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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: Teams and Internal Coordination

  • "A Framework for Purchasing and Integrated Product Teams" Members Only Content, Vol. 32, No. 3 (Summer 1996), p. 11.

    Multi-disciplinary teams have become essential to success in today's volatile business environment. However, many organizations have not been successful in implementing the team concept. This article discusses a group of case studies that examine the obstacles organizations encounter as they implement integrated product teams. Based on results of the case studies, the authors offer a suggested approach for organizing successful cross-functional teams — and for developing the skills required of purchasing professionals for successful team membership.
  • Collaborative New Product Development Environments: Implications for Supply Chain Management, Vol. 43, No. 3 (Summer 2007), p. 2.

    Input from managers at manufacturing firms was utilized to learn more about the state of new product development (NPD). This study confirms that many firms do not take an integrated approach to NPD despite the advantages of doing so. Senior managers can assist in attaining higher levels of customer satisfaction by shaping organizational settings conducive to collaborative NPD. Supply chain managers can promote integrated NPD by championing the inclusion of manufacturing, suppliers and customers.
  • "Effective Cross-Functional Sourcing Teams: Critical Success Factors" Members Only Content, Vol. 30, No. 4 (Fall 1994), p. 3.

    It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.
  • "Empowering the Purchasing Function: Moving to Team Decisions" Members Only Content, Vol. 33, No. 1 (Winter 1997), p. 8.

    This article describes the nature of empowerment and the implications for empowerment and the purchasing function. The article argues that purchasing's position in organizations can allow it to both model and implement empowerment and thus serve as a foundation for culture change and/or Total Quality Management (TQM) applications. The article then reports research findings about the state of empowerment in purchasing. Research found that purchasers: (1) demonstrated a high degree of readiness for incorporating empowerment in their work settings, (2) have adopted many TQM and continuous empowerment techniques in their organizations, and (3) are working as part of teams in their organizations. Finally, the research demonstrates that those who believed that management perceived the function as a strategic/profit-oriented role were more accepting of empowerment and teaming.
  • "Individual and Collective Team Effort: A Vital Part of Sourcing Team Success" Members Only Content, Vol. 34, No. 4 (Fall 1998), p. 46.

    While many variables affect team performance, the individual and collective effort that members put forth on their sourcing assignment is critical to success. Unfortunately, the relationship between member effort and team effectiveness has received minimal attention by academicians and practitioners. Given the emphasis placed on the use of cross-functional sourcing teams, how to gain member effort and commitment, particularly for part-time team assignments, becomes one of the most important team-based issues facing procurement and sourcing managers today.
  • Product Involvement and Industrial Buying, Vol. 17, No. 2 (Summer 1981), p. 23.

    This article is not available online.
  • Purchasing in an R & D Environment: Effective Team Work in Business, Vol. 27, No. 4 (Fall 1991), p. 29.

    This article is not available online.
  • "The Cross-Functional Imperative: The Case of Marketing and Purchasing" Members Only Content, Vol. 30, No. 3 (Summer 1994), p. 28.

    As purchasers increasingly seek ways to enhance performance in interfunctional work teams, it is essential to understand how and why various functions interact in a given manner. This article underscores how marketing and purchasing can learn from each other to heighten effectiveness and goal attainment. In particular, specific areas in which the two functions share commonalities are highlighted.
  • The Role of the Purchasing Function: Toward Team Participation, Vol. 29, No. 3 (Summer 1993), p. 2.

    This article is not available online.
  • "Understanding and Evaluating Cross-Functional Sourcing Team Leadership" Members Only Content, Vol. 32, No. 4 (Fall 1996), p. 29.

    As firms experience relentless pressure to innovate and improve, many are responding by creating organizational structures that promote cross-functional and cross-boundary communication, coordination, and collaboration. Because most firms studied expect to use teams to support future procurement and sourcing decision making, it is important to understand how to best manage the cross-functional sourcing team process. Unfortunately, researchers who study teams rarely reach the same conclusions about the factors affecting team success. There is one variable, however, that most researchers agree consistently affects team success - the effectiveness of the formal team leader.