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Her dilemma is crystal clear: should she stay to help her patient, or should she go to the meeting to help ensure that more nurse practitioners become available to aid many more people, and possibly save many more lives.

IMPROVE SUPPLIER MANAGEMENT PROCESS To continue to add value to their organizations, purchasing and supply management professionals must continue to find new and better ways to manage the costeffectiveness of their suppliers. In fact, rethinking some tried-and-true methods, but with some new wrinkles, can also do the trick. The following suggestions come from the 89th Annual International Supply Management Conference. Institute a Supplier Evaluation Process In supply chain management, buyer-supplier relationships are critical to the success of the strategic goals of a company, says Valerie J. Stueland, A.P.P., supplier manager for Wells Fargo Services Company. In order for a buyer to keep track of these relationships and assess supplier performance, an evaluation process must be in place. Though supplier evaluation processes can be informal or formal, she prefers the formal approach. The goal, she expresses, is not to find the one perfect supplier evaluation matrix, because such a thing does not exist. Rather, the aim should be to find the key elements of a successful supplier performance evaluation (see Sidebar 10.1). In analyzing a variety of supplier performance evaluations, Stueland found that quality, delivery, total cost, and service are the core criteria that should be evaluated in a supplier matrix. She observes that the service factor is starting to differentiate suppliers and is becoming a more critical aspect in the evaluation. The criteria should be well defined and not subject to the interpretation of the user or evaluator, she recommends. In order to have consistency among the buyers in an organization, subjectivity needs to be kept to a minimum. Supplier evaluations should rate the performance of all suppliers equally; therefore, it is important that the criteria be as objective as possible, she insists.

38. Id., 347. 39. Id., 349. 40. Id., 352 354. 41. Gary E. Reed and Peter Cleary Yeager, Organizational Offending and Neoclassical

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It is worth mentioning that if working in discrete space, that is, if continuous shapes are replaced with their digitizations, then real moments have to be replaced with their discrete analogs. For example, the orientation of discrete shape that is the result of digitization of S is de ned as a solution of the following optimization problem:

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Timeline: Events and Controller def init (self, trade, pricing date): self. events = {} # add events from legs leg id = 0 for l in trade.legs(): pay rcv = l.pay receive() for f in \ [f for f in l.flows() if f.pay date() >= pricing date]: observables = f.observables() if not observables: raise RuntimeError, "Missing observables" for o in observables: self. add event ( o.reset date() , pay event(f, pay rcv, leg id, o.reset id())) leg id += 1 # add events from exercise schedule if trade.has exercise schedule(): ex type = trade.exercise type() for ex in \ [ex for ex in trade.exercise schedule() if ex.notification date() > pricing date]: self. add event ( ex.notification date() , exercise event(ex, ex type)) def times(self): return sorted(self. events.keys()) def events(self, t): return self. events[t] def str (self): s = "events: \n" times = sorted(self. events.keys()) for t in times: s += "\"%s\", " % t events = self. events[t] for event in events: s += str(event) s += \n return s