Project types

Pursuant to Article 28 (1) of the amended Act of 6 December 2006 on the Principles of the Development Policy Ma in!" the support under the Pro!ramme #nnovative $conomy" 200%&201' may be !ranted for the follo(in! pro)ects* 1+ competitive 2+ systemic '+ individual Competitive projects ,he pro)ects are selected as a result of an open or closed pro)ect contest announced and conducted by particular #mplementin! Authorities (2nd level #ntermediate -odies) (hich is responsible for implementation of a !iven measure+ .election of these pro)ects is performed (ith respect for the principle of disclosure and access to information accordin! to the criteria of pro)ect selection adopted by the Pro!ramme Monitorin! /ommittee (the document is available in the section Pro!rammin! Documentation)+ ,he process of pro)ect selection consists of the follo(in! sta!es* 1+ call for proposal" 2+ submission of pro)ects" '+ formal evaluation and content&related evaluation of applications" 0+ publication of the contest results" 1+ revie( procedures (if needed)" 6+ si!nin! contracts on financin! pro)ects" %+ re!istration of documents in the information system" accordin! to separate provisions in areas concerned (the first re!istration after the formal evaluation of the application for support)+ Detailed rules of pro)ect submission for the competitive mode are included in the Pro!ramme /omplement+ System projects ,hese pro)ects concern co&financin! of implementation of public tas s specified in separate provisions+ 2nder the Pro!ramme" system pro)ects are implemented by* 1+ #ntermediate -odies (#-)* Ministry of .cience and 3i!her $ducation for Measure 1+1+' .ystem pro)ects" Ministry of $conomy for .ub&measure 6+2+1 .upport for investor and e4porters support centres net(or and Measure 6+1 Development of support system for the Polish economy in the international mar et5

2+ #mplementin! Authorities (#- ##)" (hich are* 6 Polish A!ency for $nterprise Development for measures* 1+2 .upport for business support institutions providin! pro&innovative services and their supra&re!ional net(or s and 8+1 .upport for business activity as re!ards electronic economy" 6 Polish ,ourism 7r!anisation in Measure 6+' Promotion of Poland8s tourism assets" 6 #mplementin! Authority for $uropean Pro!rammes under the Priority A4is % #nformation society 6 establishment of electronic administration+ '+ #nstitutions indicated in the Pro!ramme /omplement" (hich is the /entre for 9esearch and Development (:/-9) for Measure 1+1+' .ystem Pro)ects+ #n the event of implementation of system pro)ects" all institutions indicated above" function as beneficiaries+ Individual projects #ndividual pro)ects are investments of strate!ic si!nificance for the Pro!ramme implementation" indicated by the Mana!in! Authority" after the recommendation of the competent #ntermediate -ody" accordin! to strate!ic criteria approved by the Pro!ramme Monitorin! /ommittee+ #ndividual pro)ects are underta in!s (hose implementation is important and )ustified concernin! the implementation of the strate!y of a !iven sector or area and (hich contribute to a lar!e e4tent to achievin! ob)ectives of a priority a4is a !iven pro)ects is implemented under+ Placin! the pro)ect on the list is only a conditional declaration of its financin! and is connected (ith !uarantyin! funds for its implementation (ithin the pro)ect bud!et+ ,hese pro)ects (ill not be sub)ect to content procedure and (ill not apply for the funds under the content procedure+ ,he pro)ect implementation (ill depend on fulfillin! the selection criteria approved by the Pro!ramme Monitorin! /ommittee" re;uirements concernin! documentation and implementation readiness as (ell as acceptance of the application for support (ith anne4es re;uired by the MA+

A..#<:M$:, 1 =1 <>7-A> .729/#:<

Definition A procurement strate!y in (hich a business see s to find the

most cost efficient location for manufacturin! a product" even if the location is in a forei!n country+ ?or e4ample" if a toy manufacturer finds that manufacturin! and delivery costs are lo(er in a forei!n country due to lo(er (a!es of forei!n employees" the company mi!ht close the domestic factory and use a forei!n manufacturer+ Meaning Global sourcing is the practice of sourcing from the global market for goods and services across geopolitical boundaries. Global sourcing often aims to exploit global efficiencies in the delivery of a product or service. These efficiencies include low cost skilled labor, low cost raw material and other economic factors like tax breaks and low trade tariffs. Common examples of globally sourced products or services include: labor-intensive manufactured products produced using low-cost Chinese labor, call centers staffed with low-cost nglish speaking workers in the !hilippines and "ndia, and "T work performed by low-cost programmers in "ndia and astern urope. #hile these examples are examples of $ow-cost country sourcing, global sourcing is not limited to low-cost countries.

