Strategic Sourcing Building Blocks

1

Strategic Sourcing Critical Elements & Keys to Success

ISM International ConferenceApril 2004

Ernest G. Gabbard, C.P.M.,CPCM

2

Strategic Sourcing - Critical Elements for SuccessAgenda

What is “Strategic Sourcing”?– what is tactical or transactional sourcing?

Why bother with Strategic Sourcing?

What skill sets are needed for Strategic Sourcing?- how do we obtain the requisite skill sets?

The transition from tactical to strategic sourcing- building a step-by-step methodology/plan

Where does e-Procurement fit with Strategic Sourcing?

3

Allegheny Technologies Inc. (ATI)

• $2.1 billion sales ($1.1 B spend)• 7 diverse divisions (domestic & international)• 48 manufacturing locations• metals and metal forming/cutting• stainless steel, titanium, tungsten, exotic alloys• decentralized management; center-led sourcing• also represent Teledyne Technologies & WaterPik

Technologies in a procurement consortium

4

Tactical vs. Strategic - Why?

• outside materials/services account for almost 70% of average corporate expenditures

• decrease cost of outside material/services– comprehensive analysis of strategic expenditures– aggregate spend with fewer suppliers– leverage volume across the organization

• increase efficiency of procurement process(es)– eliminate redundancies– streamline each process

• establish foundation for e-procurement initiatives• ensure your organization’s competitive position!

5

Strategic Sourcing - What is it?

• It’s NOT reacting to short-term organizational requirements!

• Development and application of a carefully crafted strategy for procurement of quality supplies & services at the lowest total cost

• May be applied to most commodities and/or services, from office supplies to direct materials

6

Strategic Sourcing - What is it?

It is a methodical PROCESS, which includes:

Understanding every element of company spend;Evaluating current and potential sourcing relationships

and opportunities;Formulating and applying strategy(ies) for effectively

sourcing each commodity and/or service.

It’s systematic; cross-functional; cross enterprise!

7

Methodology

n Clean-up descriptions

n Clean-up u/m & quantity

n Sort into sub-commodities

n Clean-up pricesn Establish baseline

prices

n ID overall needsn ID specialized needsn Clarify lead timesn Review item spec’s n Pursue opportunities

for standardizationn Evaluate process

alternatives(streamline)

n Evaluate market trendsn ID new suppliersn Conduct market surveyn Review impact of

consolidationn Review impact of LTAsn ID possible value

added services

Define Objectives and

Scope

Obtain Resources

n Select commodity group(s)

n Articulate objectives

n Align business strategies and operational goals

n Identify critical success factors

n Develop team’s preliminary plan

n Obtain senior management commitment

n Define internal/ external people requirements

n Select project team members

n Finalize training material

n Train team

Strategic Sourcing

Collect, Cleanse, &

Analyze Data

Identify Internal Requirements

Understand Supply Market

Develop Strategy

Verify Strategy

Meets Objective

Yes

No

n Identify supplier/ Commodity groupings

n Develop total cost model

n Determine pricing groupings

n Affirm historical baseline/spend

n Validate geographic coverage

n Verify strategy with users/sites

n Validate anticipated outcome with original objective

n Determine risks and appropriate actions to mitigate

8

MethodologyStrategic Sourcing

n Form item sub-groups for RFX

n Develop RFX template

n ID commodity specific terms

n Incorporate proposal spreadsheet format for each commodity

n Follow-up RFXs with phone calls

n Respond to supplier questions

n Follow proposal control process

n Supplier conference?

n Load proposals into analysis spreadsheet

n Calculate cost & savings for various alternatives

n Select lowest total cost option

n Meet with the sites and communicate business imperative

n Develop implementation process and obtain site buy-in

n Develop internal compliance management process, including reporting

n Develop supplier performance resolution process

n Identify vital internal requirements

n Define performance parameters and guarantees

n Develop pricing model and schedule

n Document specifications/ requirements

Negotiate

RFX

Sourcing Approach

RFX’sObtain

ProposalsProposal Analysis

Content Formulation

Negotiation Process AdministrationImplementation

n Establish single point of contact

n Refine performance review requirements

n Follow process to identify and resolve performance problems

n Track milestone progress defined in contract

n Senior management awareness of critical performance failures

n Manage contracts

n Identify critical issues

n Develop prime objective


n Develop and execute negotiation strategy

n Strong existing supplier relationship?

n Limited number of suppliers?

n Many suppliers?

n Commodity or supplier specific requirements?

n Internal cost considerations (switch costs?)

