A valuable reference tool, the Article Index is a comprehensive list of articles that have appeared in Inside Supply Management® (formerly Purchasing Today® and NAPM Insights®) magazine. Articles are organized by subject for easy locating and study.
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A Year of Opportunity
Beverly B. Miller, C.P.M.,
May,
Vol. 6,
No. 5,
p. 1.
There is an old saying that "time flies when you're having fun," and my
experiences as your president have proven to me that it's absolutely true. As
a result of your invitations to visit and speak to affiliates and districts, I
have been on the road for NAPM for 175 days this past year and I have enjoyed
every minute of every day. Your hospitality to me and my husband, Don, has
been extraordinary, and I want to thank you for that. My goal for 1994-95 was
to contribute my time and talent to a profession and an organization that has
been good for me and my company. Along the way, I hope that I have brought to
your attention that "entrepreneurial attitudes" can "create a competitive
advantage."
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Adding Value Through Certification
Sid A. Brown, C.P.M.,
November,
Vol. 6,
No. 11,
p. 2.
This new accreditation will complement the C.P.M.
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Adding Value Through Customer Service
Sid A. Brown, C.P.M.,
December,
Vol. 6,
No. 12,
p. 2.
Providing excellent service to our customers (both internal and external)
best exemplifies what ADDING VALUE is all about. It's a fundamentally
understood principle that high customer satisfaction leads to positive
results. Industry Week magazine cited a study indicating that 20 percent of
satisfied customers will return to do business again with the same supplier --
while 79 percent of very satisfied customers will definitely buy again from
the same source. True customer satisfaction drives business and personal
success. "Externally" -- the results are usually increased sales and enhanced
profits. "Internally" -- the results include improved satisfaction and
teamwork, leading to enhanced cooperation and personal promotion within your
own organization. The individuals who passionately believe that serving the
customer is their most important responsibility, as well as make a conscious
commitment to serving all their customers in a positive and enthusiastic
manner, will be the ones who will be most valued for their excellence by their
employers.
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Adding Value Through Strategic Sourcing
Sid A. Brown, C.P.M.,
September,
Vol. 6,
No. 9,
p. 1.
This article is not available online.
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Adding Value Through Supplier Relationships
Sid A. Brown, C.P.M.,
August,
Vol. 6,
No. 8,
p. 1.
Numerous purchasing professionals and their companies have successfully
illustrated the value of good supplier relationships. Today's market
conditions are providing us with a true test of just how good our current
relationships are. Now is an excellent time for each of us to reevaluate the
strengths and, even more so, the weaknesses of our existing supplier
relationships.
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Adding Value for Excellence
Sid A. Brown, C.P.M.,
October,
Vol. 6,
No. 10,
p. 48.
This article is not available online.
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Adding Value for our Companies
Sid A. Brown, C.P.M.,
June,
Vol. 6,
No. 6,
p. 1.
Change has become the only constant function in today's work environment.
Technological advances are producing a major revolution in the way we conduct
business today. Already the growing momentum of this technology is compelling
us to not only make constructive changes, but also is requiring us to do so
quickly. To make this happen, companies are becoming more visonary, asking,
"How can we do better tomorrow than we did today?"
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Adding Value to Ourselves
Sid A. Brown, C.P.M.,
April,
Vol. 6,
No. 4,
p. 1.
As professionals responsible for supplying the essential materials and
services necessary for our employers to be successful, we cannot become
comfortable or complacent just because we have been functionally and
reasonably efficient in the past. We cannot presume that our current skills
and knowledge will allow us to rest on our past laurels. We continually need
to improve or "add value" to ourselves, both professionally and personally, to
meet the higher expectations our employers will have for us in the future. How
we prepare ourselves today will not only have a deep and lasting effect on how
we conduct our jobs in the future, but also will affect whether we will even
have our jobs.
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Adding Value: A Road Map for Success
Sid A. Brown, C.P.M.,
March,
Vol. 6,
No. 3,
p. 1.
This article is not available online.
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At 80 Years of Age — It's Still Young and Vibrant
Beverly B. Miller, C.P.M.,
February,
Vol. 6,
No. 2,
p. 1.
This article is not available online.
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Embracing Change
R. Jerry Baker, C.P.M.,
March,
Vol. 6,
No. 3,
p. 2.
This article is not available online.
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Finding the Balance
R. Jerry Baker, C.P.M.,
April,
Vol. 6,
No. 4,
p. 2.
Today's business environment seems to be about pressure. Organizations
are under pressure to remain competitive and viable; upper management is under
pressure to make this happen; and so it goes down the line of the
organizational structure. It follows that somewhere along the line, you will
feel the pressure. The question residing in us all becomes, "How do I deal
with the pressure and achieve success in my work?"
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J. Shipman Gold Medal Recipient: Paul K. Moffat, C.P.M.
Jeanette Budding,
June,
Vol. 6,
No. 6,
p. 46.
The work of 1995 J. Shipman Gold Medal recipient Paul K. Moffat, C.P.M.,
has probably touched all of our lives. We see his work daily in the coins in
our pocket. If any of these coins are dated after 1965, they're a
composite-clad metal of copper and nickel. The conversion to produce these
metal clad coins by Texas Instruments was successful due in large part to
Moffat's procurement responsibilities. He served as materials manager and
advanced to business manager for the group/division of Texas Instruments which
was responsible for converting 95 million tons of silver coins to 95 million
tons of copper-nickel-clad coins in a two-year time frame.
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Let's Mentor the Nonpurchaser
R. Jerry Baker, C.P.M.,
June,
Vol. 6,
No. 6,
p. 3.
CEOs'/Presidents' Perceptions and Expectations of the Purchasing Function (Fearon and Bales,
1993), a study conducted by the Center for Advanced Purchasing Studies (CAPS) in 1993,
revealed that purchasing's role in its traditional purchasing capacity is smaller than commonly
believed. The newest CAPS study, Purchasing of Nontraditional Goods and Services (Fearon and
Bales, April 1995), further finds that a majority of the purchases in an organization are not
procured by personnel who fully understand the logical purchasing process. In fact, on average,
acquisitions not handled by the purchasing department make up about 59 percent of the total
dollars spent, against purchasing's 41 percent. The new study also discloses that many
organizations are not able to identify who spends the money and how much is spent.
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Let's Take This Opportunity to Lead
R. Jerry Baker, C.P.M.,
September,
Vol. 6,
No. 9,
p. 2.
This article is not available online.
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Networking to Success in Anaheim
Jeanette Budding,
July,
Vol. 6,
No. 7,
p. 52.
The buzzword in Anaheim this year was networking and sharing
information. The conference kicked off on Sunday, May 21 with six leading-edge
sessions. President Beverly B. Miller, C.P.M., emphasized this message at the
annual breakfast Monday morning, May 22, by encouraging all participants to
share information, build relationships, and learn as they attended the
workshops and plenary sessions.
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New Look Solid Vision
R. Jerry Baker, C.P.M.,
October,
Vol. 6,
No. 10,
p. 2.
This article is not available online.
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One of NAPM's Biggest Assets — Our Volunteers
Beverly B. Miller, C.P.M.,
January,
Vol. 6,
No. 1,
p. 1.
This article is not available online.
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Purchasing and the 21st Century
Cherish Karoway,
February,
Vol. 6,
No. 2,
p. 58.
This year, NAPM's International Purchasing Conference explores strategies
to enhance purchasing's role in the rapidly changing workplace.
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Reengineering And Personal Responsibility
R. Jerry Baker, C.P.M.,
February,
Vol. 6,
No. 2,
p. 2.
Last September, in addressing the issue of reengineering, this column
said, "Reengineering should be viewed not as traumatic but rather as yet
another area of opportunity for purchasers to take a leadership position." And
while these words are no less true now than when first printed, we also
recognize it's difficult to contemplate the broader realities of reengineering
when your own position may be on the line.
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Research - Allowing Us to Add Future Value
Sid A. Brown, C.P.M.,
July,
Vol. 6,
No. 7,
p. 1.
We constantly use products or services at our offices without thinking
about how they evolved, why they are a particular shape, or how they do what
they do. We are more interested in the end result, which allows us to perform
our jobs in more efficient and profitable ways.
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Setting and Maintaining Standards of Excellence
Carolyn Pye,
April,
Vol. 6,
No. 4,
p. 77.
With the new century rapidly approaching, the world continues to be a
growing, changing place. Change has taken over the workplace too, becoming
more the rule than the exception. The National Association of Purchasing
Management, Inc. (NAPM) has seen its own changes and growth.
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The Educated Customer
Robert Dunn,
December,
Vol. 6,
No. 12,
p. 48.
This article is not available online.
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The Negotiation Continuum
R. Jerry Baker, C.P.M.,
November,
Vol. 6,
No. 11,
p. 48.
Whenever two or more people get together and have to make a decision or
come to a conclusion, they are negotiating. In fact, we negotiate all the time
as we navigate through life. Since the dawn of creation, people have been
negotiating with each other. In business, negotiating is intrinsic to many
relationships, not the least of which is the buyer-seller alliance. As such,
mastery of negotiating is an essential tool in every purchasing/supply
management professional's skill set.
