bluuebunny/crossref_metadata_2025_split huggingface dataset:
Empowering the Purchasing Function: Moving to Team Decisions
Authors: Giunipero Larry C. , Vogt Judith F. 
Published: April 2006

IN BRIEFThis article describes the nature of empowerment and the implications for empowerment and the purchasing function. The article argues that purchasing's position in organizations can allow it to both model and implement empowerment and thus serve as a foundation for culture change and/or Total Quality Management (TQM) applications. The article then reports research findings about the state of empowerment in purchasing. Research found that purchasers: (1) demonstrated a high degree of readiness for incorporating empowerment in their work settings, (2) have adopted many TQM and continuous empowerment techniques in their organizations, and (3) are working as part of teams in their organizations. Finally, the research demonstrates that those who believed that management perceived the function as a strategic/profit‐oriented role were more accepting of empowerment and teaming.
Case‐Based Reasoning Systems in Purchasing: Applications and Development
Authors: Cook Robert Lorin 
Published: April 2006

IN BRIEFCased‐based reasoning (CBR) systems are artificial intelligence software programs that show significant promise for improving the effectiveness and efficiency of purchasing management decision making. This article describes CBR systems technology, presents several purchasing CBR system applications that offer significant potential for future developments, and offers guidelines for case‐based reasoning system development.
Green Purchasing Strategies: Trends and Implications
Authors: Min Hokey , Galle William P. 
Published: April 2006

IN BRIEFOver the last two decades, growing concerns about ecosystem quality have led to a renewed interest in environmentalism. Purchasing professionals should also be concerned and need to rethink purchasing strategies which have traditionally neglected environmental impacts. To help foster environmentally concerned purchasing strategies, this article presents the findings of an empirical survey of NAPM members in firms with a high level of awareness and frequent applications of “green” purchasing. Environmental factors are identified that may reshape supplier selection decisions. The role of “green” purchasing in reducing and eliminating waste is discussed. Also, effects of “green” purchasing on packaging decisions are explored. Finally, some important practical guidelines are suggested which may enhance the effectiveness of regulatory compliance, pollution prevention, and resource recovery.
The Relationship Between EDI and Supplier Reliability
Authors: Walton Steve V. , Marucheck Ann S. 
Published: April 2006

IN BRIEFPast studies into EDI have shown, mostly by examples, that EDI can be used as a supplier management tool to achieve improved supplier reliability by providing both trading partners with better information. This, in turn, leads to closer supplier relationships, fewer late orders, and a decrease in problems with delivered quality, quantity, or mix. The research discussed in this article tests this contention by examining EDI usage patterns and supplier reliability in a sample of 30 companies that transmit purchase orders to their suppliers via EDI. The study found that the quality of delivered products and materials, as well as the delivery of the correct item/mix, is related significantly to (1) the buyer's experience using EDI as a tool in supplier management; (2) the willingness of both the buyer and supplier to share sensitive production and capacity information; (3) the acquisition of the EDI system; and (4) the level of EDI integration with other computer applications. Integrating the findings of this study with past research suggests that EDI can be used as part of an overall supplier management strategy to improve supplier performance and reduce the cost associated with materials acquisition.
The Development of a Time‐Based Construct and Its Impact on Departmental Design and Structure
Authors: Carter Craig R. , Hendrick Thomas E. 
Published: April 2006

IN BRIEFCycle time reduction is a key element of logistics strategy, in which purchasing can play a pivotal role. Time‐related mistakes made by purchasing and materials managers cause dysfunctional ripples throughout the remainder of the supply chain. This article develops a reliable and valid scale to measure purchasing's involvement in timebased strategies and tactics, and examines how the adoption of these activities impacts departmental design and structure.
Monitoring Price Increases with Economic Data: A Practical Approach
Authors: Newman Richard G. 
Published: April 2006

IN BRIEFUsing the Producer's Price Index and the Census of Manufacturers, buyers can track material price movements and changing patterns in labor rates within selected industries. The ability to measure the increase in material and labor costs present in the price structure should make it easier to protect against the price increase. It should also make it more difficult for the suppliers to “pass along” increases in prices that do not add value to the product. In addition, using the material to labor ratio from the Census of Manufacturers, the buyer can monitor trends toward material intensity in the industry. Should this occur, it becomes more difficult to blame price increases on labor, if it is becoming a smaller fraction of price. The PPI can also be used to verify long‐term price increases in the industry as well as key component increases.
Evolving Roles and Responsibilities of Purchasing Organizations
Authors: Johnson P. Fraser , Leenders Michiel R. , Fearon Harold E. 
Published: April 2006

IN BRIEFThe Center for Advanced Purchasing Studies (CAPS) undertook its first focus study investigating organizational relationships in purchasing in 1987. This research was replicated in 1995. A total of 119 firms responded to both studies, providing a unique opportunity to perform a longitudinal analysis on patterns of change within the supply function. Analysis of these 119 firms demonstrated a high level of organizational churning in the areas of organization structure, chief purchasing officer (CPO) reporting relationship, CPO title, and CPO turnover. Findings also indicate that a high percentage of CPOs do not have prior purchasing experience and that organizational change has a negative influence on purchasing's involvement in major corporate activities.
The Potential of Intelligent Software Agents in the World Wide Web in Automating Part Procurement
Authors: Khoo Li‐Pheng , Tor Shu Beng , Lee Stephen S.G. 
Published: April 2006

IN BRIEFThe procurement process is notorious for being tedious and protracted due to data gathering and prolonged negotiations. With the emergence of the World Wide Web, more and more companies have established a visible presence by publicizing their products on their Web sites. If this information can be accessed automatically, ideally without the need for human intervention, the time required for procurement can be reduced. Intelligent Software Agents (ISAs) can potentially fulfill this function. In this article, an implementation of electronic sourcing using ISAs is discussed. An intelligent software agent was created using Java‐To‐GoTM, a template which extends the Java Programming LanguageTM. A client agent from the computer of the sourcing organization visits the Web sites of prospective vendors to determine if they can supply the product according to the procurement specifications. A rudimentary example of sourcing for spur gears is discussed. The demonstration conducted has proven the viability of software agents in undertaking the task of procurement in electronic commerce. Further research and development is necessary before software agents can be used more extensively in electronic procurement.
The Green Supply Chain: Integrating Suppliers into Environmental Management Processes
Authors: Walton Steve V. , Handfield Robert B. , Melnyk Steven A. 
Published: April 2006

IN BRIEFIn business today, companies cannot ignore environmental issues. Increasing government regulation and stronger public mandates for environmental accountability have brought these issues into the executive suite, and onto strategic planning agendas. At the same time, companies are integrating their supply chain processes to lower costs and better serve customers. These two trends are not independent; companies must involve suppliers and purchasers to meet and even exceed the environmental expectations of their customers and their governments. Based on case studies of five companies in the furniture industry, a number of supply chain environmentally‐friendly practices (EFP) are identified. Using accepted qualitative research methods for case‐based research, several primary areas for change to increase purchasing's impact on environmental results are identified: 1. Materials used in product design for the environment 2. Product design processes 3. Supplier process improvement 4. Supplier evaluation 5. Inbound logistics processesThe experiences of these companies illustrate the types of environmentally‐friendly practices used in each of these five areas, and “rules of thumb” which purchasing and supply chain managers can apply. Two additional themes which emerge from this research are the importance of management's commitment to supply chain EFP, and the need to move beyond environmental compliance to achieve a proactive environmentally‐friendly supply chain.
An Empirical Investigation of Outsourcing Decisions
Authors: Laios Lambros , Moschuris Socrates 
Published: April 2006

SUMMARYEighty‐five make or buy decisions, each made in a different enterprise, were classified into three categories (items/services made, items/services bought, new items/services) according to the method of acquisition before the resolution of the make or buy issue. Information was collected on a number of variables and analyzed by statistical methods. Items/services made (subjected to make or buy investigations) are characterized by low product complexity and low commercial uncertainty. On the contrary, items/services bought and new items/services (subjected to make or buy investigations) are characterized by high product complexity and high commercial uncertainty. The involvement of functions and hierarchical levels in make or buy investigations for new items/services was found to be relatively low. This fact increases the risk of making erroneous decisions that have a serious impact on the competitive position and profitability of enterprises.
Purchasing and Supplier Involvement: Issues and Insights Regarding New Product Success
Authors: McGinnis Michael A. , Vallopra Rafeekh Mele 
Published: April 2006

SUMMARYThis research examines the effects of purchasing and supplier involvement on new product success. Two hundred fifty‐two senior purchasing managers completed a mail questionnaire that addressed a wide range of issues regarding the effects of purchasing and supplier involvement, the management of supplier involvement, the organization's strategic orientation, and the organization's competitive environment on new product success. The results indicate that the organization's strategic orientation and competitive environment, purchasing involvement, and supplier involvement affect new product success. The appropriate level, timing, and frequency of supplier involvement was found to vary with the situation. The results also provide insight into the role of purchasing in new product development and the effective management of supplier involvement in new product development.
The Apparel Industry Response to “Sweatshop” Concerns: A Review and Analysis of Codes of Conduct
Authors: Emmelhainz Margaret A. , Adams Ronald J. 
Published: April 2006

SUMMARYThe apparel industry has faced increased scrutiny in recent years due to governmental and consumer concern over the use of “sweatshop” labor in the production of goods. This is particularly true for those firms that use foreign suppliers. As a result, purchasing managers for U.S. apparel manufacturers and retailers have found themselves faced with the challenge of ensuring that their merchandise is produced under humane, equitable conditions, even though suppliers may be located in distant markets outside of the corporate umbrella. This study reviews industry responses to this challenge. Industry initiatives, such as the Apparel Industry Partnership Agreement and the National Retail Federation Statement of principles on Supplier Legal Compliance, are discussed, and the content of codes of conduct from major manufacturers and retailers are analyzed. The review indicates that while many firms have codes of conduct, there is only limited uniformity across codes, the codes lack substantial detail, and the codes are particularly lax in the area of monitoring and enforcement.
Outsourcing Supply Management
Authors: Maltz Arnold , Ellram Lisa 
Published: April 2006

SUMMARYThere is increasing interest in outsourcing part or all of the supply function, but little empirical knowledge of the drivers of this phenomenon. Based on a survey of 126 chief purchasing officers, internal purchasing outperforms third parties when strategic buys are involved. For nonstrategic purchases, performance is about equal for internal and third party purchasers, except where tight systems connections or strategic input are critical. Accompanying case studies support these conclusions and illustrate the approaches used by leading firms to position internal purchasing for maximum efficiency and effectiveness.
Indicator Qualities of the NAPM Report On Business®
Authors: Kauffman Ralph G. 
Published: April 2006

SUMMARYMuch has been written over many years concerning use of the data in the NAPM Report On Business® as economic indicators but there has not been any recent attempt to review and evaluate the research. This article reviews the representation of business activity by economic indicators, compares qualities of NAPM Report On Business® data to those desirable in indicators, summarizes previously published research on the use of NAPM data as indicators, and presents some new and previously unpublished research on this subject. The use and value of NAPM data in the development of purchasing and supply strategy is also discussed. It is concluded that NAPM data possesses many desirable indicator qualities, are useful in the analysis of business and economic activity, and have value in the development of purchasing and supply strategy.
Purchasing and the Learning Curve: A Case Study of a Specialty Chemicals Business Unit
Authors: Sinclair Gavin 
Published: April 2006

SUMMARYThis article presents a case study of the learning curve in a specialty chemicals business unit. Even though the learning curve literature has largely ignored the effects of purchasing, over 80 percent of the total cost reduction in this study was the result of raw material cost savings. The purpose of this article is to highlight the important role played by purchasing in the study of the learning curve. This study was conducted when the author was a business manager in the subject company which allowed for complete access to data, personnel, and company documents. This “insider's position” was a critical factor in uncovering the sources of cost reduction in this business unit. Cost data for 221 products produced by this business unit were evaluated using the learning curve. Cross‐sectional differences in learning rates were analyzed to determine the sources of cost reduction. Cost reduction efforts had the most success when the business unit was able to identify and prioritize the cost reduction opportunities and then apply the proper type and level of resources.
Strategic Role and Contribution of Purchasing in Singapore: A Survey of CEOs
Authors: Goh Mark , Lau Geok Theng , Neo Lillian 
Published: April 2006

SUMMARYThe purchasing function is receiving increased attention as a key contributor to the strategic success of the firm. This study seeks to identify the strategic role of the purchasing function and the contributions that purchasing can make in an organization. A mail survey was conducted among The CEOs based in Singapore to examine the relationship between corporate competitive strategy and purchasing objectives, as well as how purchasing affects business performance through its integration with other functions, its partnership with suppliers, and its involvement in team decisions. The data collected were factor analysed and the results suggest that purchasing objectives are affected by the firm's corporate competitive strategy. More important, purchasing can yield better business performance through greater integration with other functions, closer partnership with suppliers, and greater involvement in team decisionmaking.
The Future of Purchasing and Supply: A Ten‐Year Forecast1
Authors: Carter Phillip L , Carter Joseph R. , Monczka Robert M. , Slaight Thomas H. , Swan Andrew J. 
Published: April 2006

SUMMARYThe purpose of this research was the development of the 10‐year forecasts for purchasing and supply based upon a close examination of key change drivers. The authors aimed at highlighting the most important areas of concern for purchasing executives. The research included trends of importance for organizations of all sizes, in all major industries — profit and nonprofit, private and public. To this end, the research team:
Identified the major economic, demographic, societal, competitive, and technological trends most likely to have major implications for the purchasing and supply management profession, its professionals, and organizationalprocesses
Projected the identified trends for 10 years (2008)
Determined the impact of these trends on purchasing and supply executives
Forecasted the environment for purchasing and supply in 10 years (2008)
Projected the changes to the purchasing and supply profession, its professionals, and organizational processes implied as a result of the research
International Sourcing: An Australian Perspective
Authors: Rexha Nexhmi , Miyamoto Tadayuki 
Published: April 2006

SUMMARYInternational sourcing has emerged as an integral part of firms' competitive advantage building. In spite of increasing management attention to international sourcing, the literature is predominately based on U.S. research. Taking into account the impact of a firm's operational environment upon its sourcing strategies, the applicability of the existing knowledge outside the United States is highly questionable. This study provides new insights into the understanding of international sourcing from the unique perspective of Australia‐located manufacturers. Intra‐firm trade practice among Australian subsidiaries of multinationals is also investigated. While the study found distinctive international sourcing behaviors of Australia‐located manufacturers, it also discovered a distinctive pattern of international sourcing practice.
Manufacturing Support for Hong Kong Manufacturing Industries in Southern China
Authors: Lee Humphrey YH. , Tummala V.M. Rao , Yam Richard C.M. 
Published: April 2006

SUMMARYThe Hong Kong/Southern China area has been a low‐cost manufacturing center. To seize the economic opportunities in the 21st century, Hong Kong must sustain its global competitiveness by further enhancing its manufacturing support competencies. Hong Kong needs strong manufacturing support infrastructures including transportation, information technology, and finance, as well as technical, managerial, and market knowledge competencies. This article identifies relevant manufacturing support activities and examines their importance in developing long‐term competitive manufacturing strategies. Sample survey and structured personal interview methodologies are used to accomplish this objective.
Human Resource Management within Purchasing Management: Its Relationship to Total Quality Management Success
Authors: Carter Joseph R. , Smeltzer Larry R. , Narasimhan Ram 
Published: April 2006

SUMMARYThe extent to which human resource management (HRM) within purchasing management affects total quality management (TQM) was empirically tested. Five primary results emerged, first, organizations with more successful TQM programs were more likely to stress formal performance evaluations of purchasing employees. Second, purchasing employees at successful TQM firms were more involved in key decisionmaking processes that impact their jobs than their counterparts in less successful TQM firms. Third, purchasing employees in organizations with more successful TQM programs had a greater level of perceived support through job security and less fear of failure when taking a risk. Fourth, purchasing employees in more successful TQM firms had more TQM‐related training. Fifth, purchasing employees in more successful TQM organizations were more likely to be rewarded for individual goal attainment than purchasing employees in less successful TQM organizations.
The Purchasing and Control of Supplementary Third‐Party Logistics Services
Authors: van Hoek Remko I. 
Published: April 2006

SUMMARYMass customization poses a challenge to the development of competitive supply chains. Third‐party logistics service providers are targeting customizing operations to supplement their transport and warehousing services. Their expansion is driven by strategies for adding value and upgrading customer relations. This article assesses the development of these relations by presenting the results of a survey conducted among service providers. The assessment covers the nature of the purchasing policy and governance structure applied in this particular type of interfirm relations, including the type of services, contracts, frequency, level, and content of coordination and communication among parties in the chain. It was found that the new transactional context does not represent a market environment in which third parties can escape traditional arm's‐length fixed contracts. It was also found that supplementary customizing services are not often applied. Recommendations are made about purchasing these services and about initiatives for third parties to start expanding their competence within the governance structure.
Collaborative Value Analysis: Experiences from the Automotive Industry
Authors: Hartley Janet L. 
Published: April 2006

SUMMARYAs the nature of competition shifts to a supply chain focus, effectively leveraging suppliers' technical expertise is becoming essential to market success in many industries. Some organizations are using a time‐proven technique, value analysis (VA), to leverage their suppliers' technical expertise. This study reports the benefits and challenges of supplier involvement in VA based on the experiences of four first‐tier automotive suppliers. When suppliers are involved in VA, many ideas can be developed and trust can increase, both of which strengthen buyer‐supplier partnerships. Unfortunately, reluctance to share cost data, lack of engineering resources, and failure to obtain customer approval are barriers to VA implementation. Several practices can be used to overcome these barriers.
Comparisons of the Competitive Position of Canadian, Mexican, and U.S. Suppliers
Authors: Callahan Thomas J 
Published: April 2006

SUMMARYData from 514 Canadian and U.S. purchasing professionals were collected and analyzed to compare Canadian, Mexican, and U.S. suppliers' performance on important competitive dimensions. U.S. purchasing professionals rated Canadian suppliers lower on the dimensions of cooperation, cost, and quality than they rated U.S. suppliers. Canadian purchasing professionals rated U.S. suppliers low on cooperation. Both Canadian and U.S. suppliers rated Mexican suppliers relatively low on all competitive dimensions. These results are discussed and recommendations for future research are offered.