Center For Advanced Purchasing Studies Research Articles

A comparison of purchasing’s organizational roles and responsibilities in the public and private sector

This research focuses on a comparison of public and private sector supply organizations in terms of organizational structure, supply chain responsibilities, the chief purchasing officer (CPO) and reporting line, teaming and involvement in major organizational activities. A unique opportunity to identify similarities and differences was presented in 2000 when the National Institute of Governmental Purchasing Research (NIGP) and Florida Atlantic University replicated in the public sector a study that the Center for Advanced Purchasing Studies (CAPS) conducted in the private sector in 1995. Significant differences and similarities are identified and are discussed in this paper.

The Performance Effects of Congruence Between Product Competitive Strategies and Purchasing Management Design

The objective of this study is to examine a performance contingency effect between product competitive strategy and organization design using an archival approach. Specifically, this study examines a sample of 194 firms from 20 industries based on the data collected by Center for Advanced Purchasing Studies (CAPS) in its benchmarking surveys between 1989-1994 and links the benchmarking data to the COMPUSTAT (Standard & Poor's) financial data of these firms. The results of the study reveal a contingency relationship among product competitive strategies, purchasing design characteristics, and overall firm financial performance (return on assets). Specifically, the nature of this contingency relationship suggests that a firm's product competitive strategy must be enabled with a complementary design in purchasing management to promote firm performance. Given the growing practice of benchmarking at the functional level, this study also examines whether or not a firm achieving a congruency in product strategy and design will necessarily enjoy higher operational efficiency at the purchasing management level. The results show that this is true only under specific conditions. The implications of the preceding findings are discussed accordingly.

One on One: An Interview with Edith Kelly-Green

Journal of Supply Chain ManagementVolume 36, Issue 1 p. 2-3 One on One: An Interview with Edith Kelly-Green Edith Kelly-Green, Edith Kelly-Green Edith Kelly-Green, CPA, vice president of strategic sourcing and supply for Federal Express Corporation (FedEx), joined the organization in 1977 as a senior accountant, progressing to her present position in 1993. Prior to that, she spent four years in accounting with Touche Ross (now Deloitte & Touche). In 1990, she was the division leader for writing the Malcolm Baldrige National Quality Award application, which FedEx won. A member of the Board of Trustees for the Center for Advanced Purchasing Studies (CAPS), Ms. Kelly-Green has been actively involved in professional affairs and is an award-winning civic leader. Ms. Kelly-Green earned an accounting degree from the University of Mississippi and an MBA from Vanderbilt University.Search for more papers by this author Edith Kelly-Green, Edith Kelly-Green Edith Kelly-Green, CPA, vice president of strategic sourcing and supply for Federal Express Corporation (FedEx), joined the organization in 1977 as a senior accountant, progressing to her present position in 1993. Prior to that, she spent four years in accounting with Touche Ross (now Deloitte & Touche). In 1990, she was the division leader for writing the Malcolm Baldrige National Quality Award application, which FedEx won. A member of the Board of Trustees for the Center for Advanced Purchasing Studies (CAPS), Ms. Kelly-Green has been actively involved in professional affairs and is an award-winning civic leader. Ms. Kelly-Green earned an accounting degree from the University of Mississippi and an MBA from Vanderbilt University.Search for more papers by this author First published: 05 April 2006 https://doi.org/10.1111/j.1745-493X.2000.tb00072.xCitations: 3 Interview by Marilyn Lester: , a freelance writer based in New York. AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article.Citing Literature Volume36, Issue1March 2000Pages 2-3 RelatedInformation

One on One: An Interview with Joseph Yacura

Journal of Supply Chain ManagementVolume 35, Issue 4 p. 3-4 One on One: An Interview with Joseph Yacura Joseph Yacura, Joseph Yacura Joseph Yacura is senior vice president of World Wide Procurement at American Express in New York City. Prior to joining American Express in 1993, Mr. Yacura held executive positions with IBM, Pacific Bell Telephone, and Rolm Corp. He is board vice chair of the Center for Advanced Purchasing Studies (CAPS), and is a recognized authority in new development in information systems and electronic commerce.Search for more papers by this author Joseph Yacura, Joseph Yacura Joseph Yacura is senior vice president of World Wide Procurement at American Express in New York City. Prior to joining American Express in 1993, Mr. Yacura held executive positions with IBM, Pacific Bell Telephone, and Rolm Corp. He is board vice chair of the Center for Advanced Purchasing Studies (CAPS), and is a recognized authority in new development in information systems and electronic commerce.Search for more papers by this author First published: 05 April 2006 https://doi.org/10.1111/j.1745-493X.1999.tb00049.xCitations: 2 Interview by Marilyn Lester: , a freelance writer based in New York. AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article.Citing Literature Volume35, Issue4December 1999Pages 3-4 RelatedInformation

The Year 2000 Problem in the Supply Chain: A Managerial Perspective

SUMMARYThis article reports the results of a Center for Advanced Purchasing Studies (CAPS)‐sponsored study on the Year 2000 (Y2K) problem in the supply chain. A special research agenda is presented which shows that the Y2K challenge is not just a computer problem. Models for achieving supply chain Y2K compliance are developed and empirically tested. The data are based on questionnaires and focus groups in the United States and Germany.

One on One: An Interview with Barbara B. Lang

Journal of Supply Chain ManagementVolume 35, Issue 2 p. 2-3 One on One: An Interview with Barbara B. Lang Barbara B. Lang, Barbara B. Lang Barbara B. Lang, vice president for Contract and Procurement Services Mortgage Operations at Fannie Mae in Washington, D.C., is responsible for all of the organization's corporate procurement and purchasing services. Prior to joining Fannie Mae in 1992, Ms. Lang was with IBM for 26 years where her most recent position was manager of Plans and Schedules. She also is currently vice board chair of Mentors, Inc., a presiding partner in Future Portfolios Investment Club, and is a board member of The Cultural Alliance of Greater Washington, The Minority Fellows Advisory Council of the Washington Center, The Purchasing and Supply Leadership Council, and the Center for Advanced Purchasing Studies (CAPS).Search for more papers by this author Barbara B. Lang, Barbara B. Lang Barbara B. Lang, vice president for Contract and Procurement Services Mortgage Operations at Fannie Mae in Washington, D.C., is responsible for all of the organization's corporate procurement and purchasing services. Prior to joining Fannie Mae in 1992, Ms. Lang was with IBM for 26 years where her most recent position was manager of Plans and Schedules. She also is currently vice board chair of Mentors, Inc., a presiding partner in Future Portfolios Investment Club, and is a board member of The Cultural Alliance of Greater Washington, The Minority Fellows Advisory Council of the Washington Center, The Purchasing and Supply Leadership Council, and the Center for Advanced Purchasing Studies (CAPS).Search for more papers by this author First published: 05 April 2006 https://doi.org/10.1111/j.1745-493X.1999.tb00056.xCitations: 4 Interview by Marilyn Lester: , a freelance writer based in New York. AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article.Citing Literature Volume35, Issue2June 1999Pages 2-3 RelatedInformation

Evolving Roles and Responsibilities of Purchasing Organizations

IN BRIEFThe Center for Advanced Purchasing Studies (CAPS) undertook its first focus study investigating organizational relationships in purchasing in 1987. This research was replicated in 1995. A total of 119 firms responded to both studies, providing a unique opportunity to perform a longitudinal analysis on patterns of change within the supply function. Analysis of these 119 firms demonstrated a high level of organizational churning in the areas of organization structure, chief purchasing officer (CPO) reporting relationship, CPO title, and CPO turnover. Findings also indicate that a high percentage of CPOs do not have prior purchasing experience and that organizational change has a negative influence on purchasing's involvement in major corporate activities.

Purchasing and Supply Management: Future Directions and Trends

IN BRIEFThis article provides a summary of The Purchasing Futures Research Project, sponsored by the Center for Advanced Purchasing Studies (CAPS). The project's goal was to develop a vision of the nature of the purchasing and supply management function in the next century, including roles, responsibilities, capabilities, and organizational structures. The article identifies various purchasing and business market trends and synthesizes these into strategic organizational propositions that describe how purchasing and supply management can develop during the next century.

The Ethical Environment Facing Purchasing and Supply Management Professionals

Based on the results of a study conducted in 1988 in conjunction with the Center for Advanced Purchasing Studies (CAPS), Janson (1988, p. 7) concluded, Ethical challenges have dramatically increased for purchasing personnel as well as for management in general. With the business environment in general becoming increasingly competitive and tumultuous in recent years, those in the profession of purchasing and supply management continue to face a very challenging ethical envi ronment. In light of the increasing emphasis being placed on ethics throughout the business world today, the National Association of Purchasing Management (NAPM) cosponsored a 1995 study of 6,000 of its members?3,000 C.P.M.s (members who hold the Certified Purchasing Manager designation) and 3,000 non-C.P.M.s-in an effort to get an updated and expanded picture of the ethical environment faced by those in the field of purchasing and materials management in the United States. In addition to identifying the key ethical issues faced by U.S. purchasers (a task undertaken periodically in the past by other researchers, including Rudelius and Buchholz, 1979; Dubinsky and Gwin, 1981; and Forker and Janson, 1990), the recent study of NAPM members also identified the key factors which those in the profession view as helping and hindering their efforts to respond

Partnering Pitfalls and Success Factors

Over the past several years, there has been a significant shift in the way many organizations approach buyer‐seller relationships. Recent years have seen an increased interest and involvement in buyer‐supplier partnerships, which tend to be longer term, ongoing, and based on a sharing of the risks of relationship outcomes. Most of the research dealing with the partnering phenomenon has focused on buyers’ or suppliers’ perspectives of the relationship. Few research projects have looked at the perceptions of both buyers and suppliers simultaneously.This article, based on a Center for Advanced Purchasing Studies (CAPS) focus study, looks simultaneously at the perceptions of both buyers and suppliers who mutually agree that they are involved in a partnership. It explores the impetus for entering the partnership, as well as the key success factors and factors contributing to failure in previous partnering relationships. It provides useful insights into the similarities and differences in buyers’ and suppliers’ perceptions, and compares the study's findings with those of previous research studies.

