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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.

• 21st Century Negotiations
  Carolyn Pye Sostrom, December, Vol. 11, No. 12, p. 38.
  

  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.

• A New Tool for Supply Management
  Rajan Suri and Paul D. Ericksen, November, Vol. 11, No. 11, p. 10.
  

  Quick response manufacturing is a new and innovative way to streamline an organization ’s supply chain.

• Accounting Systems Keeping Secrets?
  John C. Lere, Ph.D., October, Vol. 11, No. 10, p. 16. (Exam Alert: )
  

  It's not only the information but the systems that organize it that can show supply management effectiveness.

• Approaching Negotiations Systematically
  Danny Ertel, April, Vol. 11, No. 4, p. 51. (Exam Alert: )
  

  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.

• Assessing the Global Supplier
  Timothy Van Mieghem, CPA, August, Vol. 11, No. 8, p. 8. (Exam Alert: )
  

  In the face of increased risks, dissect the financial health of global suppliers.

• At What Price, Quality
  Jonathan T. Emas, C.P.M., May, Vol. 11, No. 5, p. 10.
  

  In the name of continual lower costs, an organization runs the risk of sacrificing quality. How can it balance these aspects?

• Avoiding Contract Pitfalls
  Stephen Glaros, C.P.M., March, Vol. 11, No. 3, p. 12.
  

  Identify and solve common contract management hurdles to ensure a successful relationship with suppliers.

• Become the Customer of Preference
  William D. Presutti, Jr., Ph.D., C.P.M., April, Vol. 11, No. 4, p. 14. (Exam Alert: )
  

  By offering a few key incentives, smaller organizations can find themselves at the heart of a major supplier's operation.

• Choosing to Use Just One
  Larry Weinstein, Ph.D. and J. Gregory Bushong, Ph.D., CPA, CMA, December, Vol. 11, No. 12, p. 12. (Exam Alert: )
  

  When should you use a single-source supplier? How should you go about selecting one?

• Competitive Intelligence, Competitive Advantage
  Steven Clayborn, C.P.M., CPCM, March, Vol. 11, No. 3, p. 60. (Exam Alert: )
  

  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.

• Department Strategy: Driven from the Top Down
  Jacques Noels, January, Vol. 11, No. 1, p. 8. (Exam Alert: )
  

  To add value and be competitive, let the organizational strategy drive the specific, critical strategies and activities of the purchasing and supply department.

• Don't Wait, Consolidate
  John Yuva, January, Vol. 11, No. 1, p. 43.
  

  Maintenance consolidation offers those purchasing and supply managers inundated with maintenance invoices an opportunity for cost reductions and operational improvements.

• Focus on Cost, Not Price
  Teresa E. Luterbach, C.P.M., August, Vol. 11, No. 8, p. 14. (Exam Alert: )
  

  Cost-based negotiations produce superior agreements. Preparation for negotiations is essential for unanimous success.

• Following the Path to a Successful E-Procurement Strategy
  John Yuva and Michele J. Flynn, November, Vol. 11, No. 11, p. 56.
  

  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.

• How Well is the "One-Card" Working?
  Carolyn Pye Sostrom, July, Vol. 11, No. 7, p. 47. (Exam Alert: )
  

  With convenience, comes increased responsibility for one-card programs.

• Leveraging Purchasing Power with Your Outsourcing Partners
  Stephanie Schroeder, August, Vol. 11, No. 8, p. 66. (Exam Alert: )
  

  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.

• Logistics: Covering More Ground
  Richard R. Young, Ph.D., C.P.M., August, Vol. 11, No. 8, p. 62.
  

  Changes in third-party logistics providers' capabilities and technology are changing the way supply management organizations choose a provider.

• Mentoring for Advantage
  Bill Butterfield, March, Vol. 11, No. 3, p. 14.
  

  Smaller organizations can experience the same efficiency and stronger supplier relationships through a supplier mentoring program as their larger counterparts.

• Operating as a Network
  John Yuva, February, Vol. 11, No. 2, p. 43.
  

  Purchasing and supply professionals are placing more value in the network capabilities of office equipment.

• Optimize the SLA
  Sylvia Manna-Czaplicki, June, Vol. 11, No. 6, p. 10.
  

  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 Through the Supply Chain
  John Yuva, June, Vol. 11, No. 6, p. 48. (Exam Alert: )
  

  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.

• Sail Smoothly with International Suppliers
  Joseph A. Yacura and Lindsay A. Yacura, September, Vol. 11, No. 9, p. 10.
  

  Building a global supply base involves careful research and a cultural understanding of potential international suppliers

• Shifting Your Focus
  Tom Pandola, June, Vol. 11, No. 6, p. 6. (Exam Alert: )
  

  With more to do and fewer resources, a professional's first step to adding value is shifting to a more strategic focus.

• Shine in the Customer's Eyes
  Ricardo R. Fernandez, C.P.M., P.E., August, Vol. 11, No. 8, p. 12.
  

  An effective supply manager is one who strives for internal and external customer satisfaction.

• Single-Source Successes and Snafus
  April, Vol. 11, No. 4, p. 68.
  

  Are the benefits you're receiving from a single-source supplier worth the risk? Some purchasing and supply management professionals share their experience.

• Strategic Cost Management Programs: What's the Plan to Follow?
  Carolyn Pye Sostrom, September, Vol. 11, No. 9, p. 42. (Exam Alert: )
  

  Successful cost management programs have some similar features. They also can come with their share of challenges.

• Supply Chains Get Virtual
  Phillip L. Carter, D.B.A., October, Vol. 11, No. 10, p. 6.
  

  You've heard the term, but what does it mean? Understand the basics of this model and its effects on the supply management community.

• Take the Tour and Cut Costs
  Rick Lloyd, C.P.M., CPCM, ASQ CQA, ASQ CQM, March, Vol. 11, No. 3, p. 8. (Exam Alert: )
  

  With an emphasis on closer supplier/purchaser relationships, help your supplier reduce costs through the traditional tour.

• Taking Compliance By The Reins
  Ted McCagg and Eric Vogel, November, Vol. 11, No. 11, p. 18. (Exam Alert: )
  

  When building a strategic alliance, supply management organizations want to know that suppliers are in compliance of their agreements.

• Taking the Market's Pulse
  Frank Haluch, C.P.M., August, Vol. 11, No. 8, p. 6. (Exam Alert: )
  

  Tracking the future outlook of the marketplace provides supply managers with the advantage of paying less for their materials and services.

• The Success is in the Sell Structure
  Jimmy Anklesaria, F.C.A., LL.B., January, Vol. 11, No. 1, p. 6.
  

  The difference between management support and management indifference for a cost management strategy might be the way the case is presented.

• To Improve Negotiations Lend an Ear
  Lee M. Finkel, JD, June, Vol. 11, No. 6, p. 16. (Exam Alert: )
  

  The best negotiators are not always the professionals with the most to say, but those who listen to what is being said.

• Watch for System Workarounds
  David Harts, September, Vol. 11, No. 9, p. 6.
  

  System workarounds result in additional costs and lost time. Employee training and monitoring programs will make the difference in the prevention of losses.

• Working Together to Make Work Better
  Michael A. McGinnis, C.P.M., A.P.P. and Rafeekh Mele Vallopra, April, Vol. 11, No. 4, p. 12. (Exam Alert: )
  

  If purchasers and suppliers take specific actions toward success, both parties will realize the full benefits of process improvements.