to the objectives and personally trying the tools. It warns against information technology integration concerns and allowing the price to affect decision-making.

Chapter 15 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on on-demand transformations in the tool and die industry. It tells that the rules of on-demand transformation apply to all companies or organizations regardless of size or position in the supply chain. It suggests focusing more on customer perception of final quality.

Chapter 14 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on the transformation of the International Business Machines Corp. (IBM). It tells that transformations must be customer-driven and be led from the top. It says that the supplier relationships are important in achieving higher levels of cost competitiveness, quality, innovation, and responsiveness.

Chapter 13 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on the on-demand supply chain. It offers the requirements for becoming on demand which include optimizing basic processes wherever possible, making the company's supply chain lean and efficient and implementing technology slowly and appropriately.

Chapter 12 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on the major risk areas for business enterprises which include financial reporting and operational supply. It says that the Sarbanes-Oxley (SOX) legislation forces more discipline on companies via rigorous use of ERP and electronic-procurement.

Chapter 11 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on the services arena and services spending of business enterprises. It offers software products and solutions for the arena which include travel and entertainment expense and telecommunications expenses.

Chapter 10 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on should/could cost. It discusses where should cost can be applied which include internal and external cost analysis. It suggests including life-cycle costs in representing total cost of ownerships. It offers electronic integration of cost records with other appropriate data.

Chapter 9 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on the product life cycle management (PLM). It says that the core component of PLM is product data management or the creation of a centralized, repository of all current technical information related to a given product. It tells that product data management is important in reducing supply chain complexity.

Chapter 8 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on contract management. It discusses the reasons why contract management should be a corporate priority which include shortened cycle time of new sourcing efforts, pursuance of supplier-centric strategies and fulfillment of the Sarbanes-Oxley Act requirements.

Chapter 7 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on procure to pay or purchase to payment (P2P) and electronic procurement. It mentions the building blocks of P2P which include user-friendly interface, solid sourcing, policy development and compliance and supplier enablement.

Chapter 6 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on the supplier relationship management (SRM). It cites the lack of common vocabulary in the supply management field for the confusion and uncertainty connected to SRM. It tells that the challenge of SRM varies with the perspective and objectives.

Chapter 5 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on optimization, advanced optimization as a supply management solution for complicated bidding processes, and optimization tools. It mentions that optimization relies on combinatorial science and the right computer hardware and software systems.

Chapter 3 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It stresses the importance of sourcing strategy for business planning. It tells that sourcing strategy emerges as the most important decision in the understanding phase of strategic sourcing. It notes the importance for companies to understand how power influences behavior in the supply chain.

Chapter 2 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It focuses on the company spending which is believed to be important for financial foundation. It offers recommendations when adapting spend analysis software which include having an appropriate corporate-level officer, adopting scalable approach for long-term goals and selecting a comprehensive solution.

Chapter 1 of the book "On-Demand Supply Management: World Class Strategies, Practices and Technology," by Douglas A. Smock, Robert A. Rudzki and Stephen C. Rogers, is presented. It notes the importance of the procurement and supply management needs to have a properly defined role. It tells that the evaluation and selection of the right technology and tools to support supply chain objectives is a collaboration of supply chain leadership, finance, information technology and internal customers.