RFX Process

Contract Process

9

Enabling The Transformation

Tactical

•Tactical Buying

•Purchase Order Execution

•Reactive to Business Unit Demand

•Focused on Purchase Price

•Clerical Talent Profile

•Marginalized Function

•Beyond buyer productivity and process efficiency to enterprise value creation

•Beyond supplier metrics to end-customer value creation

•Beyond purchase price to total cost of ownership

PERFORMANCEMETRICS ANDMANAGEMENT

TALENT PROFILE

OGRANIZATION STRUCTURE

TECHNOLOGYTOOLS

SUPPLIERRELATIONSHIPS

From Narrow and Process-Based to Broad and Value

Based

From Tactical Buyers to Strategic

Sourcers

From Decentralized to Center-Led

From Labor-and Paper-Intensive to Digitally Enabled

From Adversarial and Zero-Sum to Collaborative and

Mutually Beneficial

•Broader business background and general management aspirations

•Financial and analytical capabilities

•Project, people and relationship management skills

•Enterprise-wide visibility and involvement

•Coordination of policy and contracts to reap volume benefits

•Maintenance of local flexibility

•Automation of transactions for efficiency

•Analysis of data for opportunity identification and compliance monitoring

•e-Auctions and exchanges with real payback

•Co-dependence from consolidated spend

•Mutual benefits from shared cost reduction opportunities

•Innovation and revenue enhanced by supplier collaboration

Strategic

•Strategic sourcing

•Supplier Relationship Management

•Proactive Procurement-Led Initiatives

•Focused on Bottom-Line Value (TCO)

•Well-Rounded Business Management Skills

•Core Strategic Function

From “Purchasing”… ... to “Strategic Sourcing”

Sources: Evaluation of the Procurement Function/Role (Procurement Strategy Council, 2002)

10

Tactical to Strategic - What’s needed?

Team members with:Passion for changeStrategic mind-setProgressive skill setExtensive people skills

Procurement process redesignExecutive management support

– cross-functional commitmentGrass roots participation (it’s about people!)BALANCE between tactical and strategic

11

Strategic Skill SetsLooks to the future; asks “what if …”Thinks like a CEO; moves beyond assigned functions/tasks

• Understands the business; not just procurement aspects• Aligns procurement efforts with organizational business goals

Continuously learning and growingChallenges paradigms; changes & progresses the organizationObtains support by persuasion - not by mandateIntegrates personnel with technologyViews the supply chain holistically, as a continuumCreates a clear vision/plan to guide the organization

Source: Forbes

12

Evolution Stage 1 Stage 2 Stage 3 Stage 4

Attribute Fragmented Integrated Processes Integrated Suppliers Virtual Company

Strategy Sourcing mostly at locallevel

Regional/Division levelsourcing

Supplier's spend includedin corporate sourcingmodel; Supply marketsassessed globally

Global/consortium levelassessment;Real-time, global opportunityassessment.

People Clerical focusTransactional skills

Cross-functionally trained,basics of sourcingstrategy; supplierevaluation; knowledge ofmaterials/services toinvestigate supply markets

Creative at developingsourcing strategies; impactcustomer cost; develop andintegrate suppliers; deepmaterial/servicerequirements knowledge;requirements consolidationand supplier qualification.

Add direct value to customerproducts; form consortiums; driveoutsourcing decisions; expert inmaterial/service requirements;influences supply markets.

Technology Independent Systems;Islands of Automation

Integrated Applications;Process Automation

Electronic Commerceenabled;Scaleable; portable; cross-platform

Electronic marketplace enabled;Virtual links between customers,company and supplier(s)

Process Product sourcing;Planning,Requisitioning,Receiving and paymentare fragmented;

Emphasis is ontransactional processes

Negotiates prices, P.O.to P.O.

Processes are integrated -transactional procurementis no longer a focus;Sourcing & consolidationare dominant; growinginterest in supplierdevelopment.

Negotiates contract pricesfor some commoditygroupings.

No controls in place tomonitor "maverick" buying.

Supplier processes areimproved and interfaced;sourcing process includessupplier buys; suppliersassist in consolidation;suppliers involved inproduct development.

Negotiates contract pricesfor most commoditygroupings.

Controls in place tomeasure and enforcecompliance to contractbuying.

Rapid supplier process integration;suppliers design and developcustomized product manufacturing;suppliers assist in data-warehouse;web-driven sourcing strategy

Long term supplier partnershipscommitted to continuously drivedown total cost.

System enabled ordering and highsupplier service levels eliminatesthe need and opportunity for"maverick" buying.

Strategic Sourcing Evolution Key Elements

ATI/KPMG

13

Strategic Sourcing Evolution Key Elements

Evolution Stage 1 Stage 2 Stage 3 Stage 4

Attribute Fragmented Integrated Processes Integrated Suppliers Virtual Company

Culture Purchasing considereda low-value function.

Purchasing gets somerecognition as a means toreduce costs.

Procurement becomes anintegral part of the supplychain team.

Strategic Sourcing viewed asa key facilitator of thenetworked enterprise.

Structure Buyer reports toPurchasing Dept. atBusiness Unit level,with limited crossBusiness Unitinteraction

Centralized co-ordinationof leveraged commodities;decentralizedorder/receipt; centralizedsettlement

Centralized co-ordination ofleveraged, competencyrelated materials/services.

Consortium basedpurchase of non-competency relatedmaterials and services

Rule-based systems/processesenable decentralized butcoordinated sourcing andtransactions.

Measurements Mostly functional;Purchasing measuresmostly related topurchasing price fromfragmented supplierbase.

No formal supplierperformancemeasurement process

Measures more processbased; mostly internalfocus.

Supplier performancemetrics established but aredifficult to obtain.

Spend data available butfragmented.

Processes extend intosupply base; suppliersmeasured and accountablefor process outcomes.

Supplier performancemeasurements are readilyavailable to buyer and areshared with suppliers on aperiodic basis.

Material & supplier spenddata analyzed periodically.

Supply base is an integralstakeholder; measured so thatsuccess directly impacts supplierprofitability.

Real-time supplier performancemeasurements are available tobuyer and supplier via internet.

Real-time, comprehensive material& supplier spend data analyzed ona regular basis.

ATI/KPMG

14

BALANCING Transactional & Strategic

“I am so busy keeping up with the sheer volume of P.R./P.O./Receipts that I can’t focus on a strategic plan.”

FIRST - get the transactional volume under control- how can we “get rid of” transactions?

15

ABC Analysis - General Categorization

Category % of Transactions $ Dollars

A 8-10% 80-85%

B 10-15% 12-15%

C 70-80% 4 - 6%

Where should you focus your time & company resources??

16

Balancing Central Strategy with Local Flexibility( Finding the Balance - center-led, not centralized)

Div A Div B

HQ

Div C

HQ

Div BDiv A Div C

HQ

Div BDiv A

Procurem

ent

Procurem

ent

Procurem

ent

For success,structure requiressupporting:•Tools•Processes•Talent

P

R

O

C U R E M E N T Centralized

Procurement

Decentralized

Procurement

Source: Evolution of the Procurement Function/Role (Procurement Strategy Council, 2002)

Div C

Procurem

ent

17

Balancing Central Strategy with Local Flexibility( Finding the Balance - center-led, not centralized)

• Center-led strategic sourcing requires different:

– measurement– reward/incentive

18

“What gets measured, gets done!”

• If you can’t measure it, you can’t manage it(if you don’t measure it, you won’t manage it)

• What to measure with consolidated procurement– supplier base reduction– spend consolidation– reduced total cost per unit

• Measurement must be at lowest possible level for credibility (not by Corporate Strategic Sourcing)

19

“What gets rewarded, gets done well!”

• May need to revise compensation (incentive) system to recognize support for Strategic Sourcing and Corporate efforts

• What’s in it for me? (WIIFM)

20

DON’T FORGET NON-TRADITIONAL SPEND

TravelEnergyFleet vehiclesSecurity ServicesFreight audit/paymentCourier servicesTelecommunicationsPayroll processingH.R. Benefits Services

- Medical, dental, vision, prescription

International Logistics

21

Methodology

n Clean-up descriptions

n Clean-up u/m & quantity

n Sort into sub-commodities

n Clean-up pricesn Establish baseline

prices

n ID overall needsn ID specialized needsn Clarify lead timesn Review item spec’s n Pursue opportunities

for standardizationn Evaluate process

alternatives(streamline)

n Evaluate market trendsn ID new suppliersn Conduct market surveyn Review impact of

consolidationn Review impact of LTAsn ID possible value

added services

Define Objectives and

Scope

Obtain Resources

n Select commodity group(s)

n Articulate objectives

n Align business strategies and operational goals

n Identify critical success factors

n Develop team’s preliminary plan

n Obtain senior management commitment

n Define internal/ external people requirements

n Select project team members

n Finalize training document

n Train team

Strategic Sourcing

Collect, Cleanse, &

Analyze Data

Identify Internal Requirements

Understand Supply Market

Develop Strategy

Verify Strategy

Meets Objective

Yes

No

n Identify supplier/ Commodity groupings

n Develop total cost model

n Determine pricing groupings

n Affirm historical baseline/spend

n Validate geographic coverage

n Verify strategy with users/sites

n Validate anticipated outcome with original objective


22

MethodologyStrategic Sourcing

n Form item sub-groups for RFX

n Develop RFX template

n ID commodity specific terms

n Incorporate proposal spreadsheet format for each commodity

n Follow-up RFXs with phone calls

n Respond to supplier questions

n Follow proposal control process

n Supplier conference?

n Load proposals into analysis spreadsheet

n Calculate cost & savings for various alternatives

n Select lowest total cost option

n Meet with the sites and communicate business imperative

n Develop implementation process and obtain site buy-in

n Develop internal compliance management process, including reporting

n Develop supplier performance resolution process

n Identify vital internal requirements

n Define performance parameters and guarantees

n Develop pricing model and schedule

n Document specifications/ requirements

Negotiate

RFX

Sourcing Approach

RFX’sObtain

ProposalsProposal Analysis

Content Formulation

Negotiation Process AdministrationImplementation

n Establish single point of contact

n Refine performance review requirements

n Follow process to identify and resolve performance problems

n Track milestone progress defined in contract

n Senior management awareness of critical performance failures

n Manage contracts

n Identify critical issues

n Develop prime objective


n Develop and execute negotiation strategy

n Strong existing supplier relationship?

n Limited number of suppliers?

n Many suppliers?

n Commodity or supplier specific requirements?

n Internal cost considerations (switch costs?)

RFX Process

Contract Process

23

Strategic Spend Analysis - What is it?

“Spending analysis is the process of aggregating, cleansing, and analyzing corporate spending data for the purposes of reducing costs and improving operational performance.”

“Lack of spend visibility is a corporate epidemic”

Source: Aberdeen Group, 2003

24

Strategic Spend Analysis - What is it?

• Understanding:– how much?– for what?– with whom?– why?– how?

• Details needed for:– strategic spend analysis - category adequate?– preparation of RFx - part number/description?

25

- Multiple sources of data are required• data is stored in many places

- Item identification is inconsistent and/or erroneous• should standardization come first?• utilize UNSPSC system?

- Supplier identification/naming is inconsistent and often redundant• utilize DUNS numbering?

- Resources are not available to analyze detailed data• is this just an extra duty for team members?

Understand Spend - Major issues or barriers

Strategic Sourcing Process

26

Strategic Spend Management (continual analysis)

Strategic Sourcing Process

- Spend analysis is only the first step

- Must ensure that spend continues to be visible, and managed• repeatable & cost-effective availability of data

- Ensure that strategic suppliers ARE being utilized • control maverick spend

- Continue to look for patterns or trends in spend

- Establish comprehensive reporting process• “if it’s not measured, it’s not managed”

- Spend visibility & spend management provide continued opportunity to analyze and shift transactional workload

27

Characteristics• Many options

Strategic Approaches

HIGH

LOW

HIGH

Characteristics


Characteristics


Characteristics


Strategic Sourcing-Understand Supply Markets

28

Characteristics• Many options• Many sources • Low value• Little brand preference

Strategic Approaches• Simplify acquisition

process• Blanket Agreements

Strategic SpendStrategic Spend

Buyer’s MarketBuyer’s Market

HIGH

LOW

HIGH

Characteristics• Vital to operations • Vital in market• Few sources• High value• High volume

Strategic Approaches• Strive for high value-

added relationships• Partnerships

Risk MitigationRisk MitigationCharacteristics• One or restricted

sources• Few options

Strategic Approaches• Ensure supply

continuity• Long-Term contracts

Leverage SpendLeverage Spend

Characteristics• Many alternatives • Many sources• High value• Large market capacity

