1996 International Conference Proceedings (April 1996)

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Title:
10 Tips For Successful Outsourcing
Abstract:
Many major U.S. corporations have recently been restructured and downsized to remain competitive in the industry. The emphasis on reducing the size of the manufacturing plants and the work force, and the new philosophy of retaining only core competencies in-house has led to a tremendous amount of outsourcing activity over the past five years. Case, for example, has been involved in outsourcing manufacturing components ranging from welded assemblies to hydraulic cylinders; logistics functions including warehousing and packaging; and some expediting functions. We have also made progress in the area of indirect services such as security, mail room, janitorial, and lawn care services. We have not, as yet, explored outsourcing the purchasing, inventory control, or production control functions of the company. Outsourcing the non-core activities offers a tremendous strategic advantage to the company by reducing operating costs and improving its ability to react to the cycles of the business. There are, on the other hand, a variety of new challenges that outsourcing creates for the Purchasing Department; especially when it occurs in a compressed time frame created by a company downsizing. Whether your company is outsourcing to reduce costs, to gain technical expertise, or due to capacity problems, we have found ten key tips to be invaluable to making the outsource a success.
Authors:
Mark Miller C.P.M., C.I.R.M
Steve Fogle C.P.M.


Title:
A Case Study In JIT 'Point Of Use' Materials Supply
Abstract:
The Issues. Our company is in the midst of change. This change is not in the nature of a from-to movement; from some former structure to a new and different one. Rather, the change is a shift in philosophy from the rigidity of fixed state hierarchy and "long-standing" procedures, to an acceptance of "change" as a necessary, ongoing mechanism for continuous improvement. As business goals and strategies are redefined, the Procurement function must be evolving to meet new expectations. Three years ago, The Timken Company, Gaffney Bearing Plant, began this process of decentralizing the Procurement function. We installed a paperless purchasing and material control system. A new accounting system was also brought on-line. We have adopted a JIT approach for Procurement; inventories and lead times have been drastically reduced. Hundreds of items have been moved from the Storeroom crib into shopfloor, point-of-use, binfill programs with key suppliers. Obsolete and redundant inventory items have been identified and removed and we are working to drastically reduce our supplier base. In short, we are developing a culture of decentralized control and employee empowerment.
Authors:
David L. Callahan


Title:
A Toolkit for Successful International Negotiation and Business Partnering
Abstract:
Successful purchasing has always involved competence in a variety of skills. The globalization of business has placed new skill demands on practitioners, who are required to negotiate product sourcing in business environments hitherto unfamiliar, or unknown. At the same time, new business paradigms are changing the assumptions upon which supplier relationships have traditionally been based. As the concept of client-supplier partnerships becomes a core factor in competitive advantage, new relationship management skills are required. In short, a new set of competencies is needed to meet the challenges of today's increasingly borderless world. What are these competencies and how can purchasing professionals acquire them?
Authors:
Andrea Charman


Title:
Achieving Legitimate Purchasing Process Improvement
Abstract:
Purchasing departments are typically measured by how well suppliers or individual Buyers perform, but it is also important to measure how well the entire Purchasing function and its processes perform, by comparing key attributes to those of world-class companies. A Purchasing Diagnostic is a tool to determine if a Purchasing organization has the appropriate strategy, structure, systems, skills and training necessary to meet its business objectives.
Authors:
Mark Gordon, C.P.M., CPIM
Dan Gordon, C.P.M.


Title:
Add Value or Bust
Abstract:
The profession of purchasing evolved within the corporate structure having as its primary responsibility, control. The traditional roles upon which purchasing developed no longer fulfill a progressive management's expectation. Changes due to competitive pressure now require a much expanded responsibility. Remaining traditional philosophy detracts from making the necessary changes. Purchasing must provide value to the business process by becoming a resource. Management, by purchasing, of the supply chain, relationships, and developments is essential to the profession's survival. Many barriers exist, including ourselves.
Authors:
Gerard J. (Jerry) Hayes, C.P.M.


Title:
Affiliate Road Map...How to Travel from Mediocrity to Excellence
Abstract:
The Workshop is designed to provide affiliate leaders with guidance on how to challenge themselves individually as well as the membership with the objective to improve the value of the local affiliate.
Authors:
Dolores Avezzano
Richard J. Ross, C.P.M.


Title:
An Adventure in Team-Building!
Abstract:
Go on a weekend trip of fishing and glacier viewing from Juneau, Alaska on a chartered 36-foot boat and be challenged to assure your survival before you and your friends are rescued. This hands-on workshop will demonstrate through an adventure team-building simulation the importance of the group process in team effectiveness versus individual problem solving. Time constraints to complete the exercise may actually replicate your daily work environment. We will also discuss the characteristics of effective teams. These elements are important to understand as Purchasing personnel are being required to take a more proactive role on internal and external Teams. Due to time constraints, the workshop will be restricted to 50 active participants, with Teams consisting of 5 individuals.
Authors:
Dennis J. Dureno, C.P.M., CPIM, CIRM


Title:
An Investigation of Conflict Resolution between Buyers and Suppliers in Strategic Long-Term Cooperative Relationships
Abstract:
Over the past two decades, North American and European companies, seeking competitive advantage in a fast-paced global marketplace, have been making the transition from traditional, adversarial buyer-supplier relationships toward more cooperative buyer-supplier "partnerships" in which there are significant information sharing and collaborative goal setting activities. Up to this point, however, the preponderance of the literature has only addressed relationship development issues such as:
Authors:
James L. Patterson, C.P.M.


Title:
Another Link In The Chain - Electronic Parts Catalogs
Abstract:
The role of Purchasing must be taken in the context of Supply Chain Management. One facet of this role is the management of information exchanges with suppliers. This presentation explores the purpose of information standards in a successful supply chain, using the Rail Industry as a case study. It relates the Rail Industry's recent effort to develop a standard for the exchange of electronic parts catalogs.
Authors:
Dennis Smid, PhD
Jo-Ann Kane


Title:
Applications of Process-Oriented Teams in Materials Management
Abstract:
In the recent past, we have all been told how we can build teams to improve performance related to productivity, quality cost and delivery. Many consultants, managers and other practitioners help us to develop team structures, develop cohesiveness among team members, develop team strategies and objectives, etc., but few have truly communicated specifically why it is important in materials management. In this paper, we develop the justification for the use of teams in the processes that make up materials management.
Authors:
Thomas E. Callarman, C.P.M., CFPIM
John Kovach, Jr. C.P.M.


