Journal of Supply Chain Management

Article Index - Results


A valuable reference tool, the Article Index is a comprehensive list of articles that have appeared in the Journal of Supply Chain Management (formerly International Journal of Purchasing and Materials Management, Journal of Purchasing & Materials Management and Journal of Purchasing). Articles are organized by subject for easy locating and study.

Journal Article Index
Term selected: Evaluating Purchasing Performance

  • A Reinterpretation of Procurement to Close the Academic Credibility Gap, Vol. 4, No. 4 (Fall 1968), p. 31.

    This article is not available online.
  • A Systematic Approach for the Analysis and Evaluation of Purchasing Policy, Vol. 9, No. 3 (Summer 1973), p. 73.

    This article is not available online.
  • An Approach to Vendor Performance Evaluation, Vol. 22, No. 4 (Winter 1986), p. 2.

    This article is not available online.
  • An Examination of Collaborative Planning Effectiveness and Supply Chain Performance, Vol. 41, No. 2 (Spring 2005), p. 14.

    Many organizations are attempting to gain a competitive advantage by integrating their suppliers more thoroughly into key supply chain processes. This calls for greater strategic and operational cooperation between buyer and supplier firms, often involving some degree of collaborative planning. Advances in information technology are making it possible for firms to share planning informationmore quickly and easily. This study surveyed purchasing executives whose firms are involved in collaborative planning with suppliers to examine several factors that support effective planning and the impact that effective collaborative planning has on performance in the buying firm. The results show that effective collaborative planning is dependent on the level of trust and the quality of information shared between firms.
  • "Benchmarking Internal Supply Chain Performance: Development of a Framework" Members Only Content, Vol. 37, No. 1 (Winter 2001), p. 37.

    This article develops performance measures that can be computed through publicly available information. The article describes an approach for benchmarking using these performance measures and demonstrates how meaningful results may be derived from this exercise. By following this frame-work, a firm can identify areas of opportunity for improvement in its internal supply chain. Further, the framework can help to identify specific reasons behind the perfor-mance levels in the internal supply chain and stim-ulate performance improvement. To illustrate the framework, it is applied to the paint industry. The framework provides meaningful results for the firms in the industry.
  • Buyer Performance Evaluation: Major Considerations, Vol. 10, No. 4 (Fall 1974), p. 51.

    This article is not available online.
  • Cost-Based Supplier Performance Evaluation, Vol. 24, No. 1 (Spring 1988), p. 2.

    This article is not available online.
  • Determining Performance Appraisal Criteria For Buyers, Vol. 24, No. 2 (Summer 1988), p. 18.

    This article is not available online.
  • Development of a Supplier Evaluation Technique Utilizing Financial Information, Vol. 6, No. 4 (Fall 1970), p. 21.

    This article is not available online.
  • Evaluating Order Point Inventory Systems, Vol. 24, No. 2 (Summer 1988), p. 27.

    This article is not available online.
  • Evaluating Purchasing Performance, Vol. 5, No. 3 (Summer 1969), p. 59.

    This article is not available online.
  • Factors That Appear to Influence Purchasing Department Performance, Vol. 3, No. 4 (Fall 1967), p. 16.

    This article is not available online.
  • "Internal Service Quality in Purchasing: An Empirical Study" Members Only Content, Vol. 34, No. 3 (Summer 1998), p. 50.

    Many organizations consider the implementation of total quality management a requirement to maintain a competitive advantage. In addition to the existing research that addresses general principles of total quality management, an emerging body of literature has attempted to define internal service quality. However, little research to date has empirically examined internal service quality among departments. The purpose of this study was to explore internal service quality from the purchasing department's point of view. The results indicated that (1) internal service quality initiatives could be adopted to a greater extent within U.S. organizations, (2) purchasing considered communication with their internal customers to be less effective with their internal customers than with their internal suppliers, (3) while supplier management activities are viewed as necessary for the overall improvement of service and product quality, relatively few of these activities have been actively implemented, and (4) although purchasing managers viewed themselves as providing good, to very good, service quality to their internal customers, they were critical of their internal suppliers.
  • Measuring Purchasing Effectiveness, Vol. 13, No. 1 (Spring 1977), p. 3.

    This article is not available online.
  • Measuring the Purchasing Man: TREND, Vol. 9, No. 4 (Fall 1973), p. 68.

    This article is not available online.
  • Performance Based Evaluation Systems Under Total Quality Management, Vol. 29, No. 1 (Winter 1993), p. 35.

    This article is not available online.
  • Purchasing and Profit: Contributions Worth Measuring, Vol. 23, No. 3 (Fall 1987), p. 2.

    This article is not available online.
  • "Purchasing Competence and Its Relationship with Manufacturing Performance" Members Only Content, Vol. 36, No. 2 (Spring 2000), p. 17.

