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: Strategic Issues

  • A Conceptual Framework for Computing U.S. Non-manufacturing PMIs, Vol. 43, No. 3 (Summer 2007), p. 43.

    This research develops a conceptual framework for computing new weighted composite indexes for the U.S. non-manufacturing sector using a two-step sequential approach — a correlation analysis, followed by a principal components analysis. The results suggest that different weights (i.e., the highest weight to New orders and the lowest weight to Supply deliveries) be assigned if all diffusion indexes in the initial set of six are retained. It also turns out that a simpler index based on two (New orders and Supply deliveries) of the six diffusion indexes, with equal weights, can be computed with little information loss. The new indexes are shown to correlate highly with many key business/economic indicators.
  • "A Holistic Approach to New Product Development: New Insights" Members Only Content, Vol. 40, No. 4 (Fall 2004), p. 37.

    Literature for some time has endorsed a participative approach to new product development. Nonetheless, practice still seldom follows theory. The production, purchasing and logistics areas, as well as suppliers and customers, continue to be underrepresented at many manufacturing firms. This research provides empirical support for including these parties early in new product development. It demonstrates the positive impact their participation can have on manufacturing efficiency and agility, delivery service and organizational performance. It also reveals that there is ample room to increase their participation at many firms.
  • A Long Range Outlook for Critical Materials, Vol. 13, No. 3 (Fall 1977), p. 12.

    This article is not available online.
  • A Model for Purchasing Strategy, Vol. 15, No. 3 (Fall 1979), p. 2.

    This article is not available online.
  • A Program for Equipment Purchasing Strategy, Vol. 8, No. 4 (Fall 1972), p. 42.

    This article is not available online.
  • A Strategic Approach to Procurement Planning, Vol. 17, No. 4 (Winter 1981), p. 2.

    This article is not available online.
  • A Strategic Approach to Procurement Planning, Vol. 25, No. 1 (Spring 1989), p. 3.

    This article is not available online.
  • Business Volume Discount: A New Perspective on Discount Pricing Strategy, Vol. 28, No. 2 (Spring 1992), p. 43.

    This article is not available online.
  • "Concurrent Engineering with Early Supplier Involvement: A Cross-Functional Challenge" Members Only Content, Vol. 29, No. 2 (Spring 1993), p. 3.

    This research explores the view that the traditional sequential, or pipeline, approach to technology and product development is no longer adequate. The rapid escalation of global competition is demanding dramatic reductions in the time-to-market cycle, along with higher quality levels and lower costs. Anecdotal evidence points to concurrent engineering, complemented by early purchasing and supplier involvement, as an approach with tremendous potential in addressing the three key issues of time, quality, and cost. The two most significant features of concurrent engineering are (1) customer focus centering on doing the right things, and (2) cycle time reduction focusing on doing them right the first time.
  • Coordination of Purchasing with Sales Trends, Vol. 13, No. 4 (Winter 1977), p. 10.

    This article is not available online.
  • Corporate Long-range Planning Must Include Procurement, Vol. 16, No. 1 (Spring 1980), p. 25.

    This article is not available online.
  • Costs of Competition: Implications for Purchasing Strategy, Vol. 22, No. 3 (Fall 1986), p. 2.

    This article is not available online.
  • "Creating Corporate Advantage through Purchasing: Toward a Contingency Model" Members Only Content, Vol. 39, No. 1 (Winter 2003), p. 4.

    This study was undertaken to address the need for empirical research for improving and sustaining corporate advantage through purchasing. This article explains how large corporations may effectively manage purchasing synergies among individual business units. It will become clear that in doing so, corporate purchasing officers (CPOs) need to tailor their approach depending on three constructs, i.e., purchasing maturity, corporate coherence, and business context. Based upon these constructs, they may select five different coordinating mechanisms to foster purchasing synergies within their corporation.
  • Decision Criteria Used in Buying Different Categories of Products, Vol. 18, No. 1 (Spring 1982), p. 9.