Global sourcing is a strategic sourcing strategy that effectively broadens the scope of theprocurement process to include companies that operate in other countries. %trategic sourcing is the internal business process used to manage the bidding and vendor selector process. !rocurement is also known as purchasing and refers to the laws surrounding fair and e&uitable bidding opportunities.

E-procurement -procurement is the business-to-business purchase and sale of supplies and services over the "nternet. 'n important part of many ()( sites, e-procurement is also sometimes

referred to by other terms, such as supplier exchange. Typically, e-procurement #eb sites allow &ualified and registered users to look for buyers or sellers of goods and services. *epending on the approach, buyers or sellers may specify prices or invite bids. Transactions can be initiated and completed. +ngoing purchases may &ualify customers for volume discounts or special offers. -procurement software may make it possible to automate some buying and selling. Companies participating expect to be able to control parts inventories more effectively, reduce purchasing agent overhead, and improve manufacturing cycles. -procurement is expected to be integrated with the trend toward computeri,ed supply chain management.

Q2. Mana!ement role

,he role of mana!ement in all businesses is to brid!e cultures+ Mana!ers must ta e (hat policies and ob)ectives their superiors !ive them then ensure they become reality+ /onse;uently" mana!ers must deal (ith several levels of mana!ement" subordinate employees" and outside interests+ #t is" therefore" the role of mana!ement to both transmit information bet(een all relevant parties and translate information so it can be understood by each party+ $4ecutives and upper mana!ement are responsible for ma in! decisions that affect the operations of a firm@s entire infrastructure+ #ncludin! probable differences in lifestyles" upper mana!ement vie(s business activities differently than subordinate (or ers+ Ahere an e4ecutive sees e4cess payroll" (or ers feel a cut in standard of livin!+ #t is the role of upper mana!ement to improve aspects li e profitability and efficiency" thus all mana!ers are responsible for providin! their superiors (ith information on (hat needs trimmed and ho( that can be accomplished by ta in! into account the interests of (or ers+ At the same time" mana!ers must convey the need and rationale of chan!es to subordinates+ ,his is necessary to help ensure (or ers do their best to support versus hinder reforms in the (or place+ Mean(hile" mana!ers are also tas ed (ith aidin! (or ers in accomplishin! their roles in the company+ As a conse;uence" mana!ers must be no(led!eable on all fronts+ #n fact" (or ers can be a ey source of information (hen considerin! (ays of improvin! operations" thus (ise and talented mana!ement (ill be certain to transmit employee ideas to e4ecutives+ ?urthermore" outside interests li e clients" suppliers" and re!ulators need to be handled properly+ /ertainly" (or ers can be dele!ated many of these responsibilities" but their decision ma in! authority is limited (hile they may not be fully no(led!eable on the company@s vie(s+ Althou!h this certainly implies a role for mana!ers to train employees" it also means mana!ement is responsible for company practices+ #t is" therefore" the role of mana!ement to step in as a company@s senior representative to ensure the firm@s interests are accurately communicated+ Mana!ement is supposed to be the most professional element of a business+ As such" mana!ers are directly responsible for the conduct and success of a firm as (ell as their subordinates+ #t is the vital role of mana!ement to !uarantee all components of a business can run effectively and efficiently by communicatin! across all interests found (ithin the firm+ #n all" mana!ement truly

serves as a brid!e bet(een all members of a business community" thus the role of mana!ement is pivotal for all companies+

A..#<:M$:, 2 =1 /riteria for suppliers selectionB .upplier selection criteria for a particular product or service cate!ory should be defined by a Ccross&functionalD team of representatives from different sectors of your or!aniEation+ #n a manufacturin! company" for e4ample" members of the team typically (ould include representatives from purchasin!" ;uality" en!ineerin! and production+ ,eam members should include personnel (ith technicalFapplications no(led!e of the product or service to be purchased" as (ell as members of the department that uses the purchased item+