    This article develops purchasing competence as a valid construct and explores its relationship with different manufacturing priorities. An empirical study is conducted among purchasing professionals in manufacturing firms. The results of the research indicate that purchasing competence can be operationalized, developed, and estimated in a firm. Further, purchasing competence is found to have a positive impact on manufacturing cost, quality, and delivery, as well as new product introduction and customization performance. Purchasing integration, a component of purchasing competence, is found to relate to all dimensions of manufacturing performance.
  • Purchasing Performance Measurement and Evaluation, Vol. 20, No. 3 (Fall 1984), p. 16.

    This article is not available online.
  • Purchasing's Internal Service Performance: Critical External and Internal Determinants, Vol. 41, No. 2 (Spring 2005), p. 26.

    This article examines the importance of purchasing's level of internal and external cooperation on its internal service performance and how leadership influences both internal and external cooperation. Results found that visionary leadership increases purchasing's internal and external cooperation, which in turn improves purchasing's internal service performance. The data were obtained from a survey of 2,500 Institute for Supply Management™ members, and were analyzed using structural equation modeling. The implications for practicing managers and for future research are discussed.
  • "Purchasing's Performance as Seen By Its Internal Customers: A Study in a Service Organization" Members Only Content, Vol. 33, No. 3 (Summer 1997), p. 36.

    In today's Total Quality Management environment, the purchasing function is not only responsible for securing vital production and facilitating resources for its organization, it is also charged with providing quality service to its internal customers. To date, the purchasing profession does not have a widely accepted instrument to measure the dimensions of service quality within a purchasing context. This research attempts to address this void by applying SERVQUAL, an instrument that has traditionally been used to assess retail consumer perceptions of service quality, to purchasing performance within a service organization. Initial results indicate that SERVQUAL does provide the purchasing function with a useful method for obtaining feedback from its internal customers.
  • Reward!, Vol. 1, No. 1 (Spring 1965), p. 16.

    This article is not available online.
  • The Accounting Approach to Performance Measurement, Vol. 13, No. 2 (Summer 1977), p. 24.

    This article is not available online.
  • The Accounting Approach to Performance Measurement, Vol. 16, No. 2 (Summer 1980), p. 27.

    This article is not available online.
  • The Composition of Industrial Buyer Performance, Vol. 9, No. 3 (Summer 1973), p. 50.

    This article is not available online.
  • The Impact of Interorganizational Internet Communication on Purchasing Performance: A Study of Chinese Manufacturing Firms, Vol. 42, No. 3 (Summer 2006).

    This study investigated the effect of interorganizational Internet communication on purchasing performance. On the basis of a review of the relevant literature, three key dimensions of Internet communication behaviors were identified: frequency, diversity and formality. A model was developed to depict the antecedents of interorganizational Internet communication and the impact of such communication on purchasing performance. Responses from 284 Chinese manufacturing firms were used to test the study’s hypotheses. Results revealed that the frequency, diversity and formality of Internet communication played an important role in determining the level of purchasing performance. Additionally, formality was critical to managing information flows over the Internet and preventing potential Internet information security risks. Further, results indicated that two factors, perceived Internet security risks and norms of Internet information sharing, significantly influenced Internet communication behaviors.
  • The Influence of a Firm's Cross-Functional Orientation on Supply Chain Performance, Vol. 41, No. 4 (Fall 2005), p. 4.

    In today's growing complexity of global networks of supply chains and hypercompetitive business environments, firms are confronted with the need to manage supply chain activities across functions and between firms. While prior research has noted the benefits of collaboration between functional areas for enhanced supply chain performance, there is not yet empirical evidence on whether an orientation toward working collectively among different functions for a firm's supply chain could influence customer satisfaction and supply chain responsiveness. A structured questionnaire was administered to U.K.-based food service suppliers, and 112 usable mail responses were obtained. Measures supporting cross-functional orientation (CFO) were developed using exploratory and confirmatory factor analyses, and hypotheses were tested via path analysis. The findings show that a CFO positively affects customer satisfaction and supply chain responsiveness. The length of Internet adoption was also found to play a critical role in enhancing CFO, through positive moderating relationships with customer satisfaction and supply chain responsiveness.
  • "The Relationship Among Purchasing Benchmarking, Strategic Purchasing, Firm Performance, and Firm Size" Members Only Content, Vol. 35, No. 4 (Fall 1999), p. 51.

    Benchmarking is not a new process, but it has received increasingly more emphasis within the purchasing process during the recent past. This article presents a brief background and description of benchmarking. The literature on the value of benchmarking is then reviewed. Next, hypotheses are presented and tested on the relationship among benchmarking, strategic purchasing, and firms' performance. Finally, research and managerial implications of the research results are discussed.
  • Using 'BARS' to Appraise Buyer Performance, Vol. 19, No. 3 (Fall 1983), p. 11.

    This article is not available online.
  • What's in a Name?, Vol. 4, No. 4 (Fall 1968), p. 52.

    This article is not available online.
  • Work Study in Purchasing — A Case Study, Vol. 3, No. 1 (Winter 1967), p. 42.

    This article is not available online.