摘要:

Purchasing and materials managers are increasingly concerned with ISO 9000 registration, both as a prerequisite for participation in global markets and in supplier selection. The ISO 9000 guidelines link certification requirements to quality‐related corporate issues, and can be used as a screening tool for companies when assessing a supplier's process conformance. However, many important areas of quality management arenotaddressed by ISO 9000. The Malcolm Baldrige Award criteria, on the other hand, provide a comprehensive framework within which to conduct an evaluation of suppliers’ quality systems.The similarities and differences between the two frameworks are compared in a map that is validated using survey data from 314 North American organizations. The results suggest that ISO 9000 registration criteria fail to measure key areas of quality management, including strategic planning, employee involvement, quality results, competitive benchmarking, and customer satisfaction. Based on these results, the implications for the design of supplier quality measurement and evaluation systems are discussed.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00220.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

What jobs will exist in a typical firm's purchasing function in the future? The predictions include the following: The absolute number of jobs within purchasing will decrease, as will the layers of management. Purchasing organizations will adopt flatter forms, with less emphasis on hierarchy and less distinction between positions. “Functional silos” will become obsolete. The classical functions of marketing, manufacturing, engineering, purchasing, finance, and personnel will be less important in defining work. More people will take on project work focused on continuous improvement of one kind or another. Fundamental restructuring and reengineering will become a way of life at most companies. The primary focal points will be a new market‐driven emphasis on creating value with customers; greatly increased flexibility; a new business‐driven attack on global markets that includes a deployment of information technology; and fundamentally new jobs. Work will become integrated in its orientation, and the payoffs will increasingly be made through connections across organizational and company boundaries. New measurements that focus on strategic directions will be required. Metrics will be developed, similar to the “cost of quality” metric, which incorporate the most important dimensions of the environment. New human resource management approaches will be developed; human resource management will become less of a staff function and more closely integrated with the basic work. Teamwork will be critical to organizational success.This article presents the results of an interactive assessment of future purchasing trends provided by two groups of senior purchasing and materials management executives—one group from the North American Executive Purchasing Roundtable, and the other from the European Executive Purchasing Roundtable.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00221.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

A recent survey of manufacturers provides insight into their relationships with providers of international logistics services. The research examines the purchasers’ perceptions regarding the service providers’ capabilities. Further, differences between high‐performance logistics providers and those perceived as providing lower levels of performance are identified and discussed.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00222.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

This article examines the status and recognition of the purchasing function in the electronics industry. Issues also investigated are the perception of purchasing as a strategic or a clerical function; recognition as an equal partner on the top management team; access to information and participation in decision making; and the nature of other functions’ reporting relationships to purchasing. The results confirm previous research that indicates purchasing is viewed increasingly as a strategic contributor to the firm. Further, there appears to be evidence that purchasing participates as a team member in many decision‐making processes of the firm. However, the purchasing function still lacks the status and recognition that should be accorded to a critical strategic function.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00223.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY

摘要:

The computer has become a useful tool for purchasing managers in administering contracts and in daily operations. Additionally, computer support for contract negotiations may also be provided. This article investigates the use of a computerized Negotiation Support System, or NSS, as an aid to a purchasing manager, and to the sales manager with whom he or she is dealing, in a typical industrial buying/selling negotiation. After reviewing the results of three prior studies using student subjects, the article reports on an empirical study — using purchasing managers as subjects — designed to test the effectiveness of an early version of an NSS. In this laboratory test of the NSS, the managers arrived at better contracts (higher joint outcomes and more balanced contracts) in less time when provided with the NSS. From the results of the study and the comments of NSS users, a number of implications for practicing purchasing managers are identified. The article concludes with suggestions about which organizations should develop an NSS and how they should begin the development effort.

ISSN:0022-4030    

DOI:10.1111/j.1745-493X.1996.tb00224.x

出版商:Blackwell Publishing Ltd    

年代:2006

数据来源: WILEY