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: Services Purchasing

  • Evaluating Industrial Services, Vol. 14, No. 4 (Winter 1978), p. 29.

    This article is not available online.
  • Manufacturing and Service Supply Chain Performance: A Comparative Analysis, Vol. 42, No. 4 (Fall 2006), p. 4.

    As the economy evolves from manufacturing to services, it is important to understand whether the lessons learned in the manufacturing sector can be directly extrapolated to service supply chains. Unfortunately, the majority of existing supply chain research focuses exclusively on the manufacturing sector. To address this deficiency, this article compares the effect of traditional manufacturing-oriented supply chain strategies on the operational and financial performance of firms in both service and manufacturing sectors. The results highlight similarities and differences between the two sectors — demonstrating that effective supply chain strategies in one sector may not be appropriate in the other sector. This suggests that practicing managers should identify appropriate benchmarks and competitive priorities before pursuing specific supply chain strategies. The insights provided by this research should help guide companies toward strategies that may positively affect their specific organization's operational and financial performance.
  • MPC and Professional Services Purchasing, Vol. 15, No. 4 (Winter 1979), p. 20.

    This article is not available online.
  • Problems in Contracting for Professional Services, Vol. 11, No. 4 (Winter 1975), p. 9.

    This article is not available online.
  • Purchasing Intangibles, Vol. 16, No. 3 (Fall 1980), p. 25.

    This article is not available online.
  • Purchasing of Contracting Services, Vol. 11, No. 1 (Spring 1975), p. 23.

    This article is not available online.
  • "Purchasing Professional Services: The Case of Advertising Agencies" Members Only Content, Vol. 33, No. 3 (Summer 1997), p. 2.

    Purchasing managers are often tasked with the purchase of such professional services as legal, engineering, computing, and advertising. This article focuses on the purchase of advertising services. The main conclusion is that purchasing managers should play a role in relation to the efficiency of the advertising agency rather than the effectiveness: a commercial contribution rather than a marketing contribution. They should collaborate with marketing as part of the team selecting, evaluating, and monitoring agencies. Purchasing's role may also extend to involvement with the advertising agency suppliers, depending on the relationship between purchasing and marketing/advertising, the nature of the commitment with the agency, and the expertise of the purchasing managers. Benefits to both the buying firm and its agencies from such involvement are identified and recommendations are offered for purchasing professionals involved in the team purchasing of advertising services.
  • "Purchasing Professionals' Perceived Differences between Purchasing Materials and Purchasing Services" Members Only Content, Vol. 38, No. 1 (Winter 2002), p. 54.

    This research addresses a gap in the current literature by examining the differences between the process of purchasing services and the process of purchasing materials. Four hypotheses concerning the possible differences were developed based on a review of the relevant literature. These hypotheses were then tested using qualitative focus studies and a quantitative survey involving 82 purchasing managers with an average of 9.8 years' purchasing experience. Also, 14 interviews were conducted with purchasing executives to gain a better understanding of perceived differences. The results indicate that perceived differences exist between the processes of purchasing services and purchasing materials, especially in terms of the complexity of these processes. These perceived differences vary by the number of years of purchasing experience and the type of purchasing experience (services versus materials). Fifteen individual process steps were examined to determine the exact nature of the differences between these two processes. Managerial and research implications are discussed throughout the article.
  • The Buyer of Professional Services: An Examination of Some Key Variables in the Selection Process, Vol. 10, No. 1 (Winter 1974), p. 22.

    This article is not available online.
  • Total Cost of Ownership in the Services Sector: A Case Study, Vol. 42, No. 1 (Winter 2006), p. 27.

    Few detailed studies exist of the trade-offs to be made when developing a comprehensive, strategically focused total cost of ownership (TCO) model. Moreover, most studies of TCO have been conducted in manufacturing firms, with little or no TCO research directed toward service organizations. This research presents the results of a study conducted at a leading vehicle glass repair and replacement organization. The results show how TCO information can be used for strategic decision making regarding the allocation of volumes. This information can also be used in the identification of improvement areas for preferred suppliers by introducing a limited number of key performance indicators that have a significant impact on the TCO of supplier offerings. The paper highlights some of the trade-offs required in designing such a model. It fills an existing literature gap that allows service organizations to better understand the development and implementation of total cost measurement systems.
  • "Understanding and Managing the Services Supply Chain" Members Only Content, Vol. 40, No. 4 (Fall 2004), p. 17.

    Services have become increasingly important as the driving force in the U.S. economy. However, there has been little research to date on services supply chains. It is believed that service businesses can benefit by applying some best practices from manufacturing to their processes. However, the inherent differences in services create a need for supply chain management tools specific to the services sector. This article documents the growing importance of the services sector and of services purchasing. Next, it develops a supply chain framework appropriate for a services supply chain by comparing and contrasting the applicability of three product-based manufacturing models: Global Supply Chain Forum Framework, SCOR and Hewlett-Packard's Supply Chain Management Model. Finally, this research describes the challenges for procurement professionals managing purchases for a services supply chain and provides suggestions for use of supply chain management theory, and practices for improvement.