    This article is not available online.
  • Developing Purchasing Strategies, Vol. 14, No. 3 (Fall 1978), p. 6.

    This article is not available online.
  • Development of a Dynamic Simulation Model for Planning Materials Input Systems: Formulation of the Conceptual Model, Vol. 8, No. 3 (Summer 1972), p. 17.

    This article is not available online.
  • Elements of Purchasing Strategy, Vol. 12, No. 3 (Fall 1976), p. 3.

    This article is not available online.
  • "Enhancing Purchasing's Strategic Reputation: Evidence and Recommendations for Future Research" Members Only Content, Vol. 39, No. 2 (Spring 2003), p. 4.

    Past research in the supply chain management literature has rightfully claimed that purchasing is a strategic function of the business. In contrast, other research has found that the level of involvement by members of the supply function in strategic activities is rather low. In particular, the perception of purchasing by members of one particular group within the firm, marketing, often appears to be similar to that of a clerical function performing low-value-adding activities. Thus, a dichotomy exists regarding what is often claimed (being a strategic function of the business) and the apparent reality (little participation in strategic corporate activities; conflict with members of other organizational functions). In this article, a model predicting purchasing's strategic reputation within the firm is proposed and tested. The results, which are obtained from a survey of purchasing executives, indicate a role for back-and-forth communications and a cooperative relational history to enhance purchasing's reputation within the firm. Implications are discussed for such reputation enhancement of purchasing as a strategic, value-adding function and recommendations are made for future research.
  • Environmental Impact on Purchase Decision Structure, Vol. 17, No. 1 (Spring 1981), p. 30.

    This article is not available online.
  • Environmental Uncertainty and Strategic Supply Management: A Resource Dependence Perspective and Performance Implications, Vol. 43, No. 3 (Summer 2007), p. 29.

    Environmental uncertainty plays a crucial role in the implementation of strategic supply management initiatives. The current study adopts the resource dependence theory to explain the direct effect of supply chain uncertainties on strategic supply management, operationalized as a second-order construct comprising strategic purchasing, long-term relationship orientation, interfirm communication, cross-organizational teams and supplier integration. Using structural equation modeling, the 200-firm sample provided evidence that strategic supply management is driven by supply and technology uncertainty. Demand uncertainty, on the other hand, was not found to have a significant impact on strategic supply management. Findings further support the link between strategic supply management and the performance of both buying and supplying firms.
  • Evaluating Industrial Services, Vol. 14, No. 4 (Winter 1978), p. 29.

    This article is not available online.
  • Evaluating Prospective e-Providers: An Empirical Study, Vol. 43, No. 4 (Fall 2007), p. 29.

    It has been problematic to evaluate prospective providers prior to actual adoption and use of their technologies and services. This research uses the resource-based view of the firm to identify, prioritize and relate e-provider evaluation criteria and evaluation process factors to user satisfaction levels, using cluster analysis and ANOVA on data gathered from 103 companies. The results suggest that firms prioritize intangible evaluation criteria over tangible criteria. Project performance is associated with e-provider performance on intangible evaluation criteria, as well as cross-functional participation in the evaluation process.
  • "Executive and Purchasing Leadership in Purchasing Change Initiatives" Members Only Content, Vol. 34, No. 4 (Fall 1998), p. 12.

    Case analysis was used to investigate executive and purchasing leadership in purchasing change initiatives. The strongest demonstration of CEO support was hiring a new Chief Purchasing Officer (CPO) and/or publicly supporting an organizational restructuring. The primary findings regarding the new CPOs were they: (1) were not promoted from within purchasing in the same organization, (2) had a zest for change, (3) possessed a clear, articulated vision for change, (4) had a passion for the importance of purchasing, and (5) were well educated but had limited formal education in purchasing. The interaction of the CPO and CEO was also analyzed. The most important conclusion was that the CPO must be ready with a clear vision for purchasing to take advantage of the CEO's support. Finally, the analysis showed that it was not necessary for the CEO to have previous purchasing experience to support purchasing change efforts.
  • Fitting Purchasing to the Strategic Firm: Frameworks, Processes, and Values, Vol. 26, No. 1 (Winter 1990), p. 6.