/ommon supplier selection criteria*

Previous e4perience and past performance (ith the productFservice to be purchased+ 9elative level of sophistication of the ;uality system" includin! meetin! re!ulatory re;uirements or mandated ;uality system re!istration (for e4ample" #.7 G001" =.& G000)+ Ability to meet current and potential capacity re;uirements" and do so on the desired delivery schedule+ ?inancial stability+ ,echnical support availability and (illin!ness to participate as a partner in developin! and optimiEin! desi!n and a lon!&term relationship+ ,otal cost of dealin! (ith the supplier (includin! material cost" communications methods" inventory re;uirements and incomin! verification re;uired)+ ,he supplier@s trac record for business&performance improvement+ ,otal cost assessment+

Methods for determinin! ho( (ell a potential supplier fits the criteria*

7btainin! a Dun H -radstreet or other publicly available financial report+ 9e;uestin! a formal ;uote" (hich includes providin! the supplier (ith specifications and other re;uirements (for e4ample" testin!)+ Iisits to the supplier by mana!ement andFor the selection team+ /onfirmation of ;uality system status either by on&site assessment" a (ritten survey

or re;uest for a certificate of ;uality system re!istration+

Discussions (ith other customers served by the supplier+ 9evie( of databases or industry sources for the product line and supplier+ $valuation (.2/3 A. prototypin!" lab tests" 79 validation testin!) of samples obtained from the supplier+

=2 functions H importance of store m!mtB

professionally managed Stores !as a process and a space (ithin" to receive the incomin! materials (9eceivin! -ay)" eep them for as lon! as they are not re;uired for use (/ustody) and then to move them out of stores for use (#ssue)+ #n a manufacturin! firm this process forms a cycle to maintain and run the activities of .tores+ "!e #asic responsi#ilities of stores are to act as custodian and controllin! a!ent for parts" supplies" and materials" and to provide service to users of those !oods+ ,hus " the basic functions " to mana!e a stores" carried out are* 9eceivin! of incomin! consi!nments (!oods) .afe eepin! of !oods (/ustody) Disposal of undesirable !oods #nventory Mana!ement 3ouse eepin! and record maintenance

A..#<:M$:, ' =1+ /ross functional teams and supply m!mt activitiesB
Cross functional Team A cross-functional team is a group of people with different functional expertise working toward a common goal.[1] It may include people from finance, marketing, operations, and human resourcesdepartments. Typically, it includes employees from all le els of an organi!ation. "em#ers may also come from outside an organi!ation $in particular, from suppliers, key customers, or consultants%. Cross&functional teams often function as self&directed teams assigned to a specific task which calls for the input and expertise of numerous departments. Assigning a task to a team composed of multi&disciplinary indi iduals increases the le el of creati ity and out of the #ox thinking. 'ach mem#er offers an alternati e perspecti e to the pro#lem and potential solution to the task. In #usiness today, inno ation is a leading competiti e ad antage and cross&functional teams promote inno ation through a creati e colla#oration process. "em#ers of a cross&functional team must #e well ersed in multi&tasking as they are simultaneously responsi#le for their cross&functional team

duties as well as their normal day&to&day work tasks. (ecision making within a team may depend onconsensus, #ut often is led #y a manager)coach)team leader. *eadership can #e a significant challenge with cross&functional teams. *eaders are charged with the task of directing team mem#ers of arious disciplines. They must transform different ariations of input into one cohesi e final output. Cross&functional teams can #e likened to the #oard of directors of a company. A group of +ualified indi iduals of arious #ackgrounds and disciplines are assem#led to colla#orate in an efficient manner in order to #etter the organi!ation or sol e a pro#lem. ,upply "gmt acti ities
There are five key activities in the supply chain process; purchasing, producing, storing, distributing and selling. The way you manage these activities will influence the efficiency and overall success of your small business. Purchasing Purchasing activities occur throughout all of the supply chain. The ability to effectively manage purchasing activities can help reduce expenses and maximise efficiency. When making purchasing decisions, it is important to factor in more than just the list price. ou should consider!

