摘要:

The authors find several gaps between purchaasing's current use and involvement in time‐based strategies and what purchasing professionalsthinktheir use and involvement should be. These gaps may be due to the fact that purchasing personnel have just begun to use these techniques in a process of continual improvement. Purchasing plays a critical role in time‐based strategies, since efficiencies gained here will ripple through the remainder of the processes involved in total cycle time. Finally, the authors offer benchmarks that organizations can use to gauge their current use of time‐based techniques and strategies.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00280.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

Multi‐disciplinary teams have become essential to success in today's volatile business environment. However, many organizations have not been successful in implementing the team concept. This article discusses a group of case studies that examine the obstacles organizations encounter as they implement integrated product teams. Based on results of the case studies, the authors offer a suggested approach for organizing successful cross‐functional teams – and for developing the skills required of purchasing professionals for successful team membership.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00281.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

Based on two British case studies involving 25 companies, of which six industrial wholesalers are central actors, this research concluded that, overall, EDI strengthens industrial buyer‐seller relationships. Actors who use EDI in their role as purchasers do in fact experience the advantages normally associated with the use of EDI. But from the suppliers' point of view, the perceived strengthening is unrelated to how and how much EDI is used. Many suppliers have implemented EDI largely to retain their customers, but frequently gain no direct financial benefits from the use of EDI. Thus, the benefits of EDI are not equally distributed. Purchasers of the industrial products studied have not yet made EDI a condition for doing business. At the same time, most suppliers tend to overestimate the amount of additional business they are getting by implementing EDI.The article concludes with a discussion of the managerial implications of these findings – and four strategies for EDI implementation are proposed.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00282.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

Recent interest in purchasing as a key strategic function has led to numerous articles that describe programs or technologies that can be implemented to help a firm achieve a competitive advantage through the sourcing function. What is lacking is work that focuses on the people who will implement these programs. This article deals with motivating the purchasing professional to acquire and use the skills necessary to make the function a strategic asset to the firm. A model for motivating skill acquisition and use through measurement systems, compensation systems, and the interaction of both is developed and then empirically tested.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00283.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

Maintenance, repair, and operating (MRO) supplies have long been considered one of the least systematic and most problematic areas of purchasing. In the quest for productivity, many firms have attacked this area for cost savings and value‐added opportunities. This research reveals that in practice MRO purchasing is in three phases of development, with different purchasing activities, processes, and user interfaces, as well as perceptions, at each phase.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00284.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

Increasingly, purchasing managers are finding that they are gatekeepers of valuable information for which adequate security must be provided. As relationships between purchasers and suppliers become increasingly interdependent through partnering arrangements, the need to document and provide adequate security increases. The authors believe that with recent trends in supplier relations, purchasing managers must take a proactive approach to provide for the safety of their firms' proprietary information.This article explores the trade‐secrets problem facing managers, and suggests a program for reducing the risks of information misappropriation.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00285.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY