2000 Purchasing Today Article Index
Term selected: Purchasing Strategies
A valuable reference tool, the Article Index is a comprehensive list of articles that have appeared in Inside Supply Management® (formerly Purchasing Today® and NAPM Insights®) magazine. Articles are organized by subject for easy locating and study.
It’s old meets new as one of the long-held competencies for supply managers evolves into new disciplines with leading-edge tools and far-reaching implications.
Quick response manufacturing is a new and innovative way to streamline an organization s supply chain.
It's not only the information but the systems that organize it that can show supply management effectiveness.
With the proper negotiation strategies, organizations can better position themselves to gain an advantage during the negotiation process; purchasing and supply professionals are the critical links to make this happen.
In the face of increased risks, dissect the financial health of global suppliers.
In the name of continual lower costs, an organization runs the risk of sacrificing quality. How can it balance these aspects?
Identify and solve common contract management hurdles to ensure a successful relationship with suppliers.
By offering a few key incentives, smaller organizations can find themselves at the heart of a major supplier's operation.
When should you use a single-source supplier? How should you go about selecting one?
For purchasing and supply professionals, the problem is not that they have too little information about their suppliers, but that they have too little intelligence about their suppliers.
To add value and be competitive, let the organizational strategy drive the specific, critical strategies and activities of the purchasing and supply department.
Maintenance consolidation offers those purchasing and supply managers inundated with maintenance invoices an opportunity for cost reductions and operational improvements.
Cost-based negotiations produce superior agreements. Preparation for negotiations is essential for unanimous success.
While the decision to invest in an e-procurement system is the first major step toward its implementation, the largest hurdle is creating an e-procurement strategy.
With convenience, comes increased responsibility for one-card programs.
Strategic organizations are stepping up the outsourcing relationship by maximizing the purchasing power of the buying and outsourcing organization. The opportunity for improvement is significant.
Changes in third-party logistics providers' capabilities and technology are changing the way supply management organizations choose a provider.
Smaller organizations can experience the same efficiency and stronger supplier relationships through a supplier mentoring program as their larger counterparts.
Purchasing and supply professionals are placing more value in the network capabilities of office equipment.
Yes, most contractual performance issues can ultimately be settled through the courts, but why wait? Manage your software license agreements (SLAs) under the premise of preventative maintenance, not corrective action.
Reducing costs in the supply chain involves more than formulas and tables. It requires an understanding of organizational and supplier processes to identify areas of cost.
Building a global supply base involves careful research and a cultural understanding of potential international suppliers
With more to do and fewer resources, a professional's first step to adding value is shifting to a more strategic focus.
An effective supply manager is one who strives for internal and external customer satisfaction.
Are the benefits you're receiving from a single-source supplier worth the risk? Some purchasing and supply management professionals share their experience.
Successful cost management programs have some similar features. They also can come with their share of challenges.
You've heard the term, but what does it mean? Understand the basics of this model and its effects on the supply management community.
With an emphasis on closer supplier/purchaser relationships, help your supplier reduce costs through the traditional tour.
When building a strategic alliance, supply management organizations want to know that suppliers are in compliance of their agreements.
Tracking the future outlook of the marketplace provides supply managers with the advantage of paying less for their materials and services.
The difference between management support and management indifference for a cost management strategy might be the way the case is presented.
The best negotiators are not always the professionals with the most to say, but those who listen to what is being said.
System workarounds result in additional costs and lost time. Employee training and monitoring programs will make the difference in the prevention of losses.
If purchasers and suppliers take specific actions toward success, both parties will realize the full benefits of process improvements.