摘要:

IN BRIEFThis article provides a summary of The Purchasing Futures Research Project, sponsored by the Center for Advanced Purchasing Studies (CAPS). The project's goal was to develop a vision of the nature of the purchasing and supply management function in the next century, including roles, responsibilities, capabilities, and organizational structures. The article identifies various purchasing and business market trends and synthesizes these into strategic organizational propositions that describe how purchasing and supply management can develop during the next century.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00225.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

Partnerships are frequently presented in purchasing literature as a generally applicable, universally desirable solution to the problem of sourcing strategy choice. This article argues that although this conclusion may be valid for large corporations, it is inappropriate for the majority of smaller companies that make up the bulk of activity in any economy. On the contrary, it is suggested that the effort to form partnerships will frequently be met by supplier indifference or resistance, and the strategy itself is high risk, high cost, and necessarily involves purchasers in an undesirable net loss of power.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00226.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

This article provides a detailed case study of successful buyer‐supplier partnership development and maintenance at the Eastman Kodak Company. Kodak followed a methodical approach, adapting a managerial guideline for “partnering” originally developed by one of the authors in 1991. The term “partnering” is used here in the sense of cooperative buyer‐supplier relationships, rather than in the legal sense. This article provides a summary of the key issues Kodak faced, along with the benefits it has experienced in developing and maintaining successful partnering relationships.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00227.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

As firms experience relentless pressure to innovate and improve, many are responding by creating organizational structures that promote cross‐functional and cross‐boundary communication, coordination, and collaboration. Because most firms studied expect to use teams to support future procurement and sourcing decision making, it is important to understand how to best manage the cross‐functional sourcing team process. Unfortunately, researchers who study teams rarely reach the same conclusions about the factors affecting team success. There is one variable, however, that most researchers agree consistently affects team success — the effectiveness of the formal team leader.The purpose of this article is to examine the critical role that team leaders play and the challenges they face in a cross‐functional sourcing team environment. The final section details three assessment scales used to help identify a sourcing team leader's behavioral style and ability to satisfy critical leadership requirements.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00228.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

During the 1970s and 1980s, many second‐ and third‐world countries accumulated enormous external debt. For countries facing convertible currency shortages or borrowing constraints, countertrade provided a means of circumventing structural trade imbalances. Due to intense global competition and the secrecy surrounding countertrade, little data is available regarding the scale and scope of this trading practice. This article updates the findings of a government survey performed in the mid‐1980s and compares several parallel statistics from the earlier and later surveys. The combined information traces a pattern of American involvement in countertrade during the past decade.This study also examines countertrade's impact on the supply function by considering the placement of reciprocally purchased goods — a task most frequently assigned to purchasing. The influence that counter‐traders’ experiences may have on their choice of disposal options is explored through analysis of the more recent survey's data. The findings indicate that a majority of U.S. firms use reciprocal goods in their own operations. A number of future research directions are suggested as a follow‐on to this study to provide additional detail regarding how countertrade affects the supply function and the supply base.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00229.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

International quality standards such as the ISO 9000 series are fast becoming a strategic consideration as more firms compete in the global marketplace. This article examines ISO 9000 from the perspective of the purchasing function. As international competition becomes more intense, cost, quality, and competitiveness become linked. Thus, purchasing becomes a key player as a firm develops its competitive strategy.Midwestern purchasing executives were asked for their views on issues related to source assessment, quality, and ISO 9000. The results indicate that the purchasing and supply function is likely to have a strategic impact on a firm's globalization process. Consequently, purchasing executives in such firms must be prepared to commit to the ISO 9000 series of standards.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00230.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY