Article Index - Results

1995 NAPM Insights Article Index
Term selected: National Association of Purchasing Management

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.

  • A Year of Opportunity Members Only Content
    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."

  • Adding Value Through Certification Members Only Content
    Sid A. Brown, C.P.M., November, Vol. 6, No. 11, p. 2.

    This new accreditation will complement the C.P.M.

  • Adding Value Through Customer Service Members Only Content
    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.

  • Adding Value Through Strategic Sourcing
    Sid A. Brown, C.P.M., September, Vol. 6, No. 9, p. 1.

    This article is not available online.

  • Adding Value Through Supplier Relationships Members Only Content
    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.

  • Adding Value for Excellence
    Sid A. Brown, C.P.M., October, Vol. 6, No. 10, p. 48.

    This article is not available online.

  • Adding Value for our Companies Members Only Content
    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?"

  • Adding Value to Ourselves Members Only Content
    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.

  • 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.

  • 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.

  • Embracing Change
    R. Jerry Baker, C.P.M., March, Vol. 6, No. 3, p. 2.

    This article is not available online.

  • Finding the Balance Members Only Content
    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?"

  • J. Shipman Gold Medal Recipient: Paul K. Moffat, C.P.M. Members Only Content
    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.

  • Let's Mentor the Nonpurchaser Members Only Content
    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.

  • 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.

  • Networking to Success in Anaheim Members Only Content
    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.

  • New Look Solid Vision
    R. Jerry Baker, C.P.M., October, Vol. 6, No. 10, p. 2.

    This article is not available online.

  • 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.

  • Purchasing and the 21st Century Members Only Content
    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.

  • Reengineering And Personal Responsibility Members Only Content
    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.

  • Research - Allowing Us to Add Future Value Members Only Content
    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.

  • Setting and Maintaining Standards of Excellence Members Only Content
    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.

  • The Educated Customer
    Robert Dunn, December, Vol. 6, No. 12, p. 48.

    This article is not available online.

  • The Negotiation Continuum Members Only Content
    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.