Title:
Becoming A Process-Based Procurement Organization
Abstract:
In today's highly focused business environment, procurement organizations are positioned to play an increasingly important role in delivering bottom-line results. To seize the opportunities before them, these organizations must deliver meaningful financial contributions, in the form of cost reduction and avoidance AND revenue generation as well as improvements in productivity, service quality and risk management. This can be done most effectively through 1) clarifying the processes for which the procurement organization is responsible and 2) capitalizing on relationship management with both internal partners and external suppliers. Our objective is to present a case study of how to design and implement a process-based procurement organization. We will cover major challenges, key learnings and critical success factors.
Authors:
Victoria Rupp
Paul McDonough


Title:
Best Practices Approach To Implementing A Purchasing Card Process
Abstract:
The Situation. A need exists within corporations today to reduce operating expenses and increase profitability. The procurement profession is evolving to become a strategic business solution resource. On an average, 80 percent of the transactions that purchasing processes accounts for only 20 percent of the dollars they spend, indicating they may be allocating too much time to low-dollar, non-strategic purchases. Opportunity exists within the Purchasing Card product to move purchasing functions away from that of "heads-down" tasks, reduce transaction costs, and allow examination of supplier bases in a more meaningful way. This article will illustrate the methodology and steps to take to implement a Purchasing Card program using a best practices concept. Executive sponsorship is essential and will be discussed later on. The first rule of thumb, which you may want to write on a sheet of paper and post in your work area as a reminder if helpful, is to believe in and practice the concept "Nothing will cross my desk that I don't consider doing a different way."
Authors:
Cheryl A. Harris, C.P.M.
Sandra Cook


Title:
Beyond Buying: Purchasing's Changing Role
Abstract:
Buyers must focus beyond buying in order to assure that they continue to grow within the changing role of the purchasing professional. Traditional transaction based procurement must be replaced by strategic sourcing management.
Authors:
Jim Limperis, C.P.M., CFPIM
Richard G. Weissman, C.P.M.


Title:
Beyond the Procurement Card - The Next Steps
Abstract:
Canadian National Railways began using a procurement card in the late eighties. The initial objectives were to simplify the acquisition of goods in the field and to improve controls over such transactions. These goals have been achieved - now it is time to move on with continuous improvement! Additional objectives of reducing paperwork processing and the associated overheads now need to be addressed. Technology advances, such as the "smart" card, can provide significant benefits to industrial procurement card users.
Authors:
Robert A. Gallant


Title:
Breakthrough Partnering, Bringing Out the Best In Supplier Development
Abstract:
"If supplier development programs like Honda's BP have such proven paybacks, why aren't North American companies jumping to start these programs?" Dave Nelson, Vice President of Purchasing, Honda of America
Authors:
Patricia E. Moody, CMC


Title:
Calculating Total Cost
Abstract:
Purchasers wanting to implement a Total-Cost-based supplier selection process often stumble over how to include non-monetary issues (lead time, services, social policies, etc.). This paper describes a process that allows you to include any issue you deem relevant and determine its cost factor.
Authors:
Mary Lu Harding, C.P.M., CPIM, CIRM


Title:
Changing the Mindset - Essential for Successful Supply Management
Abstract:
Two years ago, Canadian National Railways made a fundamental change in its approach to procurement services, when it replaced its traditional unit cost focus with the "cradle to grave" concept of total supply chain management.
Authors:
Robert A. Gallant


Title:
Characteristics Of World Class Minority Supplier Program
Abstract:
The Wilhoit World Class Minority Supplier Program Self Evaluation Model was developed by Wilhoit on behalf of the Miller brewing company. This evaluation model is partially the result of a soft data study on supplier diversity development. This study was conducted over a three year period. Data supporting the soft data study resulted from talking to over 40 representatives from major corporations who have Supplier Diversity Program in 19 States.
Authors:
Jerry O. Wilhoit, C.P.M.


Title:
China Business....Should You or Shouldn't You?
Abstract:
From poor regions where travel is largely by foot or pony to affluent coastal cities, China is in the midst of an economic boom. Like it or not, the nightmare of Tianamen has given way to the daydream of an Asian gold rush. For the past ten years our company (Barnel International) has plowed new ground in developing sources of supply for a variety of technologies. This session will focus on those experiences which have resulted in a mixed review of successes.
Authors:
Linn E. Nelson


Title:
Coaching Users to Develop Great Specifications
Abstract:
Your First Hand Out Should Provide Basic Purchasing Philosophy. To make any training absolutely successful, especially for non-sophisticated attendees, the instructor needs a very brief document that explains the policies that the purchasing department is required to support. Preferably, it should be limited to one page of easily read material, logically organized, that can be kept on a clipboard or on a desk for quick referencing. I have attached a sample of the one I use for Clark County, and all attendees are invited to modify it accordingly. You are going to be surprised as to the number of employees who tell you how important it is and how often they refer to it.
Authors:
Donald L. Woods, J.D., C.P.M.


Title:
Coalition And Consortium Purchasing Power: It's Big, It's Here, And It's The Future Of Strategic Purchasing
Abstract:
A newspaper headline announced that IBM, ITT, Marriott International, Nabisco Brands PFIZER, and Sears are among ten companies banding together to form the first national services purchasing coalition. A Midwest company has realized cost reductions from 5% to 50% as a result of its membership in a purchasing consortium. One of U.S. WEST'S GROUPS has estimated 5% in its first year of purchased expenditures through its coalition membership. Higher savings are expected in follow-on years as the supplier base gains confidence in these new types of arrangements. Cooperatives, coalition and consortium activities are not new. They have been very active in the Government, Not-for-Profit and Health Care Industries for years. However, as major Companies continue downsizing, small and mid-size companies start up, and Purchasing organizations move from administrators of high transaction tactical purchasing activities to "Strategic" purchases... the formation of alliance purchasing groups may well be a purchasing organization's single largest area of opportunity to add value to its company in the 1990's. This paper will offer examples of purchasing alliance groups, the benefits and issues associated with such alliances and recommended steps to form a purchasing alliance group.
Authors:
Janet L. Sickinger, M.A., M.B.A., C.C.A
Steve Creason


Title:
Cycle Time Reduction: A Procurement Perspective
Abstract:
Superior cost, quality and technological performance do not guarantee success in today's marketplace. Organizations must also be able to compete on the basis of time. This competitive environment presents new challenges and opportunities for the procurement function. This paper presents an overview of the cycle time reduction workshop at the NAPM International Purchasing Conference. Specific topics to be addressed include:
Authors:
Ernest L. Nichols, Jr., Ph.D.


Title:
Defining Purchasing's Quality Costs
Abstract:
A tool that we have used to reduce costs in our purchasing department is called cost of quality (COQ). The basis for the COQ process is to identify and quantify the key drivers of unnecessary costs that can be affected by purchasing. Unnecessary costs are costs when are incurred when things go wrong, when we lose sales and when we must inspect.
Authors:
Mark S. Miller, C.P.M., C.I.R.M.


Title:
Design and Implementation of Electronic Requisitioning of Services
Abstract:
The main issues of this paper concern the design and implementation of electronic requisitioning for service contracts at Consolidated Rail Corporation, Phila., Pa. The contracting of services has often been referred to as the "neglected" side of purchasing despite the fact that service contracts typically involve high dollar amounts (please refer to Exhibit I for expenditure levels) as well as increased risk to exposure when compared to materials purchasing. This is due mainly to the fact that in most cases, contractors are performing services on Company owned or leased property and often involve construction, demolition, and environmental issues.
Authors:
L.T Beddis


Title:
Developing Purchasing Strategies With NAPM Business Survey Data: What's Available and How To Use It
Abstract:
Purchasing business surveys provide extensive and excellent information for tracking, analyzing, and forecasting many business and commodity trends. Illustrations of how purchasing managers can apply this and other information to their companies, suppliers and commodities are presented.
Authors:
Ralph G. Kauffman, Ph.D., C.P.M.
John H. Hoagland, Ph.D., C.P.M.


Title:
Developing Your Study Strategy for the C.P.M. Examination
Abstract:
This paper provides instruction on developing your study strategy when preparing for the Certified Purchasing Manager (C.P.M.) Examination. Topics include alternate study strategies, study skills, test taking skills, and NAPM study aids. Insights provided in this paper are also applicable for those seeking the Accredited Purchasing Practitioner (A.P.P.) designation.
Authors:
Dr. Michael A. McGinnis, C.P.M.


Title:
Developing a Purchasing Strategy: Real Time
Abstract:
Strategic thinking and the formal development of business and functional strategic plans are now back in favor, reversing a trend which started in the late 1980s. Formal strategies were abandoned due to economic conditions, lack of focus on key plans for implementation, stepped up attention given to process and operational improvement, and perhaps more decentralized decision-making and management.
Authors:
George L. Harris


Title:
Developing a Supplier Audit for Quality
Abstract:
During the past 10-20 years, customer expectations of product and service quality have escalated. Industry has responded by focusing efforts and resources on controlling, assuring, and managing quality in order to meet the challenge of global competition and to satisfy customer requirements. Quality management, the synthesis of quality control, assurance, and other planning and control activities that help formulate and implement a firm's quality policy, has received particular attention. Quality management has long-term potential for enhancing a firm's quality performance and, ultimately, its profitability and market share [11]. Quality performance is seen as a cornerstone of overall firm performance.
Authors:
Laura B. Forker, Ph.D., C.P.M.
James C. Hershauer, Ph.D.


Title:
Empowerment In Action: Self-Directed Work Teams On The Job
Abstract:
Roberts Express is a company that knows about self-directed work teams--first hand. Over six years ago, we launched our first team with a handful of volunteers who tried out a different way of doing their jobs--and ended up transforming their organization. Today Roberts has replaced the old hierarchical and departmentalized organization with more than 25 Customer Assistance Teams (CATs) that run our day-to-day operations. And that's just the start; as the company grows, we'll add more teams, working up to as many as 50 CATs within the next three years. Along the way, we'll continue to learn new lessons (some of them, the hard way) about implementing the team approach and making it work. But that's what it takes to make "empowerment" a working tool, not just a buzzword. It's an ongoing effort, but we're convinced that empowered teams are the secret to customer service at Roberts and the key to our business success.
Authors:
Joel Childs


Title:
Entrepreneurship in Purchasing: Reinventing the Function
Abstract:
The presentation focuses on how to move supply management groups toward an entrepreneurial unit. Entrepreneurship offers the advantages of innovation, risk-taking, learning, and focused effort to attain systemwide goals. Specific strategies for creating entrepreneurial supply teams are offered.
Authors:
Alvin J. Williams, Ph.D.


Title:
Environmental Leadership - Proactive Strategies for Competitive Advantage
Abstract:
By managing inputs from external sources as well as disposal of residual materials, purchasing plays a pivotal role in ensuring an organization's compliance with environmental regulations and laws. But leadership means going beyond governmental requirements and doing what is right as a result of environmental conscientiousness. A broad array of options is available to resourceful environmental leaders, ranging from waste stream reduction to product conversion. They may even do well while doing good: creative environmental strategies can enhance bottom line performance while minimizing environmental impact.
Authors:
Eberhard E. Scheuing, Ph.D., C.P.M.
Jeffrey H. Schwartz


Title:
Essential Elements Of Software License Agreements
Abstract:
This document contains those essential elements needed for various software development, license, and support Agreements in both a run time or end use application. Each element listed should be addressed as is applicable to the individual software application.
Authors:
Russ Boyd


Title:
Ethical Standards Committee Workshop: "Has This Ever Happened To You?"
Abstract:
Reciprocity, conflicts of interest, accepting gratuities, failing to keep information confidential, unfair bidding practices are only a few areas of difficulty facing individuals when dealing with suppliers. The entire subject of "Ethics" is a subject that is discussed and debated over and over, year after year. The same questions and issues are addressed with new questions and issues continuing to arise. Why? Because the issues are real and the solutions are not black and white. Because, more people are involved in the purchasing process, especially with the growth of the cross-functional team concept. Further, as new people emerge into the field, training is required. Finally, ethics issues often times hit on gray areas, as the situations vary.
Authors:
Margaret (Peggy) Williams, C.P.M.


Title:
Examining Relationships...
Abstract:
The presenters will report the findings of a recent survey involving buyers, suppliers, and logistics services providers on their use of strategic alliances. The primary research objective was to examine how a firm's size, geographic location and other key characteristics influence the motives for forming alliances and likelihood of alliance success.
Authors:
Dr. Julie J. Gentry
Dr. Judith Schmitz Whipple


Title:
Federal Policy Changes: Effects On Purchasers, Private and Public
Abstract:
Dramatic changes in buying practices have dominated the thinking of private sector purchasers for at least ten years. Driven by the TQM philosophy, this era of change has expanded the role of innovative purchasers in corporate life, reduced the cost of buying, made companies more competitive, and secured higher quality products and services. During much of this period Federal purchasers were directed to continue, and to increase, their use of traditional hard-line, price-oriented buying methods. Softening of this approach began to be noticed in the Federal bureaucracy during the 1993-95 time period, and real change has finally invaded the Federal buying world. This paper is a summary review of these changes at the Federal level. Both executive and legislative initiatives are involved. Regulations have been modified, attitudes and practices of many professionals have changed. The author appraises some of the practical improvements that may be achieved and speculates whether and when one might expect improvements to be observable.
Authors:
Stanley N. Sherman, D.B.A., C.P.M.


Title:
Focusing the Efforts of Suppliers to Meet Organizational Quality Strategies
Abstract:
This presentation discusses a uniquely integrated Purchasing and Supplier Quality Management Process that aligns the role of Purchasing and the Suppliers they manage to the organization's overall quality strategies. This process also multiplies the benefits gained from a Total Quality Management system by focusing Supplier efforts to meet organizational objectives in a systematic way.
Authors:
Ricardo R. Fernandez, CPM, PE


Title:
Green Purchasing: Buying Recycled Products
Abstract:
Environmentally and economically we need to reclaim our resources back from the waste pile and remanufacture them into new commodities thus creating opportunities for new technologies, new products, new markets and a new economic future. Purchasing plays a vital role in this process. Buying recycled reuses material and energy, which when reinvested in remanufacture of products adds billions of dollars to those resources. We in the procurement profession need to learn how to buy recycled products efficiently and effectively in order to benefit the economic and environmental needs of the companies we serve.
Authors:
James T. Milway, C.P.M.


Title:
GrowthPacts: Tomorrow's Success Begins Today
Abstract:
The Issues. Today, global expansion and business transformation are catalysts for change behind virtually every company. The ultimate challenge to MBEs' growth and financial success is their ability to participate in this global expansion and corporate transformation. The challenge for purchasing personnel is to effectively integrate MBEs into their organization's existing structure in spite of the shrinking supplier base. GrowthPacts are viable alternatives to ensure long-term involvement of MBEs, provide solutions to vendor base reduction, and increase profitability in this new global economy.
Authors:
Tom Nesby


Title:
Help! I'm Being Reengineered
Abstract:
Although purchasing is one of the functions most radically changed by a typical reengineering effort, purchasing is rarely the catalyst for a reengineering project. This is due, in part, to the fact that purchasing is only one piece of the supply management "process," crossing many corporate boundaries. As a single part of the process, purchasing is usually not the initiator of reengineering, but rather a participant in a larger, corporate-wide effort. Therefore, purchasers must be aware of the implications of reengineering and how to achieve maximum productivity increases through the effort. Purchasers must also understand appropriate strategies for dealing with reengineering, since the purchasing function is normally not in control of the process.
Authors:
Wade C. Ferguson, DBA, C.P.M.
Robert F. Smith


Title:
How to Create and Manage In-House Purchasing Education Programs
Abstract:
Purchasing organizations today are faced with the challenge of achieving a host of deliverables including reducing their supplier bases, constantly reducing costs, maintaining benchmark supplier quality and assuring customer service in terms of shorter lead-times and JIT initiatives. Typically, all of this must be accomplished with a downsized staff while continuing to seek additional productivity improvements. A key to managing in such an environment is to assure that the purchasing professionals in the work force are well trained in the basic buying skills as well as in leading edge topics. One way to achieve this level of preparedness is to establish an in-house purchasing professional development program aimed toward achieving and maintaining required skill levels. This presentation outlines the process used at Xerox to develop and manage such a program.
Authors:
Claire S. Hauenstein, C.P.M.


Title:
I Wish My Boss Would Let Me Do My Job
Abstract:
How we respond to the actions of the people we report to has a profound impact on our ability to perform our job functions effectively. Our performance is judged more by our boss's perception of how we are doing than by our own. When the boss does not know what we are doing or how he or she is affecting what we do, we suffer and our company suffers.
Authors:
David G. Lightner, C.P.M.


Title:
Implementing a Global Supply Management Training and Certification Program
Abstract:
While there is a wide range of supply management training courses available today, the question still remains on how a company can pull together a comprehensive training program that can satisfy it's training needs on a global basis. In addition, how can you ensure that there is an adequate level of consistency in a purchasing professional regardless of their geographic location. Nortel has several purchasing sites located in Canada, U.S., Mexico, U.K., Ireland, France, Turkey, Hong Kong, China and Malaysia. Often sharing of information, processes and individual knowledge is complicated by the diversity of practices and skill levels.
Authors:
Thomas E. Allen


Title:
Improving the Quality of Purchasing's Service
Abstract:
A dual challenge facing many firms is to improve the quality of goods and services while simultaneously cutting costs; both manufacturing costs and corporate overhead costs. American businesses have come a long way in improving manufacturing costs. Practices such as partnering, strategic alliances, JIT, EDI, quality teams, process control, etc., have all contributed to reducing costs and improving product quality. And purchasing professionals have been a large part of that success story.
Authors:
Dr. David Finn


Title:
Information Technology/Systems Applications
Abstract:
This paper provides an overview of the workshop session to be held during the 1996 NAPM International Purchasing Conference. This session will include brief presentations about purchasing and supply chain information technology/systems innovations and applications identified through the research activities of the Global Procurement and Supply Chain Benchmarking Initiative at Michigan State University and NAPM's Computer Information Systems and Technology group. In addition, two industry participants will provide insights into selected information systems applications at their firms.
Authors:
Robert M. Monczka, Ph.D.
Ernest L. Nichols, Jr., Ph.D.
Robert B. Handfield, Ph.D.


Title:
Integrated Supply: Myths and Reality
Abstract:
Additional material will be presented at the conference. Bill Derville, President of Industrial Distribution Association, will join me in discussing this fast changing business of having an integrator handle your MRO needs, and most often, your storeroom.
Authors:
Joel L. Thomas


Title:
International Political Risk and Sourcing Policy
Abstract:
It is no secret that modern strategic realities for many manufacturers are driving them to source materials and components outside their home country. The result on a global level of these decisions is that manufacturing activity is becoming less concentrated in the traditional industrial powers and is spreading to newly industrialized and developing countries with varying degrees of political stability. The severe consequences from a supply disruption should convince manufacturers that they need to understand the nature and sources of international political risk. Once management has that understanding, they should craft a materials management policy which accounts for those risks. This paper presents a framework by which a company can identify an appropriate sourcing policy given the complexity of its inputs and the stability of its country sources. A case study in the international aerospace industry illustrates how this framework can balance the maximum bearable production risk from international sourcing against the costs of maintaining secondary sources and safety stock inventory.
Authors:
Richard M. Vanatsky, C.P.M.


Title:
Introducing a Supplier Teaming and Quality Program
Abstract:
"Manage your suppliers or they will manage you" was the motivation for a new supplier teaming and quality program at Bellcore. The program reinforces the principal that it is the responsibility of the customer and Purchasing to make sure that maximum value is obtained from suppliers.
Authors:
Edward J. Kovac, C.P.M.


Title:
Issues, Challenges, And Changes...
Abstract:
Since the early 1960s, the modern environmental movement has gained the advantage of a global perspective and technological advancements to further address how environmental concerns impact corporate policy. Actions by private enterprise suggest increasing corporate environmental awareness and effort to reduce consumer and industrial solid waste. The largest component of solid waste, both consumer and industrial, is packaging material. Corporate options to reduce the amount of packaging material entering the solid waste stream may include:
Authors:
Dr. M. Theodore Farris II, Ph.D.


Title:
Just-In-Time Purchasing: Is It Really Strategic?
Abstract:
Both practitioner-oriented and academic literature suggest that just-in-time (JIT) purchasing as a management innovation can be adopted by organizations as a strategy to gain advantage over their competitors. Seven characteristics of JIT purchasing are identified based on a comprehensive literature review. These elements are supplier cooperation, materials quality, quantities purchased, transportation, top management support, training and employee relations. A review of benefits of JIT purchasing implies that implementation of JIT purchasing can increase firms' performance. The benefits include higher inventory turnover, increased product quality and productivity, which theoretically lead to a reduction in product costs. High product quality and reduced costs will usually result in lower prices. Lower prices will lead to increased market share and profit. Data have been collected by a mail survey from both large and small manufacturing and service organizations. The subjects of the survey are business unit chief officers or high-ranking managers. The firms and subjects are identified through a literature review, and the rosters were provided for this research by the American Society for Quality Control and the National Association of Purchasing Management. The research results are presented and discussed.
Authors:
Hale Kaynak, B.S., M.B.A.
Charles F. Bimmerle, Ph.D., C.P.M.


Title:
Kilowatts and Btu's - Energy Procurement
Abstract:
Whether a company is categorized as a manufacturing, commercial, service or public entity, some form of energy will be used to help bring the company's product to their customer. Natural gas, electricity, coal, fuel oils and hydro-electric sources are considered the major energy commodities. Coal, fuel oils and hydro-electric sources are used in specific industries or geographic regions. This presentation will concentrate on the procurement of the most commonly used energy commodities, natural gas and electricity.
Authors:
Russell J. Shroyer


Title:
Leadership and the Volunteer
Abstract:
Directing an organization, be it a business or a volunteer organization, requires both leadership and managerial skills. This paper focuses on the development of those skills in context of NAPM and its Affiliates. Leadership and training opportunities are identified and explored. Leadership characteristics are detailed. Essential managerial skills are discussed and related to association management.
Authors:
Dr. Lee Buddress, C.P.M.
Dr. Alan Raedels, C.P.M.


Title:
Leading Cross Functional Teams - A Software Success Story
Abstract:
This paper will present the different phases of a project that dramatically changed the way Cadre Technologies distributed its software products. It will show how Purchasing skills and leadership helped a $45M software company save $1.5M in less than two years. The project grew out of a need to better control inventory costs, but as other benefits emerged to further support the idea, it became a corporate initiative and cross functional team effort.
Authors:
George F. Parsons, C.P.M.


Title:
Leading Edge Approaches To Training And Developing Purchasing Professionals
Abstract:
This research identifies seven categories of training and development activities in purchasing. Ranging from the highly tactical to the strategic, these are illustrative of the broadening scope of purchasing's responsibilities, particularly those that are boundary-spanning in the development and maintenance of supplier relationships. Findings suggest that limiting training to the lower, or tactical levels, while clearly comfortable for many purchasers, may actually serve to imperil the future of the function in individual firms.
Authors:
Richard R. Young, Ph.D., C.P.M.
Virginia F. Tucker., Ph.D.


Title:
Let's Go Surfin' Now
Abstract:
The Internet, a worldwide network of networks linking over four million computers, is experiencing increased use by both buyers and sellers as a source of information and a medium for conducting business. This article first identifies the functions available on the Internet and discusses tools to aid the user in navigating the "Net." The article then discusses how buyers can use the Internet in the purchasing process and describes many of the information resources available on the Internet. Lastly, the article presents many of the problems and risks associated with doing business electronically and gives a vision for what the future may hold.
Authors:
Dr. Alan Raedels, C.P.M.
Dr. Lee Buddress, C.P.M.


Title:
Lions, Tigers & Bears - Oh My!
Abstract:
Today's world class firms are looking more and more at the importance of working with and through people. Cross-functional teaming is becoming a given in most firms. Purchasing professionals are asked to involve other departments in decisions which heretofore were their responsibility alone. Effective team results depend greatly upon productive interaction of the team members. A good mesh of personalities which include leadership, sensitivity, fun and organization will assure success in the team environment. This paper will explore the basic principles of team interaction and focus on the importance of personality balance. The productive team will fair best if it includes a lion, a monkey, a cocker spaniel and an owl. These animals are light hearted yet factual examples of personalities which can assure success by providing a good balance of important traits for team success. Time will be spent in looking at the facets of those personalities, some tips on interfacing with these temperaments as well as general pitfalls of the team environment.
Authors:
Elaine Whittington, C.P.M., CPCM


Title:
MAPP Managed Acquisition Procurement Plan
Abstract:
The role of the Purchasing Department has changed significantly in the last few years. Members of the Purchasing profession are now highly involved in more value-added activities, such as cost reduction, negotiations, supplier evaluations, cycle time improvements and the development of alliances. In all industries today, the environment is extremely volatile and the supplier bases are decreasing rapidly. It is now, more than ever, that Purchasing must assure its internal customers that they are aligning themselves with suppliers that will be there in the long run to supply the company's requirements. A strategy that incorporates a contingency plan, management of the supply chain and the development of best practice buying strategies can accomplish this by reducing costs, assuring on-time delivery, improving quality, preparing for emergencies, assuring sources of supply, reducing inventories, and increasing standardization. The strategy that we have developed to accomplish this is our Managed Acquisition Procurement Plan.
Authors:
C. J. Brohas, C.P.M.
Karen Riegert, C.P.M.


Title:
Managing Cultural Differences in Buyer-Supplier Relationships
Abstract:
The increase in global sourcing means that purchasing managers must understand, value and manage cultural differences. To help achieve this goal, a knowledge of the underlying dimension of a culture is helpful. In particular, it is beneficial to have an understanding of a culture's industrial history, relationship to technology, natural resources, religion and geography. An understanding of these dimensions will assist managers value and mange the differences necessary for effective buyer-supplier relationships.
Authors:
Larry R. Smeltzer


Title:
Managing High Technology Suppliers
Abstract:
The process of purchasing items with significant technical content requires a balanced combination of business and technical resources. In recent years, however, corporate restructuring has dramatically reduced the available technical support. For buyers challenged by this situation, this paper describes techniques to assist in managing high technology suppliers.
Authors:
Robert A. Silveri, C.P.M.


Title:
Managing Logistics Risks in Global Procurement
Abstract:
Purchasing executives and their management teams in global business struggle each day with a plethora of commercial, political, organizational, and technological changes. These forces are having a profound effect on the types and complexity of risk purchasing organizations face each day. The speed of change is reducing reaction time and increasing supply management risk. There is a compelling need for a new paradigm of global supply management risk assessment and control for purchasing organizations of virtually every size throughout the world.
Authors:
Joseph R. Carter D.B.A., C.P.M.
Bruce G. Ferrin Ph.D.


Title:
Managing MRO Consumables With Distributor Partnerships
Abstract:
Purchasing is under more pressure to add value to the company's bottom line. Unfortunately, in MRO, the most visible purchasing activity is more clerical that substantive, and can be viewed as no more than a waste of personnel resources. We owe it all to MRO consumables and the inordinate amount of time we spend trying to buy the vast array of products and items in a timely fashion. The search is on to find a better way of purchasing these nickel and dime items while also making greater contributions to the corporate efforts. One way is to rethink the world of distribution and harness the tremendous resources it represents to satisfy the internal clients and raise the level of purchasing from transaction execution to commodity and process management.
Authors:
Lawrence M. Brandt


Title:
New Purchasing Measures Produce Better Results
Abstract:
The Issue. Most manufacturing purchasing departments are measured against the usual three: (1) last price paid or standard cost, (2) delivery against promise or standard lead times and (3) quality as determined by the pass or fail standards of incoming inspection. While these measures are easy to apply, they are completely wrong for most businesses.
Authors:
Michael Harding, C.P.M.


Title:
Nontraditional Purchasing Needs Nontraditional Methods
Abstract:
In many organizations, the largest proportion of purchased expenditure is in non-production goods and services. These "nontraditional" areas, such as insurance, utilities, consultants, travel and advertising, are typically purchased without the benefit of professional buying practice and skills. The value for money obtained by more effective purchasing practiced on this expenditure represents a major opportunity. To maximize this opportunity in nontraditional purchased, nontraditional methods are needed.
Authors:
William L. Michels, C.P.M.
E. Jonathan Hughes, M.C.I.P.S.


Title:
Opportunities and Issues When Implementing EDI
Abstract:
The paper offers an overview of opportunities utilizing Electronic Data Interchange (EDI) technology to support purchasing operations. It is oriented toward purchasing professionals interested in learning the basic concepts of Electronic Data Interchange and gaining an understanding of potential applications. Estimated start-up and operating costs are identified as are areas of potential cost savings. An implementation plan is recommended to help the professional quick-start an EDI program with key suppliers and reduce installation problems. The paper goes beyond traditional EDI applications supporting purchasing activities by recommending EDI applications linking other functional areas in the company to enhance purchasing support.
Authors:
Dr. M. Theodore Farris II, Ph.D.


Title:
Opportunities and Pitfalls of Recent Transportation Deregulation
Abstract:
This paper discusses changes to transportation regulation including the Transportation Industry Regulatory Reform Act of 1994 and the Federal Aviation Administration Authorization Act of 1994. A history of regulatory changes leading up to the current legislative acts is used to identify the impetus for change and the resulting shake-out of the transportation industry. The paper provides a summary overview of the changes resulting from the acts and what this will mean to buyers of transportation services. The paper is geared toward identifying opportunities to effectively procure transportation services by understanding the regulations and utilizing them to pay a fair price for the organization. It identifies potential problem areas for buyers to be aware of and avoid.
Authors:
Dr. M. Theodore Farris II, Ph.D.


Title:
POPP: Purchasing Opportunity Performance Program
Abstract:
Over the past 15 years the major automotive manufacturers and, more recently, major retail chains have pursued a policy of year-on-year price reduction from their suppliers.
Authors:
Robin Jackson, M.C.I.P.S.
Dr. Peter Evans, F.C.I.P.S.


Title:
Partnering In The Public Sector
Abstract:
Purchasing in the public sector is thoroughly circumscribed by law in order to "guard the public trust". However, partnering can be accomplished with resultant benefits for all involved: the governmental (public) entity; the supplier(s); and most important, the citizen taxpayers. While initially difficult and complex to accomplish, the viability of such partnerships has been adequately demonstrated, particularly in view of ever tightening budgets, ever more public scrutiny, and the prevailing attitude of "do more with less". The information that follows is a "how-to" of public sector partnering. It includes the analysis necessary prior to embarking on the journey, some of the obstacles and pitfalls along the way, and finally the on-going monitoring and fine-tuning required to ensure the continued viability of the partnership.
Authors:
John L. Balentine, C.P.M.


Title:
Positive Management Strategy For Materials Lead Time
Abstract:
In any purchasing/materials management system, the materials lead time plays a critical role for the timing and sizing of purchase order decisions. Many purchasing professionals have recognized this importance, and major efforts have been made to accurately predict lead times and to develop strategies for coping with problems created by lead time variations. In spite of its importance, lead time still has generally been treated either as a given constraint or as a random independent variable largely influenced by an uncontrollable external factor such as business cycles.
Authors:
Chan K. Hahn
Thomas Y. Choi


Title:
Prioritizing Purchasing: Putting First Things First
Abstract:
We are all given 168 hour per week. Why is it that some people seem to use those 168 hours more effectively, more efficiently and in a way that leaves them with more personal happiness and satisfaction? What do these people know that many of us do not know?
Authors:
Lisa M. Ellram, Ph.D., C.P.M., CPA
Laura Birou, Ph.D.


Title:
Pro-Active Price Analysis: Tools That You Can Use Today!
Abstract:
Purchasing professionals are entrusted with the responsibilities of procuring quality goods and services on time and at the best overall value. As companies develop strategies aimed at reducing overall costs of materials and services, there is no denying the fact that price plays a major role in purchasing decisions. The primary issues surrounding pricing is: How can we as purchasing professionals pro-actively monitor and analysis a supplier's pricing moves and strategies?
Authors:
Jeffery A. White, C.P.M.


