National Association Of Purchasing Management Research Articles

Organizational Learning in Global Purchasing: A Model and Test of Internal Users and Corporate Buyers*

ABSTRACTThis research examines a model centered on organizational learning in purchasing. Two different studies are conducted to test the hypotheses among purchasing users (Study 1) and buyers (Study 2). The user sample consists of users representing 355 strategic business units of a Fortune 500 multinational corporation. The buyer sample consists of corporate buyers of 200 multinational corporations drawn from the membership directory of the National Association of Purchasing Management (NAPM). In each study, the focus is on the learning relationships between corporate buyers and internal users in the purchasing organization. Based on the two studies, the results suggest that organizational learning in the purchasing process is influenced by the organizational culture factors of localness, transformational leadership, and openness. Organizational learning has a positive effect on information processing in the purchasing system, which, in turn, has a positive influence on the cycle time of the purchasing process.

The Status of Global Sourcing as a Critical Tool of Strategic Planning:: Opportunistic Versus Strategic Dichotomy

Global sourcing is a powerful factor in developing a global competitive advantage. However, U.S. firms typically use global sourcing casually; that is, as an opportunity presents itself, rather than as a key element in their overall corporate strategic plan. This article establishes a conceptual distinction between opportunistic and strategic sourcing. Our research is based on a large scale study of the international group of the National Association of Purchasing Management. The findings indicate that U.S. companies engaged in large-scale global sourcing show a tendency to place this activity at top management decision levels. They also attach an important role to global sourcing in the strategic plan. Finally, they carefully plan their global sourcing through long-term contacts and interorganizational systems, such as Just-In-Time (JIT). However, many respondents who have engaged in global sourcing on a smaller scale, do just the opposite. They seem to treat global sourcing from an opportunistic perspective. It is maintained here that by making global sourcing a more strategic activity, U.S. firms can improve their global performance.

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

Negotiation Outcomes: The Impact of the Initial Offer, Time, Gender, and Team Size

A successful path to purchasing negotiation often hinges on a buyer's ability to gain relative bargaining strength. Unfortunately, the establishment of a strong bargaining position for a buyer is not a simple matter because of the multitude of factors affecting the buyer's negotiation leverage. To help purchasing professionals develop more effective negotiation strategies, this study empirically identifies key factors affecting the bargaining position of purchasing professionals and their subsequent impact on negotiation outcomes.

Buyer‐Supplier Co‐operation, Product Quality and Total Costs

While the purchasing literature notes the importance of quality, it reports little empirical study into causes and consequences of supplier product quality. Develops, tests and finds empirical support for the following propositions: higher levels of buyer‐supplier co‐operation lead to higher product quality, and lower total costs; higher product quality yields lower total costs. These results are based on survey responses from over 500 members of the National Association of Purchasing Management (NAPM), who purchase components for manufacturing firms.

The Role of the Purchasing Function: Toward Team Participation

Members of the National Association of Purchasing Management were surveyed to study the current level of responsibility, and level of responsibility expected in 1995, for 18 key decision issues in which the purchasing function participates. The issues investigated were: Material requirements review Specifications development Make‐or‐buy analysis Materials standardization Determination of inventory levels Quality requirements determination Negotiation of price and terms Supplier selection Joint problem solving with suppliers Supplier monitoring and analysis Communication of specification changes Productivity/cost improvements Development of sourcing strategy Market analysis Price forecasting Long‐range purchasing planning Determination of purchasing policy Value analysis The results of the study suggest a transition from individual purchasing responsibility to a team approach on all issues. Thus, the study confirms prior research and practice of a trend toward greater use of teams for management in the future.

Supplier Bar Codes: Closing The EDI Loop

This article presents the partial results of a major research project which was funded by the Computer Information Systems & Technology Group of the National Association of Purchasing Management. The project focused on the implementation of automatic identification technology (bar codes) in the purchasing environment. Twenty firms participated in the development of materials concerning the implementation of supplier bar codes. The firms were chosen based on their level of experience with EDI and bar code technology. The participating firms were all leaders in supplier bar code applications and represented a wide range of industries.

Forecasting the NAPM Purchasing Managers' Index

The Purchasing Managers' Index, published monthly by the National Association of Purchasing Management (NAPM), is a highly recognized indicator of the health of the United States economy. Its information is so highly prized that many desire to get the information early. This article looks at several different indexes published by NAPM each month to help in making estimates of future values of the Purchasing Managers' Index. The results indicate that New Orders and a new index based on New Orders and Vendor Deliveries are both consistent leading indicators of the Purchasing Managers' Index by one month.

Effect of Pay Differential on Job Satisfaction: A Study of the Gender Gap

This study investigates the differences in salary between male and female purchasing managers and the effect on their respective perceptions of job‐related factors. A sample of 395 purchasing managers who were members of the National Association of Purchasing Management and who were from firms of all sizes participated in the study. The study found that female purchasing managers, as a group, had more negative perceptions of the job‐related factors than did male purchasing managers. Specific differences are identified, and implications for management are developed.

N.A.P.M. Business Survey Data: Their Value as Leading Indicators

Professional forecasters engage on a continuing basis in efforts to identify and refine leading indicators that can be used to enhance the accuracy of economic forecasts. Since the 1940s, the National Association of Purchasing Management (N.A.P.M.) has collected monthly business survey data which, until recent years, has been underutilized by professional economists. In this article the authors, both internationally recognized business cycle researchers, discuss the results of their study designed to evaluate the usefulness of this N.A.P.M. data series for purposes of economic forecasting. The authors conclude that the N.A.P.M. data dealing with prices, new orders, inventory changes, and vendor performance is indeed useful for forecasting purposes. A new N.A.P.M. leading index constructed by the authors appears to be a promising tool for monitoring the ebb and flow of the business cycles.The results of this research project were originally presented at the Sixth International Symposium on Forecasting in Paris, France in 1986. The work has been refined and updated for publication in this issue of the Journal.

How buyers handle conflicts

A national sample of members of the National Association of Purchasing Management was profiled with regard to dominant style or styles in handling conflict with particular constituents. The results suggest that most buyers are predisposed to utilize “collaborating” or “compromising” behaviors across situations of conflict. However, it also appears that buyers favor different conflict-handling styles depending on the particular constituent involved. An analysis of relationships between conflict-handling style scores and selected respondent demographic variables showed interesting differences.

MANAGER ACTION

Personnel PsychologyVolume 25, Issue 3 p. 511-521 MANAGER ACTION JAY H. HEIZER, JAY H. HEIZER University of OklahomaSearch for more papers by this author JAY H. HEIZER, JAY H. HEIZER University of OklahomaSearch for more papers by this author First published: September 1972 https://doi.org/10.1111/j.1744-6570.1972.tb00834.xCitations: 4 The author thanks the Arizona Chapter of the National Association of Purchasing Management for financial support; Memphis State University for computer and clerical support; and The University of Oklahoma for clerical support. 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 Citing Literature Volume25, Issue3September 1972Pages 511-521 RelatedInformation