Strategic allocation of investments: this is a distribution of funds that covers the gap between the distributed income and expenses for the responsible department.
Strategic Resource Management ("SRM"): Strategic resource management is a philosophy and model, not a budget. It is a means of achieving the strategic goals of the University, but does not define these goals. SRM aims to ensure transparency and clarity in the resource allocation process, and it is most effectively applied in an atmosphere of shared commitment and participation from the campus community.
Advisory Working Group on Strategic Resource Management: The SRM Advisory Working Group considered all emerging implementation issues and made appropriate recommendations. Membership consisted of SRM champions, core team, deans of RU colleges (or appointed) and a representative of the Offices of Business and Finance, University Development and Research and Innovation.
Supporters of Strategic Resource Management: SRM champions are the Vice-Rector, Vice-President for Student Affairs and Vice-President for Business and Finance. Their role is to defend the SRM project throughout the university community.
Strategic Resource Management Core Group: The SRM Core group manages the project and develops an approved budget model. It is also a channel for working groups to communicate with SDSC.

University Participation Assessment ("UPA"): An assessment carried out by the College's management in relation to the total income of the general fund (Fund 11), which is sufficient to cover the costs of the SU general fund, strategic initiatives, renewal and replacement reserves and the distribution of strategic investments of support units. RU auxiliary units are assessed by UPA on revenue at a rate sufficient to cover overhead costs. The activities of the trust fund (fund 23) are evaluated by UPA either at the UPA rate of the RU college, or at the UPA rate of the auxiliary unit, depending on the type of activity.
Glossary of terms of purchase
Invoices for payment (or purchase book)
The money owed by the company to its suppliers is reflected in the company's balance sheet as liabilities.
Annual cost of purchases
The total annual cost of performing the procurement function. This includes salaries, employment costs, training, system costs, etc
. Balanced Scorecard (BSC)
To understand the true value of purchases that contribute to the business, it is necessary to be able to measure more than just savings. The Balanced Scorecard (BSC) measures the effectiveness of procurement by a set of key indicators in various areas important to business. For example

Invoice
After the goods/services are ordered and safely delivered by the supplier, an invoice confirming receipt is created. This corresponds to the purchase order.
Direct expenses (or direct goods/services)
Purchase of goods/services that are directly included in the manufactured product or service provided to the end user. Examples include raw materials, packaging materials, subcontracting (manufacturing) services, components, equipment and - in the case of the public sector - may include waste management, road maintenance, adult social assistance, etc.

Electronic auctions
Auctions that are held electronically for the purchase of goods. Auctions are usually conducted using an online software tool that, once configured, makes it easy for invited vendors to participate. The auction form is usually a reverse auction in which suppliers compete by submitting bids for the supply of goods/services at an increasingly lower price. However, other types of auctions are usually supported by the tool used.
EOI (Expression of Interest)
EOI is a term used to invite potential bidders to express interest in the future of ITT (Invitation to Tender) so that an early discussion can be held. These discussions can be used to form the form of ITT itself. Homemade porn https://www.amateurest.com/ USA.