Title:
Purchasing Implications Under NAFTA: Opportunities or Obstacles?
Abstract:
During this session, the researchers will report the results of a recent survey examining the effects of NAFTA on purchasing decision-making. Primary emphasis is placed on the implications of changing tariffs and duties, extensive paperwork requirements concerning "rules of origin," and potential risks associated with cross-border transportation. Several case studies will also be presented to explore how firms can avoid these potential "new" trade barriers and maximize the strategic purchasing benefits resulting from NAFTA.
Authors:
Dr. Julie J. Gentry
Dr. Linda L. Stanley


Title:
Purchasing in the Information Age
Abstract:
The Issue. "What used to be a corporate backwater is becoming a fast-track job as purchasers show that they can ad millions to the bottom line." - Purchasing's New Muscle - Fortune Magazine, February 20, 1995. By now, most NAPM members are aware of this Fortune article extolling Purchasing's value. Well, before we get too comfortable, it's time for a reality check.
Authors:
Brian G. Caffrey


Title:
Purchasing's Organizational Roles and Responsibilities
Abstract:
This report is based on data collected in May 1995 from 276 U.S. and 31 Canadian organizations in 21 industry groups. Of the 307 organizations, 43 (14%) had 1994 sales of less than $500 million; 54 (18%) had sales of $.5 billion to $1 billion; 117 (39%) were in the $1.1-billion to $5-billion sales category; 47 (15%) in the $5.1-billion to $10-billion sales category; and 44 (14%) had sales of more than $10 billion. This study updates the first research project ever undertaken by CAPS: Purchasing Organizational Relationships, published in 1988.1 This earlier research covered 297 U.S. organizations. A total of 118 U.S. organizations participated in both the 1988 and 1995 research, affording a unique opportunity to trace changes within these firms.
Authors:
Michiel R. Leenders, D.B.A., FPMAC


Title:
Quick Identification of Cost Reduction Opportunities - A Technique
Abstract:
CN Supply Management has met with considerable success in the application of a new and innovative cost reduction technique. The "Pop-Up" technique applies the principles of supply chain management in a quick and effective manner allowing users to easily identify cost reduction opportunities. The technique and its application are described.
Authors:
Robert A. Gallant


Title:
Reengineering The Minority Business Development Program
Abstract:
Historically, minority business development (MBD) programs were developed and have been viewed as economic development initiatives which were socially driven. However, if MBD programs are to continue in today's competitive business arena, they must:
Authors:
Ralph G. Moore, CPA
Sharon Castillo, CPA


Title:
Relationship Alignment Programs...
Abstract:
For years and years doing business in the conventional arms length way by bidding, quoting, requiring multiple sources for similar products, has produced significant tactical benefits to most businesses and governments. Aligning existing relationships, becoming world class customers partnering with world class suppliers, may generate far more strategic value for those facing radical changes in their industries.
Authors:
Norman K. Owen, C.P.M.
W. J. Jack Wagner, C.P.M.


Title:
Retooling Negotiations Skills for a Supply Management Environment
Abstract:
In the new age of JIT, strategic alliances, single sourcing, and supply chain management, many old methods of purchasing negotiations are no longer viable. This presentation will focus on the new kinds of negotiation skills necessary to implement the modern purchasing practices that are now mandated by new evolutions in the purchasing profession.
Authors:
Brian G. Long, Ph.D., C.P.M.


Title:
Risk Assessment in Software Licensing
Abstract:
There are many risks associated with any type of acquisition made by a company. These risks represent the difference between what was planned and what actually happened. We have many of the same risks when we license software or, for that matter, hire a computer consultant to provide us software-related services.
Authors:
Sharon E. Meng


Title:
Service Companies Allow Customer Surveys...
Abstract:
A rethinking of the way Purchasing Departments are measured is urgently needed, as most performance techniques are still based on a manufacturing orientation. Purchasing Departments are service entities, and as such, should rely on measurement methods that heavily involve internal customer input. One such model, ServQual, will be proposed that allows Purchasing Departments to be evaluated by means of a wide array of significant service-related factors based on the viewpoint of their customers.
Authors:
Peter E. O'Reilly, C.P.M.


Title:
Successful Master Career Planning
Abstract:
Did you write in your high school year book, "I want to grow up to be a purchasing agent"? Ask yourself, "When did I get into purchasing and why?" Ask yourself, "Am I actively planning my next career move or am I waiting to see what happens?"
Authors:
Todd R. C. Neely, C.P.M.
David Bomzer
John B. Elson


Title:
Supplier Partnerships and Kanbans: Imagine - 100% Delivery Performance in 120 Days!
Abstract:
SOR, Inc. is a rapidly growing company that manufactures control instrumentation sold globally to the process industry. In 1947, Roy Dunlap founded SOR as a small precision machine shop and it has evolved into a global manufacturer of instrumentation. The company markets switching devises for the process industry worldwide. These switching devises are marketed through a world wide network of factory trained representatives. SOR instruments measure level, flow, pressure, and temperature. Products are engineered and made-to-order. It is common for the company to ship a special switch on the same day it was ordered. Everyone at SOR is focused to meet the challenges presented to us by the customers and the industry.
Authors:
Michael Weise
Jerry Sanderson, CFPIM, CIRM


Title:
Supplier Relationships: A New Angle Using Common Sense
Abstract:
The Issue. Since the mid-1980's, experts have identified "partnerships" as the leading edge technology within the field of purchasing and materials management. These closer relationships provide an opportunity for a heretofore unrealized level of value added by the supplier with which a partnership is forged. As this thinking has become more contemporary, purchasers are left with new challenges. How does one formulate partnerships? When? With which suppliers? Simultaneously, there appears to be a growing perception that if a buying organization is not seeing its relationships "evolve" into partnerships, something is radically wrong. It is important that the partnership be recognized for what it is: a tactical business tool purposely incorporated into an overall supply strategy for the purpose of resolving supply issues which pose obstacles to maximizing the buying firm's value.
Authors:
David J. Hoover, C.P.M.


Title:
Supplier Value Index (SVI) Rates MRO Suppliers
Abstract:
Effectively expressing the evolving needs of our manufacturing facility to our core MRO suppliers at Eaton-Kearney is crucial if we are to expect our suppliers to be responsive to those needs. In January 1993, we introduced our Supplier Value Index (SVI) rating system to our core MRO supplier group as a means of improving how we communicated our expectations of supplier related activities. The intent of this presentation is to provide the purpose behind the creation of our SVI rating, how it was developed, and the results experienced at Eaton-Kearney since its application.
Authors:
Gregory E. Benson, C.P.M.