    This article is not available online.
  • How Students Play the Buying Game, Vol. 7, No. 2 (Spring 1971), p. 64.

    This article is not available online.
  • "Integrating Product Life Cycle and Purchasing Strategies" Members Only Content, Vol. 33, No. 1 (Winter 1997), p. 23.

    This article presents a model for the strategic alignment of functional strategies using the Product Life Cycle (PLC) as the "common strategic denominator." The model serves to fill a void in the strategic literature citing a need for the integration of different functional-level strategies into a holistic business strategy.
  • "Inter-Firm Linkages and Profitability in the Automobile Industry: The Implications for Supply Chain Management" Members Only Content, Vol. 37, No. 1 (Winter 2001), p. 11.

    The current studies on supply chain management are limited in their analysis of the linkages between firms in related industries. This study estimates the degree of linkages between automotive parts sup-pliers and automobile manufacturers. Significant linkages are demonstrated by the high correlation coefficients of the P/E ratio of auto parts suppliers and auto manufacturers and by the results of regression analysis. Demand uncertainty in the auto-mobile manufacturing industry, resulting from busi-ness cycles and unexpected labor disputes, is one of the major risks facing auto parts suppliers. Risk assess-ment, utilizing information on linkages, is important for demand management and developing profit-maximizing strategies.
  • "Is Purchasing Really Strategic?" Members Only Content, Vol. 32, No. 1 (Winter 1996), p. 20.

    Does purchasing have a role in corporate strategy? The central theme that has emerged from an examination of prior research in the areas of competitive strategy and purchasing strategy is that the image and status of purchasing is driven by the contribution of the purchasing function to overall corporate performance and to the performance of other functions. Does purchasing performance impact corporate performance? Is purchasing really strategic? This article documents the impact purchasing decisions have on corporate performance. There are strategic "levers" that purchasing can use to enhance the chances for firm success. The implication is that any firm can successfully develop and implement purchasing strategies. A firm's efforts at purchasing strategy development can be successful. Purchasing is indeed strategic.
  • "Linking Purchasing to Corporate Competitive Strategy" Members Only Content, Vol. 31, No. 2 (Spring 1995), p. 2.

    To compete effectively in the global marketplace, a firm must have a competent and strategically integrated purchasing organization. It is important that all functional area strategies and capabilities, including purchasing, be consistent with corporate competitive strategy. It is also critical that a company's suppliers have the capability to meet its strategic priorities. This article develops a conceptual framework to aid in linking purchasing to corporate competitive strategy and to other functional area strategies as well. The proposed model can be used to begin to integrate purchasing into overall corporate strategy.
  • Linking Purchasing to Corporate Competitive Strategy, Vol. 28, No. 4 (Fall 1992), p. 2.

    This article is not available online.
  • Management of Purchasing in an Uncertain Economy, Vol. 11, No. 4 (Winter 1975), p. 3.

    This article is not available online.
  • "Managerial Perceptions of Supply Risk" Members Only Content, Vol. 39, No. 1 (Winter 2003), p. 14.

    There has been a growing emphasis in business on outsourcing production activities and focusing on core competencies. The decision to outsource the production of goods and services, however, has inherent risk. The purposes of this article are to describe characteristics of inbound supply that affect managerial perceptions of supply risk and to create a classification of those supply risk sources. An analysis of case study data suggests that supply risk is perceived by the effect that purchased items and services have on corporate profitability, market factors, and supplier characteristics. By understanding the characteristics of supply risk, supply management professionals can implement strategies for better managing that risk.
  • MBO — An Approach to Purchasing's Identity Crisis, Vol. 6, No. 4 (Fall 1970), p. 5.

    This article is not available online.
  • Planning for Buying, Vol. 7, No. 3 (Summer 1971), p. 24.

    This article is not available online.
  • Procurement Strategy for Automated Data Processing Equipment, Vol. 6, No. 2 (Spring 1970), p. 48.

    This article is not available online.
  • "Purchasing and Supply Management: Trends and Changes Throughout the 1990s" Members Only Content, Vol. 34, No. 4 (Fall 1998), p. 2.

    Understanding the changes and trends affecting purchasing requires replacing anecdotal evidence with research-based observations. Using data collected annually from leading firms worldwide, this article details the real and projected changes and trends that have affected and will continue to affect purchasing and sourcing professionals. These changes and trends appear within seven areas: (1) performance improvement requirements, (2) supplier and purchasing/sourcing importance, (3) organization, (4) systems development, (5) performance measurement, (6) supply base management, and (7) purchasing responsibilities and activities. A lack of awareness concerning these trends by purchasing professionals limits their ability to anticipate change and respond in a way that will create competitive advantage for their organization.
  • Purchasing Portfolio Models: A Critique and Update, Vol. 41, No. 3 (Summer 2005), p. 19.

    Purchasing portfolio models have spawned considerable discussion in the literature. Many advantages and disadvantages have been put forward, revealing considerable divergence in opinion on the merits of portfolio models. This study addresses the question of whether or not the use of purchasing portfolio models is considered as a sign of purchasing sophistication. Using data from a broad sample of industries, it was found that purchasing sophistication is a two-dimensional construct: purchasing's professionalism and purchasing's position within companies. Results revealed that the position and the professionalism of purchasing are both positively related to the greater use of purchasing portfolio models. Findings indicate that portfolio usage is definitely a sign of purchasing sophistication.
  • "Purchasing's Involvement in Time-Based Strategies" Members Only Content, Vol. 32, No. 3 (Summer 1996), p. 2.

    The authors find several gaps between purchasing's current use and involvement in time-based strategies and what purchasing professionals think their use and involvement should be. These gaps may be due to the fact that purchasing personnel have just begun to use these techniques in a process of continual improvement. Purchasing plays a critical role in time-based strategies, since efficiencies gained here will ripple through the remainder of the processes involved in total cycle time. Finally, the authors offer benchmarks that organizations can use to gauge their current use of time-based techniques and strategies.
  • Raw Materials Procurement Strategy: The Differential Advantage in the Success of Japanese Steel, Vol. 24, No. 1 (Spring 1988), p. 15.

    This article is not available online.
  • "Reverse Marketing: A Synergy of Purchasing and Relationship Marketing" Members Only Content, Vol. 31, No. 3 (Summer 1995), p. 28.

    Firms increasingly realize that dramatically changing market conditions require significant changes in their purchasing function. In more and more firms, purchasing is becoming proactive and strategically important. This phenomenon has been called "reverse marketing." As the term implies, there are clear similarities with the marketing concept. This article explores the concept by describing how companies can implement reverse marketing by making use of well-known marketing concepts and tools. A detailed description of a fictitious case illustrates how basic marketing principles can be used to achieve proactive purchasing.
  • Seeking Strategic Involvement, Vol. 17, No. 3 (Fall 1981), p. 20.

    This article is not available online.
  • Some Long Term Perspectives for Purchasing Management, Vol. 13, No. 4 (Winter 1977), p. 22.

    This article is not available online.
  • "Sources of Purchasing Managers' Influence Within the Organization" Members Only Content, 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.
  • "Strategic Direction through Purchasing Portfolio Management: A Case Study" Members Only Content, Vol. 38, No. 2 (Spring 2002), p. 30.

    Contrary to the growing number of academic publications on purchasing portfolio models in literature, little is known about their actual use. Kraljic's portfolio model, which was developed in 1983, seems to be the dominant approach in the profession. This model, however, does not provide guidelines for strategic movement of commodities and/or suppliers within the matrix. Based on an in-depth case study, derived from a major Dutch chemical company, the use of portfolio techniques in purchasing has been explored and described. The results indicate that Kraljic's portfolio approach, when elaborated and tailored, indeed allows for sufficient guidance for developing effective purchasing and supplier strategies. The case study points out what supplier strategies are feasible and what conditions should be met in order to make them happen.
  • Strategic Procurement and Competitive Advantage, Vol. 29, No. 4 (Fall 1993), p. 12.

    This article is not available online.
  • Strategic Purchasing Planning, Vol. 19, No. 1 (Spring 1983), p. 19.

    This article is not available online.
  • "Strategic Purchasing: A History and Review of the Literature" Members Only Content, Vol. 30, No. 2 (Spring 1994), p. 10.

    This article provides a systematic review of the purchasing strategy literature over the past 30 years. It identifies gaps in the body of research and makes recommendations for future research. The basic managerial problem is that the purchasing function has the ability to influence corporate profitability only when it is operating at a strategic level in the firm. The evolution of the function has been slow; therefore, the contribution the purchasing function can make has yet to achieve its maximum level in many firms.
  • "Strategic Role and Contribution of Purchasing in Singapore: A Survey of CEOs" Members Only Content, Vol. 35, No. 4 (Fall 1999), p. 12.

    The purchasing function is receiving increased attention as a key contributor to the strategic success of the firm. This study seeks to identify the strategic role of the purchasing function and the contributions that purchasing can make in an organization. A mail survey was conducted among CEOs based in Singapore to examine the relationship between corporate competitive strategy and purchasing objectives, as well as how purchasing affects business performance through its integration with other functions, its partnership with suppliers, and its involvement in team decisions. The data collected were factor analysed and the results suggest that purchasing objectives are affected by the firm’s corporate competitive strategy. More important, purchasing can yield better business performance through greater integration with other functions, closer partnership with suppliers, and greater involvement in team decisionmaking.
  • Strategic Sourcing: An Empirical Investigation of the Concept and Its Practices in U.S. Manufacturing Firms, Vol. 42, No. 2 (Spring 2006), p. 4.

    The purpose of this study is to enhance understanding of strategic sourcing and to discuss the challenges in adopting strategic sourcing. First, a literature review is undertaken to identify the key, characterizing elements of strategic sourcing. This is followed by an analysis of the relationships between different elements of strategic sourcing using data from 140 U.S. manufacturing companies. Results indicate that strategic sourcing is based on the status of the purchasing function within the firm, the level of internal coordination of purchasing with other functions within the firm, information sharing with key suppliers and development of key suppliers.
  • Strategic Supply Management and Dyadic Quality Performance: A Path Analytical Model, Vol. 41, No. 3 (Summer 2005), p. 4.

    A number of studies have addressed the critical role of strategic purchasing and its impact on buyer-supplier relationships. Most studies, however, treat buyer-supplier relationships as a single construct. Recognizing that buyer-supplier relationships are a much more complex phenomenon, this study first identifies three critical constructs including supply base reduction, communication and long-term relationships for a broader conceptualization of buyer-supplier relationships. It then explores the effects of strategic purchasing on these three constructs, along with their impacts on dyadic quality performance. The proposed path analytical model was tested using structural equation modeling. Results provide robust support for the notion that strategic supply management improves the quality performance of both supplier and buyer firms.
  • Strategy for Effective Procurement in the 1980s, Vol. 16, No. 4 (Winter 1980), p. 2.

    This article is not available online.
  • Strike-Hedge Purchasing Strategy, Vol. 16, No. 4 (Winter 1980), p. 18.

    This article is not available online.
  • "Supplier Selection and Assessment: Their Impact on Business Performance" Members Only Content, Vol. 38, No. 4 (Fall 2002), p. 11.