The Role of Purchasing and Materials Management in Total Quality Management and Customer Satisfaction

Total quality management (TQM) is both a philosophy and a set of guiding principles that represent the foundation for continuous organizational improvement. TQM is the application of not only quantitative methods but also human resource management principles to improve the materials and services supplied to an organization, all the processes within that organization, and the degree to which the needs of customers are met. The research discussed in this article integrates the concepts, ideas, and findings that have emerged from ongoing multi‐phase studies of purchasing's role in TQM. From this research, sponsored by the Center for Advanced Purchasing Studies (CAPS), the investigators have developed several ideas about what purchasing organizations should do to attain total quality management goals.

Strategic Alliances in Purchasing: Transportation Is the Vital Link

The past few years have seen a definite trend for purchasing organizations to form “partnerships” or “strategic alliances” with a few preferred suppliers. The literature in the field has reinforced this concept by providing numerous examples and research findings investigating these emerging long‐term, cooperative buyer‐supplier relationships. However, the role of the transportation providers serving as the critical linkage between a firm and its suppliers has received little attention. Recent research efforts have shown that “logistics alliances” are gaining in popularity, producing similar potential benefits to those realized in buyer‐supplier partnerships.This article explores the transportation provider's role in buyer‐supplier partnerships and identifies the contributions that such firms have made in attaining the long‐term success of these alliances. The results of a recent CAPS (Center for Advanced Purchasing Studies) study are also presented to show the increased involvement that purchasing managers have in making inbound transportation decisions.

Purchasing's Views on Countertrade

Countertrade is a growing practice worldwide, yet one that many purchasing professionals are unfamiliar with. This article reports the results of a nationwide survey on purchasers' perceptions of countertrade. The survey was sponsored by NAPM's Center for Advanced Purchasing Studies. Results indicate that purchasers who have participated in countertrade have a more positive attitude toward the practice than those who have not. Participants' firms also tend to be larger and more deeply involved in international purchasing than nonparticipants' firms. Firm size, familiarity with international markets, and greater receptiveness to countertrade opportunities may be important factors in determining countertrade success.

Ethical Practices in Purchasing

Uncertainty about what constitutes ethical conduct has increased markedly for purchasing people in recent years. This article reports the results of a study that was conducted jointly by Ernst & Whinney and NAPM's Center for Advanced Purchasing Studies, with support from Purchasing World magazine. Thirty‐nine states, the District of Columbia, and Canada were represented among the survey respondents. The questionnaire utilized in the study requested detailed information in the following areas: (1) ethical practices, (2) buying experience, (3) acceptance of favors, (4) narrative comments, (5) organizational profile, and (6) personal data about the respondent. The results of the study were compared with those from a similar regional study conducted in 1975 by Ernst & Whinney and also with the results of a 1978 purchasing ethics study conducted by the Illionis Institute of Technology.The current study indicates that the vast majority of purchasing personnel conduct their business affairs in an ethical manner; however, they do not agree on how ethical standards can be enforced. Adoption of a formal ethics policy is considered helpful in preventing dubious practices, but respondents report that today top management is issuing fewer policy statements concerning ethical standards of conduct than it did twelve years ago.

Organizational Relationships in Purchasing

This article reports the results of a major purchasing organization research study conducted in 1987 under the auspices of the Center For Advanced Purchasing Studies. The research involved the purchasing departments of 297 large U.S. organizations, primarily from the manufacturing sector.The article focuses on results produced by the study in nine key areas: (1) departmental size and composition, (2) the degrees of centralization and decentralization employed, (3) hierarchical reporting relationships, (4) the specific operating units that report to Purchasing, (5) the most recent additions to Purchasing's organizational structure, (6) the most recent additions to Purchasing's operating responsibilities, (7) the extent to which the materials management concept is utilized, (8) functions typically included in the materials management organization, and (9) the title of the chief purchasing officer.The findings are compared with those of several earlier studies. And the author discusses the implications of the results for management of the purchasing function during the next decade. Generally speaking, the study indicates that the purchasing function has become broader in scope and responsibility, and concludes that the chief purchasing officer needs to have a more varied background with a wider range of experience to cope with the evolving increased job requirements.