... decisions); 2. the environmental aspect (the conditions that precipitate joint decision making); and 3. the group‐organizational aspect (the procedures of joint decision making). Sheth's model includes product‐specific factors (such as perceived risk, type of purchase) and company‐specific...

...Elkafi Hassini; Paul D. Larson Purpose The purpose of this paper is to report results of a survey in support of re‐designing the Purchasing Management Association of Canada (PMAC) professional accreditation program, the Certified Professional Purchaser (CPP). Design/methodology/approach...

... technology (IT) purchasing preparedness on the extent of e‐marketplace usage is evaluated. Design/methodology/approach A web‐based survey of 359 purchasing professionals in the USA is used in the analysis of variance (ANOVA) to compare the extent of e‐marketplace usage among the three e‐marketplace types...

... management and information systems theory and practice in the purchasing function and their impact on purchasing performance. Design/methodology/approach Hypotheses derived from the key features of quality management practices in purchasing (QMPP) and related information systems (IS) practices presented...

... on the system used. Purchasing Projects Delivery services Selection © MCB UP Limited 2001 The implementation of the system was a staged process measured by the deliverables produced at each stage. The current implementation stage of the system corresponds to the skeleton system...

... is moving the industry and its participants towards a bargaining relationship, rather than a more effective and innovative one based on mutual problem solving, learning, the development of trust and information transparency (Holt et al., 2000b). Information systems Purchasing Trust ©...

... principles in the construction industry were raised during the interviews. The paper discusses how CE principles may be used to form a procurement system and concludes by proposing the measures that may be taken to overcome the barriers to this approach. © MCB UP Limited 2000 Purchasing...

...Patrick Fung Traces the development of purchasing from a materials acquisition function to supply chain management. The paradigm shifts to recognising every purchase is also a sale and that purchasing is more than buying. Contemporary purchasing incorporates strategic procurement – aligning...

...Bo K. Wong; Wilson X. Li Discusses a successful business process reengineering project that involved purchasing, receiving and accounts payable departments in an international firm in the USA. These three departments’ business processes, workflows and functions are described and analyzed. Methods...

...Jaideep Motwani; Manu Madan; James Jiang; Luis Otero Internationalization of the marketplace, global competition, and changes in the business environment have contributed to the noticeable increase in international purchasing. This study examines the similarities and differences...

... for doing so and the experiences gained in the process. Specifically, some attempt is made to assess whether the targeted organizations have developed an IT strategy/policy when evaluating the proposed spreadsheet prior to acquisition or have simply “gone with the flow” and purchased a market leader...

... and current global competing models encourage the extension of traditional sourcing areas. Analyses these evolutionary aspects of the current supply environment and examines the new role of the purchasing function. It is for this reason that: © MCB UP Limited 1994 Buyers Co‐operation...

...Anthony Birts; Paul D. Cousins The concept of purchasing partnerships is designed to eradicate the adversarial nature of the purchasing process with its resulting costs and inefficiencies, and to replace it with a process that is based on a relationship where short‐term advantage gives way to long...

... management philosophy on the large number of suppliers on whom depends the very survival of hundreds of JIT buyers are examined. © MCB UP Limited 1990 Just‐in‐time Production Purchasing Strategy Supply JUST-IN-TIME: SUPPLIER-SIDE STRATEGIC IMPLICATIONS 45 A JIT system makes demands...