    Increasingly, firms are allocating more resources to their core competencies and encouraging the outsourcing of non-core activities, which increases their reliance and dependence on suppliers. This increases the importance of effective supplier selection and assessment. Sparse evidence exists regarding the impact of supplier selection and assessment on a buying firm's business performance. This research describes an empirical study of the importance of supplier selection and assessment criteria of American manufacturing companies for items to be used in products already in production. Moreover, it identifies relationships between criteria and a buying firm's business performance. Results indicate that soft, non-quantifiable selection criteria, such as a supplier's strategic commitment to a buyer, have a greater impact on performance than hard, more quantifiable criteria such as supplier capability, yet are considered to be less important. Assessment of a supplier's willingness and ability to share information also has a significant impact on the buying firm's performance, yet is again considered to be relatively unimportant.
  • Supplier Selection Strategies, Vol. 23, No. 2 (Summer 1987), p. 7.

    This article is not available online.
  • "Supply Chain Flexibility: An Empirical Study" Members Only Content, Vol. 35, No. 3 (Summer 1999), p. 16.

    This article examines dimensions of supply chain flexibility and their relationships with environmental uncertainty, business performance, and functional interfaces. The findings indicate that volume flexibility and launch flexibility are key responses to marketing practices uncertainty and product uncertainty, respectively, in the highly cyclical furniture industry. Volume flexibility is also positively related to all measures of overall firm performance and highly related to market share and market share growth. Overall, excellent performers on supply chain flexibility are rewarded at the bottomline. However, performance with respect to volume, launch, and target market flexibilities has the widest ranging impact on financial and market performance.
  • "Supply Chain Management and Its Impact on Purchasing" Members Only Content, Vol. 36, No. 4 (Fall 2000), p. 33.

    The term "supply chain management" has been used to denote the integration of logistics and physical distribution activities by wholesalers and retailers and manufacturers’ efforts to effectively integrate purchasing and supply with other functions in the firm. The concept is still evolving. There is no generally accepted definition of supply chain management or general understanding of how supply chain management impacts organizational characteristics and practices. This article presents exploratory findings from a comprehensive survey regarding supply chain management. The objectives of this study were to study the impact of supply chain management on purchasing practices, to further define and develop the supply chain model from various perspectives, and to identify problems associated with supply chain management, particularly from the purchasing perspective.
  • "Supply Chain Management: Practices, Concerns, and Performance Issues" Members Only Content, Vol. 38, No. 1 (Winter 2002), p. 42.

    The advent of information technology and intense global competition has enticed many world-class manufacturers and service providers into adopting an integrated strategic approach to supply chain management. Although many supply chain management efforts have failed to achieve the desired results, it has become a significant strategic tool for firms striving to achieve competitive success. Using a survey of senior supply and materials management professionals in the United States, this study investigates the contemporary practices and concerns of supply chain management. This study also relates the practices and concerns to firms' performance by means of bivariate correlation and multiple linear regression analysis. A general conclusion is that all of the significant supply chain management practices positively impact performance.
  • "Supply Chain Management: Supplier Performance and Firm Performance" Members Only Content, Vol. 34, No. 3 (Summer 1998), p. 2.

    This research examines the relationship between supply chain management (SCM) practices, supplier performance, and company performance. The results provide empirical evidence that selected purchasing practices and customer relation practices are strongly associated with the perceived financial and market success of firms responding to the survey.
  • "Supply-Based Strategies, Human Resource Initiatives, Procurement Leadtime, and Firm Performance" Members Only Content, Vol. 34, No. 1 (Winter 1998), p. 12.

    The role of procurement leadtime (PLT) in time-based competition (TBC) has received little attention in procurement and operations literature. This article examines the relationship of procurement leadtime to overall firm performance and identifies key antecedents of procurement leadtime performance. The research focuses on first-tier suppliers to the "Big 3" automobile manufacturers in North America. Linkages among supply-based strategies, human resource (HR) initiatives, procurement leadtime performance, and overall business performance are tested empirically. The study shows that procurement leadtime is significantly related to overall firm performance, especially market share and market share growth. The supply-based strategy of standardization and the HR strategy of employee empowerment are shown to be key drivers of procurement leadtime performance. Also, the combined use of these strategies is shown to have a synergistic effect on procurement leadtime.
  • Target Purchasing: The Price-Volume Distinction, Vol. 14, No. 2 (Summer 1978), p. 14.