Title:
Survival Guide - Improved Professional/Personal Relations In A Changing Environment
Abstract:
Increased competition, decreased staff, binding budgets, necessity for enhanced customer service and employee relations (think harassment), along with keeping abreast of demographics, technology and globalization are only the tip of the iceberg of the innumerable issues facing purchasing management employees, management - in fact everyone, as we race rapidly toward the 21st century. Failure to meet these challenges successfully will result in financial and legal pitfalls. The outcome of which may result in loss of business and employment.
Authors:
Beverly H. Patrick


Title:
The Accredited Purchasing Practitioner (A.P.P.) Progam
Abstract:
The Purchasing/Materials Management (P/MM) professional's skill-set has begun to shift from a distributive (win-lose) to an integrative (win-win) relationship between buyer and seller organizations. The P/MM function will change significantly and rapidly in the next decade, and current trends suggest movement away from emphasizing process transactions to working in cross-functional teams and facilitating strategic supply alliances. The skill-set of these practitioners must accommodate this change in supply management. However, members of these teams who are not P/MM professionals would benefit from the knowledge of and proficiency in this skill-set. The efficient execution of the P/MM function is integral to an organization's success, and it will continue to play a prominent role in the early years of the twenty-first century.
Authors:
Henry F. Garcia, C.P.M.
Craig J. Johnson, C.P.M.
Scott R. Sturzl, C.P.M.


Title:
The Assessment and Management of Software Products' Procurement Risks
Abstract:
The procurement of software products entails risks that need to be assessed and managed. Software products are essentially complex and usually have (and are expected) to evolve during their life-cycle to follow changes in business needs. Also, most software products are bought either with some customization or before their development is completed. This paper presents the approach developed and used by Bell Canada to address this issue. This paper addresses the following: specificity's of software product procurement, risk factors definitions, technical due diligence, risk factors assessment and staffing consideration.
Authors:
Francois Coallier, P.Eng, CQA
Normand Gaudreau


Title:
The Future of Supply-Chain Management
Abstract:
Peter Senge, author of The Fifth Discipline, said: "...organizations work the way they work, ultimately, because of how we think and how we interact. Only by changing how we think can we change deeply embedded policies and practices. Only by changing how we interact can shared visions, shared understandings, and new capacities for coordinated action be established."
Authors:
Robert C. Parker
Michael F. Doyle


Title:
The Integration of Strategic Planning, Business Process Reengineering & Continuous Improvement
Abstract:
A strategic plan provides a point of reference for both continuous improvement and process reengineering. The latter two enjoy a dynamic interplay of innovation. Each contributes to the desired cultural shift as both incremental and radical changes are experienced. Each has the potential to enable the realization of the other.
Authors:
Maytee Aspuro


Title:
The Reading Group: An Inexpensive And Effective Way To Train
Abstract:
Training activities are under tremendous strain in today's working environment. Training budgets are being pressured by cost cutting. Increased workloads are making it difficult for employees to find time for training. The reading group is an inexpensive and effective training method that in some situations provides better subject retention than many traditional seminars. This session will provide ways to create and manage a reading group, suggest possible topics, and relate positive and negative experiences.
Authors:
Dan Farley, CPM, CPIM


Title:
The Supplier Quality Seminar: Strengthening Your Partnership In Only Two Days!
Abstract:
Do your suppliers know how they fit into your company's long term growth plan? Do they know how they were selected to provide products and services to your firm? Are they aware of new programs that your organization has implemented to lower total cost and increase quality? Good suppliers will want answers to all of these questions. As a purchasing professional, it is your duty and privilege to provide these answers and to exchange vital information which will enable your suppliers to become your partners.
Authors:
Patrick S. Woods, C.P.M., CPIM


Title:
The U.C.C. As A "Tool" For Procurement Professionals - Part II
Abstract:
Today's complex procurement environment demands a working knowledge of many specialized disciplines. One of the more complex of these is commercial law. This workshop will summarize relevant legal principles which affect the modern procurement professional. It will also demonstrate how these principles can be valuable "tools" in the drafting, negotiation, and management of purchasing transactions.
Authors:
Ernest G. Gabbard, J.D., C.P.M., C.P.C.M.


Title:
Training Supply Managers for Effective Internal and External Relationships
Abstract:
Training and development in the supply management are multi-faceted challenges. There is some degree of perplexity regarding the nature and type of training procurement professionals need to function in a dynamic environment. The fundamental focus of the presentation is to answer the following questions: What are the critical success factors for future supply management training? and - How can organizations train effectively supply managers to handle the challenges of complex relationships?
Authors:
Alvin J. Williams, Ph.D.
Robert F. Smith


Title:
Transcending Traditional Boundaries: Sharing Best Practices in a World of Change
Abstract:
Public/private/nonprofit/service/manufacturing/construction/ professional/entrepreneur.....When purchasing professionals hear about techniques their colleagues in other sectors or industries use to achieve results, they often wonder whether and how they can apply these approaches in their own quite different environments, and may often even dismiss them out of hand. In this session you will learn through specific examples how Purchasing Best Practices developed in any environment can be applied in other settings.
Authors:
Constance Cushman, J.D., C.P.M.


Title:
Use of Periodic Performance Reviews to Build Buyer-Supplier Relationships
Abstract:
Supplier management involves more than selection and certification for development of a world-class supply base. The relationship must be built over time by regular performance evaluations and joint efforts in problem solving. The use of a Periodic Performance Review (PPR) enables both suppliers and purchasers to quantify progress toward joint goals. For ultimate success in an ongoing review process, both parties must undergo performance evaluations to build a true partnership and continuously improve for sustained mutual benefit.
Authors:
Bill Lasniewski, C.P.M.
Lee Buddress, Ph.D., C.P.M.


Title:
Which Way Did They Go? I'm Their Leader!
Abstract:
Leadership means leaving a mark. It is initiating and guiding and the result is change. By ideas and action, leaders show the way and influence the behavior of others. If you're an effective leader, then you have more people and power behind you to make things happen.
Authors:
Preston J. Leavitt, Ph.D., J.D., C.P.M.


Title:
Why and How to Reengineer the Purchasing Process
Abstract:
In spite of great intentions, lots of momentum, hundreds of articles and numerous books on the subject ; many companies continue to flounder at "Reengineering the Corporation". It seems that many organizations are just waiting for the "Magic Wand of Reengineering" to strike. Yes, Reengineering requires top management support and leadership since most projects address major customer service and lead-time process re-designs.
Authors:
Ben H. Laaper C.P.M.


Title:
Will You Know World-Class Purchasing When You Get There?
Abstract:
Excellence in planning has frequently been measured by achieving MRPII Class "A" certification. Achieving excellence in Materials Management requires integrating both "Class A" planning and purchasing functions. Companies that are successful in doing this are the companies that will ultimately be World Class. This paper will share the steps necessary to attain this status by development of a world class purchasing organization.
Authors:
Lewis (Bill) Poole, CPIM