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: General Management

• "Activity-Based Costing for Purchasing Managers' Cost and Pricing Determinations" , Vol. 31, No. 4 (Fall 1995), p. 25.
  
  Many suppliers are selectively using activity-based costing (ABC) in their pricing determinations. Since price is often used as one of the major criteria when purchasing professionals select suppliers, understanding ABC and its use in pricing are important to purchasing managers.

• "Activity-Specific Role Stress in Purchasing" , Vol. 31, No. 1 (Winter 1995), p. 10.
  
  An important managerial function is to determine the sources and effects of stress on employee performance and to be able to take remedial actions. Past research in purchasing has viewed role stress from a global perspective. However, this does not account for potentially different levels of stress associated with the performance of individual purchasing job activities. In this article, the authors identify the primary activities of the purchasing manager and investigate the level of role ambiguity and role conflict associated with each of them. The results suggest that there are five distinct stress groupings of activities: (1) supplier relations and sourcing, (2) core buying activities, (3) source-to-scrap analysis, (4) inside-outside decisions, and (5) tooling activities. Similar results were found for gender and purchasing responsibility subgroups. The managerial implications of these findings for recruitment, training, and stress management are discussed.

• "Indicator Qualities of the NAPM Report On Business®" , Vol. 35, No. 2 (Spring 1999), p. 29.
  
  Much has been written over many years concerning use of the data in the NAPM Report On Business® as economic indicators but there has not been any recent attempt to review and evaluate the research. This article reviews the representation of business activity by economic indicators, compares qualities of NAPM Report On Business® data to those desirable in indicators, summarizes previously published research on the use of NAPM data as indicators, and presents some new and previously unpublished research on this subject. The use and value of NAPM data in the development of purchasing and supply strategy is also discussed. It is concluded that NAPM data possesses many desirable indicator qualities, are useful in the analysis of business and economic activity, and have value in the development of purchasing and supply strategy.

• "International Countertrade: Has Purchasing's Role Really Changed?" , Vol. 31, No. 4 (Fall 1995), p. 38.
  
  Countertrade is an important marketing tool that has enabled companies to overcome trade barriers, obstacles of inconvertible currencies and borrowing constraints, and to enter otherwise saturated markets. Purchasing traditionally has played an after-the-fact role in countertrade transactions, most often being brought in after the deal has been consummated, when the details of valuation and disposal of reciprocal goods must be worked out. Countertrade has often led to problems with the disposal of goods taken as payment, a concern for purchasing, since one of purchasing's traditional functions is to find uses for reciprocal purchase obligations.

• JIT Purchasing: Impact of Freight and Inventory Costs, Vol. 23, No. 2 (Summer 1987), p. 24.
  
  This article is not available online.

• "Measuring Relative Productivity and Staffing Levels in a Federal Procurement Office" , Vol. 31, No. 3 (Summer 1995), p. 44.
  
  A number of attempts have been made to measure productivity and staffing needs within federal procurement offices. Previous attempts, however, have failed to adequately measure the relative (weighted) differences in both work tasks and staffing levels across offices examined.

• "Sources of Purchasing Managers' Influence Within the Organization" , Vol. 31, No. 4 (Fall 1995), p. 2.
  
  A review of the concepts associated with organizational influence is presented; then this perspective is applied to the purchasing function. The conclusion is that purchasing managers' organizational influence is a function of four types of power: (1) position, (2) expert, (3) resource, and (4) political power. Subsequently, five variables determine the extent to which these power bases may be used by purchasing managers. These variables are the industry, firm, department, CEO, and individual characteristics of the purchasing manager. Each of these power bases and variables are explored as they relate to purchasing managers. As a result of the analysis and discussion, five practical guidelines for increasing purchasing's influence are suggested.

• "The Impact of Tacit Knowledge on Purchasing Decisions" , Vol. 35, No. 1 (Winter 1999), p. 42.
  
  This research examines the use of tacit knowledge in making purchasing decisions. A model is developed which combines the use of both formal data and tacit knowledge in the decision-making process. A survey of 97 purchasing managers revealed that almost equal amounts of formal data and tacit knowledge were used in making buying decisions. The use of both types of information in decision making appears to be related to the concept of bounded rationality.

• "The Perceived Impact of Supply Chain Management on Organizational Effectiveness" , Vol. 38, No. 3 (Summer 2002), p. 49.
  
  Supply chain management seeks to enhance competitive performance by closely integrating the internal functions within a company and effectively linking them with the external operations of suppliers and channel members. This study was undertaken to study the impact of supply chain management on overall organizational effectiveness and to identify problems that affect supply chain management success. The results show that organizations generally considered themselves successful at managing their supply chains. However, while they have achieved significant improvement in organizational performance, they have not reached the order of magnitude of improvements ascribed to supply chain management.

• The Purchasing Function and PERT Network Analysis, Vol. 4, No. 1 (Winter 1968), p. 69.
  
  This article is not available online.

• The Rediscovery of Modern Purchasing, Vol. 29, No. 4 (Fall 1993), p. 47.
  
  This article is not available online.