    This article is not available online.
  • "The Future of Purchasing and Supply: A Ten-Year Forecast1" Members Only Content, Vol. 36, No. 1 (Winter 2000), p. 14.

    The purpose of this research was the development of the 10-year forecasts for purchasing and supply based upon a close examination of key change drivers. The authors aimed at highlighting the most important areas of concern for purchasing executives. The research included trends of importance for organizations of all sizes, in all major industries — profit and nonprofit, private and public.
  • "The Impact of Purchasing and Supply Management Activities on Corporate Success" Members Only Content, Vol. 38, No. 1 (Winter 2002), p. 4.

    Purchasing and supply management (PSM) has gained a great deal of attention in recent years as both a source of cost savings (Ellram 1996) and a source of competitive advantage (Fine 1998). This article attempts to link PSM best practices to corporate success. The article begins with an introduction and a brief survey of the literature. The research method is presented, followed by a discussion of the hypotheses tested. Next, the results of the research are presented and discussed. The article concludes with managerial and research implications.
  • The PMI, the T-Bill and Inventories: A Comparative Analysis of Neural Network and Regression Forecasts, Vol. 43, No. 2 (Spring 2007), p. 39.

    The PMI is widely used as an indicator of economic trends, and as a short-term forecaster of several important lagging output variables. The PMI's importance has led to several attempts at forecasting its direction. This research builds on this foundation by attempting to forecast the PMI through the use of regression and neural network methodology. Findings indicate that short-term interest rates lead and forecast changes in the PMI by 10 months. Additionally, the paper focuses on the PMI as a predictor. Of the many variables the PMI can fit or predict, results reveal inventories as the most relevant example for supply chain managers, showing the PMI is a predictor of real inventory changes 8 months out.
  • "The Product Life Cycle: A Tool for Functional Strategic Alignment" Members Only Content, Vol. 34, No. 2 (Spring 1998), p. 37.

    This article develops an integrative strategic framework utilizing the Product Life Cycle (PLC) as a "common strategic denominator". The model is an attempt to fill an existing void in the strategic literature concerning the integration of different functional strategies into a holistic business strategy.
  • The Purchasing Executive's Adaptation to the Product Life Cycle, Vol. 3, No. 2 (Spring 1967), p. 62.

    This article is not available online.
  • The Purchasing Revolution, Vol. 11, No. 2 (Summer 1975), p. 18.

    This article is not available online.
  • "The Resource Based Perspective, Rents, and Purchasing's Contribution to Sustainable Competitive Advantage" Members Only Content, Vol. 37, No. 3 (Summer 2001), p. 38.

    The resource based perspective (RBP) within the field of strategy seeks to understand the relationship between a firm's resources and its competitive advantage. Some RBP authors have concluded that it is logically impossible for organizations to generate sustainable competitive advantage from purchasing activities. One of this article's central objectives is to test the validity of that conclusion. It is hoped that the completion of that task may make it possible to assist in the process of raising the purchasing function's strategic profile in the modern firm.
  • The Strategic Consistency Between Purchasing and Production, Vol. 27, No. 2 (Spring 1991), p. 15.

    This article is not available online.
  • "Toward the Development of a Supply Chain Management Paradigm: A Conceptual Framework" Members Only Content, Vol. 40, No. 2 (Spring 2004), p. 27.

    This article provides a structured analysis for conceptual and theoretical developments in the field of supply chain management. The article proposes a conceptualization of the supply chain problem domain called the "3S Model." The model highlights three dimensions of interest to supply chain scholars and practitioners alike: the synthesis of the business and resources network; the characteristics of synergy between different actors in the network; and the synchronization of all operational decisions related to the control of the production and delivery of goods and services.
  • Use of the Product Life Cycle Concept in Development of Purchasing Strategies, Vol. 16, No. 2 (Summer 1980), p. 12.

    This article is not available online.
  • Use of the Product Life Cycle Concept in Development of Purchasing Strategies, Vol. 12, No. 4 (Winter 1976), p. 19.

    This article is not available online.