The listed purchase price The total cost of ac"uiring the product #ther relevant lifecycle costs $isposal costs Producing The production stage of the supply chain includes activities such as manufacturing products or providing services. %ome businesses have very little to do with any production activities, whereas for others it is their main focus. %ignificant efficiency gains and cost reduction can be achieved if the producing stage of the supply chain is managed effectively. Distribution and storage The distribution and storage activities in the supply chain are often grouped together as they are closely linked. $istribution and storage activities are often referred to as logistics and involve the transporting, warehousing and distribution of products and services to other parts of the supply chain. %ignificant cost and efficiency savings can be made by optimising the distribution and storage activities in the supply chain. Selling %elling is often the focus of many businesses as it is the step in the supply chain where products and services can be turned into monetary value. &t is important to remember that selling isn't necessarily the final step in a supply chain as it occurs as each business transfers its products and services to the next.

-.. '&commerce

(efinition

The buying and selling of products and services by businesses and consumers through an electronic medium, without using any paper documents. Ecommerce is widely considered the buying and selling of products over the internet, but any transaction that is completed solely through electronic measures can be considered e-commerce. E-commerce is subdivided into three categories: business to business or B2B (Cisco), business to consumer or B2C (Amazon), and consumer to consumer or C2C (eBay). also called electronic commerce.

Meanin!

/onductin! business online+ .ellin! !oods" in the traditional sense" is possible to do electronically because of certain soft(are pro!rams that run the main functions of an e&commerce Aeb site" includin! product display" online orderin!" and inventory mana!ement+ ,he soft(are resides on a commerce server and (or s in con)unction (ith online payment systems to process payments+ .ince these servers and data lines ma e up the bac bone of the #nternet" in a broad sense" e&commerce means doin! business over interconnected net(or s+ ,he definition of e&commerce includes business activities that are business&to& business (-2-)" business&to&consumer (-2/)" e4tended enterprise computin! (also no(n as Jne(ly emer!in! value chainsJ)" d&commerce" and m&commerce+ $&commerce is a ma)or factor in the 2+.+ economy because it assists companies (ith many levels of current business transactions" as (ell as creatin! ne( online business opportunities that are !lobal in nature+ 3ere are a fe( e4amples of e&commerce*

acceptin! credit cards for commercial online sales !eneratin! online advertisin! revenue tradin! stoc in an online bro era!e account drivin! information throu!h a company via its intranet drivin! manufacturin! and distribution throu!h a value chain (ith partners on an e4tranet sellin! to consumers on a pay&per&do(nload basis" throu!h a Aeb site

A..#<:M$:, 0 =1+ $4plain stores proceduresB

A stored procedure is a su#routine a aila#le to applications that access a relational data#ase system. A stored procedure $sometimes called a proc, sproc, StoPro, StoredProc, sp or SP% is actually stored in the data#ase data dictionary. Typical use for stored procedures include data alidation $integrated into the data#ase% or access control mechanisms. /urthermore, stored procedures can consolidate and centrali!e logic that was originally implemented in applications. 'xtensi e or complex processing that re+uires execution of se eral ,-* statements is mo ed into stored procedures, and all applications call the procedures. 0ne can use nested stored procedures #y executing one stored procedure from within another. ,tored procedures are similar to user&defined functions $1(/s%. The ma2or difference is that 1(/s can #e used like any other expression within ,-* statements, whereas stored procedures must #e in oked using the CALL statement. ,tored procedures may return result sets, i.e. the results of a SELECT statement. ,uch result sets can #e processed using cursors, #y other stored procedures, #y associating a result set locator, or #y applications. ,tored procedures may also contain declared aria#les for processing data and cursors that allow it to loop through multiple rows in a ta#le. ,tored procedure flow control statements typically include IF, WHILE, LOOP, REPEAT, and CASE statements, and more. ,tored

procedures can recei e aria#les, return results or modify aria#les and return them, depending on how and where the aria#le is declared. The exact and correct implementation of stored procedures aries from one data#ase system to another. "ost ma2or data#ase endors support them in some form. (epending on the data#ase system, stored procedures can #e implemented in a ariety of programming languages, for example ,-*, 3a a, C, or C44. ,tored procedures written in non&,-* programming languages may or may not execute ,-* statements themsel es. The increasing adoption of stored procedures led to the introduction of procedural elements to the ,-* language in the ,-*51666 and ,-*5.778 standards in the part ,-*)9,". That made ,-* an imperati e programming language. "ost data#ase systems offer proprietary and endor&specific extensions, exceeding ,-*)9,". A standard specification for 3a a stored procedures exists as well as ,-*