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2000 Purchasing Today Article Index
Term selected: Management

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.

• Adapting to Structural Change
  Mary Siegfried Dozbaba, May, Vol. 11, No. 5, p. 50. (Exam Alert: )
  

  A new study reveals that a link between cost savings and structural change proves pressure exists on purchasing and supply professionals to make a contribution to the bottomline.

• Becoming Technically Inclined
  Paul Dobing, BoMM, CPIM, October, Vol. 11, No. 10, p. 62. (Exam Alert: )
  

  Taking the time to develop greater knowledge of a technical focus area not only will enhance existing working relationships but is an important tool for further career development.

• Becoming a Shadow of Influence
  Ben Crawford, JD, July, Vol. 11, No. 7, p. 6. (Exam Alert: )
  

  An effective cross-functional team requires a leader of influence to facilitate good teamwork.

• Breaking Down Financial Barriers
  Marc Ensign, CPIM, July, Vol. 11, No. 7, p. 10. (Exam Alert: )
  

  Because a start-up organization lacks a solid financial history, market research is essential to building a financial foundation for a new supplier venture.

• Combine the Best for Innovation
  Victoria Damato, July, Vol. 11, No. 7, p. 14. (Exam Alert: )
  

  Go beyond transaction-specific issues to facilitate and extract innovative ideas from key suppliers and internal units.

• Create an Effective Air of Trust
  Paul Joseph Gammarano, JD, June, Vol. 11, No. 6, p. 14. (Exam Alert: )
  

  Before organizations can work together as an alliance, and realize the associated benefits, a level of trust must be earned by both parties.

• Eliminating the Passive Pattern
  Barbara Pachter, November, Vol. 11, No. 11, p. 8.
  

  Did you ever wonder what may be holding you back from job advancement? Passive communication patterns may be what's stalling your career.

• Escape the High-Tech Bog
  Karen Tavana, January, Vol. 11, No. 1, p. 14.
  

  Don't use technology for the sake of using "the latest" tools. Instead, be willing to try new technologies. Just make sure they enhance your ability to accomplish your job more effectively.

• Eye on the Market: Effectively Understanding the Supply Base
  Mary Siegfried Dozbaba, October, Vol. 11, No. 10, p. 50. (Exam Alert: )
  

  No doubt about it: every action, every flicker in the market can affect a supply manager's purchase, risk, and success. Learn how to tap into the information that can provide the competitive edge.

• Gaining Leverage in Supplier Knowledge
  Doug Greene and Craig Verran, May, Vol. 11, No. 5, p. 12. (Exam Alert: )
  

  Increasing a purchasing organization's value-added contributions and competitive stance in the marketplace may lie with its employees' knowledge of the organization's suppliers.

• Go for the Goal!
  Bridget Brodie, June, Vol. 11, No. 6, p. 69.
  

  In situations where the supply base doesn't meet current requirements or doesn't exist at all, more and more, organizations are investigating what can be accomplished with source development.

• Host a Successful Gathering
  Tonya J. Wilson, February, Vol. 11, No. 2, p. 12. (Exam Alert: )
  

  Bringing potential suppliers together can set the foundation for a strategic relationship.

• Is Your Organization Changing to a Leveraged Pyramid?
  Joseph L. Cavinato, Ph.D. and Virginia M. Tucker, July, Vol. 11, No. 7, p. 41.
  

  Today's organization has porous boundaries through which people of all levels, even production workers and service providers, are in touch with suppliers and customers.

• Is a Communications Plan in Your Future?
  Norbert J. Ore, C.P.M., November, Vol. 11, No. 11, p. 74.
  

  A supply management department's communication plan can clearly articulate and illustrate goals, objectives, and strategies.

• Know Your Ethics Matters
  Jean E. Brock, C.P.M., May, Vol. 11, No. 5, p. 16. (Exam Alert: )
  

  Expecting high ethics standards? First develop a sound ethics policy.

• Management by Improving Processes
  David R. Lucius, C.P.M., October, Vol. 11, No. 10, p. 67.
  

  Incidental changes can put out a fire, but to be a truly effective supply manager, dig deeper and investigate the processes that are making or breaking success.

• Merge ... Integrate ... Accelerate
  Stephen G. Welch, March, Vol. 11, No. 3, p. 6. (Exam Alert: )
  

  Mergers and acquisitions create a choice: manage the change and leverage results, or get bogged down in uncertainty.

• New Opportunity Roles for Supply Managers
  Joseph L. Cavinato, Ph.D., C.P.M. and Virginia M. Tucker, Ph.D., November, Vol. 11, No. 11, p. 34.
  

  The role of leadership is extending one's reach across the organization and applying influence to attain the needed goals for a product or service.

• People as a Commodity: Attracting and Retaining the Best Employees
  Julie Murphree, July, Vol. 11, No. 7, p. 24. (Exam Alert: )
  

  Do you know what motivates your top purchasing and supply management employees? Are you struggling with finding, then keeping the best of the best? Researchers say organizations can't keep good people because they don't understand what motivates a high-performing employee. The key lies in developing a strong recruitment and retention process.

• Relationship Management Yields Results
  Mary Crews, June, Vol. 11, No. 6, p. 8.
  

  "Coming together is a beginning; keeping together is progress; working together is success."
  - Henry Ford

• Share and Share Alike
  Martin J. Harmer, August, Vol. 11, No. 8, p. 48.
  

  By combining several support and administrative functions – including some purchasing transactions – into a single shared services operation, organizations are realizing the power of partnership.

• Skill Sets: Building for the Future
  Roberta J. Duffy, March, Vol. 11, No. 3, p. 44. (Exam Alert: )
  

  It's not a matter of policy or procedure, it's a matter of investing in the future: to be well-equipped, and achieve world-class status, both organizations and individuals are taking an aggressive role in training and building skill sets.

• Supplier Consolidation: Whole Lotta Shakin' Out Goin' On
  Steven Caulk, May, Vol. 11, No. 5, p. 65. (Exam Alert: )
  

  Sometimes working with a merged supplier means extra work. However, a well-planned effort can often produce an improved supplier partnership.

• Take It or Leave It?
  Steve Miller, C.P.M., CTM, April, Vol. 11, No. 4, p. 10.
  

  By far one of the most critical choices professionals make, evaluating a job offer is a matter of finding the perfect fit between employer and employee.

• Taking the Lead in Leadership Development
  Mary Siegfried Dozbaba, February, Vol. 11, No. 2, p. 46.
  

  Leadership involves getting things done by individuals who are motivated to do them, with a clear vision of what needs to be accomplished. Today, senior purchasing executives seek more earnestly than ever to develop leadership skills in their staff.

• The Supplier Alliance Continuum
  Lisa M. Ellram, Ph.D., C.P.M., February, Vol. 11, No. 2, p. 8.
  

  With several types of alliances to help organizations develop, where does your organization fall on the supplier alliance continuum?

• Using Forecasting to Foresee Change
  H. Ervin Lewis, C.P.M., October, Vol. 11, No. 10, p. 8.
  

  If your organization uses materials or services that are volatile in price or availability, forecasting may help you stay ahead of changes in price or supply.

• When the Time Has Come to Part
  Lorrie K. Mitchell, C.P.M., A.P.P., October, Vol. 11, No. 10, p. 12.
  

  Just because a supplier relationship must end that doesn't mean it has to be a negative experience.