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: Quality Issues

  • 'Quality is Free': A Comparative Study of Attitudes in the U.S. and Japan, Vol. 26, No. 2 (Spring 1990), p. 8.

    This article is not available online.
  • Best Cost Sampling System for Purchased Components, Vol. 4, No. 1 (Winter 1968), p. 29.

    This article is not available online.
  • "Comparison of Quality Management Practices: Across the Supply Chain and Industries" Members Only Content, Vol. 35, No. 1 (Winter 1999), p. 20.

    This article reports the findings of an exploratory study that compares the quality management practices of manufacturing firms at different levels of the supply chain and across different industries. Firms are first separated into three levels in the supply chain - final assemblers, top-tier suppliers, and tertiary-tier suppliers. The study also separates firms into three industry groups - automotive, electronics, and others. A mailed survey was used to collect the data. The analysis found no statistical difference in the level of quality management practices across the supply chain. This contradicts the general speculation that tertiary-tier suppliers have fallen behind final assemblers and top-tier suppliers in quality management practices. However, the results did reveal an industry effect regarding strategic quality planning. The manufacturers in the automotive industry were more active in strategic quality planning than their counterparts in the electronics industry.
  • Evaluating Product Quality: An Application of the Taguchi Quality Loss Concept, Vol. 28, No. 3 (Summer 1992), p. 19.

    This article is not available online.
  • Gaining Competitive Advantage From Integrating Enterprise Resource Planning and Total Quality Management, Vol. 41, No. 3 (Summer 2005), p. 49.

    Using the complex aerospace industry as a backdrop, this exploratory study examines the coexistence of enterprise resource planning (ERP) applications and quality management initiatives, as they relate to competitive advantage and supplier influence. Using a qualitative methodology, the results support the following: (a) a resource-based view that ERP implementation influences competitive position and performance only indirectly through interactions with other resources; (b) that ERP applications do not adequately address the procedural and system complexities of the existing quality programs used by aerospace manufacture; and (c) that ERP implementation increases the influence of the focal firm over the suppliers' quality improvement system.
  • Insuring Quality: Purchasing's Role, Vol. 24, No. 3 (Fall 1988), p. 14.

    This article is not available online.
  • "Internal Relationships and Activities Associated with High Levels of Purchasing Service Quality" Members Only Content, Vol. 35, No. 3 (Summer 1999), p. 25.

    This article presents findings from a comprehensive survey concerning internal service quality in a wide variety of U.S. companies. The objectives of this article were to further develop the internal service quality model and to study the internal customer-supplier relationships of companies with high levels of purchasing service quality. Purchasing managers were asked to assess and describe both incoming and outgoing internal service quality and associated activities for their purchasing departments and the organization as a whole. The respondents were also asked to assess the service quality provided to their firm's external customers. This information was used to summarize performance in each area for respondents with high levels of internal service quality, from both an internal supplier and internal customer perspective. Comparative information is provided for firms having low-to-moderate levels of internal service quality.
  • Operationalizing Quality Considerations in the Purchasing Process, Vol. 28, No. 1 (Winter 1992), p. 10.

    This article is not available online.
  • PM's and the Price-Perceived Quality Relationship, Vol. 14, No. 4 (Winter 1978), p. 9.

    This article is not available online.
  • "Purchasing's Preparedness for ISO 9000 International Quality Standards" Members Only Content, Vol. 32, No. 4 (Fall 1996), p. 46.

    International quality standards such as the ISO 9000 series are fast becoming a strategic consideration as more firms compete in the global marketplace. This article examines ISO 9000 from the perspective of the purchasing function. As international competition becomes more intense, cost, quality, and competitiveness become linked. Thus, purchasing becomes a key player as a firm develops its competitive strategy.
  • The Buyer-Supplier Relationship in Total Quality Management, Vol. 25, No. 2 (Summer 1989), p. 10.

    This article is not available online.
  • The Quality Capability Survey — Results, Reliability and Recommendations, Vol. 5, No. 2 (Spring 1969), p. 15.

    This article is not available online.
  • The Quality Capability Survey: A Procurement-Quality Management Control, Vol. 5, No. 1 (Winter 1969), p. 5.

    This article is not available online.
  • "The Role of Purchasing and Materials Management in Total Quality Management and Customer Satisfaction" Members Only Content, Vol. 30, No. 3 (Summer 1994), p. 3.

    Total quality management (TQM) is both a philosophy and a set of guiding principles that represent the foundation for continuous organizational improvement. TQM is the application of not only quantitative methods but also human resource management principles to improve the materials and services supplied to an organization, all the processes within that organization, and the degree to which the needs of customers are met. The research discussed in this article integrates the concepts, ideas, and findings that have merged from ongoing multi-phase studies of purchasing's role in TQM. From this research, sponsored by the Center for Advanced Purchasing Studies (CAPS), the investigators have developed several ideas about what purchasing organizations should do to attain total quality management goals.
  • The Zero Defects Concept and Ultimate Material Cost, Vol. 1, No. 1 (Spring 1965), p. 62.

    This article is not available online.
  • Understanding Quality Control, Vol. 9, No. 2 (Spring 1973), p. 12.

    This article is not available online.
  • "Use of ISO 9000 and Baldridge Award Criteria in Supplier Quality Evaluation" Members Only Content, Vol. 32, No. 2 (Spring 1996), p. 2.

    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 are not addressed 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.