Strategic Approaches• Maximize commercial

advantage• Competition

Number of Suppliers

$

Strategic Sourcing- Understand Supply Markets

29

HIGH

LOW

HIGH

Risk MitigationRisk MitigationCharacteristics• One or restricted

sources• Few options

Strategic Approaches• Ensure supply

continuity• Long-Term contracts

Number of Suppliers

$

Strategic Sourcing

30

Understand Supply Markets

• Few suppliers, and a minimal amount of dollars– Characteristics

• Generally less than 5% of the spend.• Few options available

– Supply management - Risk Mitigation• Managed by multi-year contracts to minimize effort and

ensure continuity of supplies• Large safety stocks/inventory may be appropriate, due

to the typically small expenditure for these items• Develop contingency plans for alternate sources

31

Strategic SpendStrategic Spend

HIGH

LOW

HIGH

Characteristics• Vital to operations • Vital in market• Few sources• High value• High volume

Strategic Approaches• Strive for high value-

added relationships• Partnerships

Number of Suppliers

$

Strategic Sourcing

32


• Few suppliers and large expenditures – Characteristics

• Typically 20% of the spend.• Vital to the operations• Significant to the market

– Supply management - Strategic Spend• Manage with multi-year contracts • Could require larger inventories, perhaps having the supplier

carry • Items should move to the category of “many suppliers”, by

redesigning/re-specifying the materials• Backup plan may be required to assure continued supply if

items are key components

33

Characteristics• Many options• Many sources • Low value• Little brand preference

Strategic Approaches• Simplify acquisition

process• Blanket Agreements

Buyer’s MarketBuyer’s Market

HIGH

LOW

HIGHNumber of Suppliers

$

Strategic Sourcing- Understand Supply Markets

34


• Many suppliers, but small amount of dollars expended. – Characteristics

• Typically constitute only 5% of the dollars expended by a company

• Little brand preference

– Supply management - Buyer’s Market• Expend minimal efforts; payback will be low• May not require long-term contracts• Distributors utilized for lead-time and inventory considerations• Consolidate with suppliers of larger purchases for price

leverage, e.g.: integrated supplier

35

HIGH

LOW

HIGH

Leverage SpendLeverage Spend

Characteristics• Many alternatives • Many sources• High value• Large market capacity

Strategic Approaches• Maximize commercial

advantage• Competition

Number of Suppliers

$

Strategic Sourcing

36


• Many suppliers and large total dollar expenditure– Characteristics

• Typically ~ 70% of a company's expenditures• Many alternatives• Large market capacity

– Supply management - Leverage Spend• Primary area to focus; payback is large • Partnerships and quality supplier programs beneficial• Utilize target costs of the item(s); understand supplier cost

drivers• help drive supplier costs down

• Small percentage cost improvements can lead to large dollar savings

Source: CSC 2003 37

Characteristics

Speciality Item


Reduce administrative/procurement costs

Gain access to technology and cost info

HIGH

LOW

HIGH

Characteristics

Commodity Purchase


Leverage purchasing power

Characteristics

Odd & Ends


Ensure obtaining best price

Characteristics

High Impact Purchase


Leverage purchasing power AND understand supplier cost drivers

Involve supplier in product design

Strategic Sourcing

Spend Volume/Leverage

Product or ServiceComplexitySource: CSC - 2003

38

Strategic Sourcing & e-Supply Management

Both Necessary?

e-Supply Management has limited impact, if not preceded by Strategic Sourcing.

- need to aggregate spend with fewer suppliers;- electronic ordering only speeds up process

(faulty process = faulty orders);- still need underlying supplier relationship.

Strategic Sourcing cannot be sustained over long term without e-Supply Management

- can’t control supplier used- can’t control price paid- can’t track “maverick” spend

39


Definitions

e-Supply Management - utilization of electronic tools to plan(e-SCM) and execute a comprehensive

procurement strategy.- it’s not just electronic transaction;- it’s not simply automation!

e-tools - electronic enablers of P.R., P.O. RFx, reverse auction, catalog search, internet ordering, receipt, payment, contract preparation etc.

Source: AT Kearney -Assessment of Excellence in

Procurement

40

E-Supply Management Environment

e-design Collaboration

(R&D Process)

•Needs identification•Technology Planning•Design & Engineering•Project Management

e-Sourcing(Enablement)

•Market Analysis•Supplier RFx•e-Auction•Savings Tracking•Project Management

e-Ordering(Transactions)

•EDI transactions•Internet & ERP:

•Request•Order•Receive•Pay

e-Category Management

(Contract Mgt)

•Purchase analysis•Spend visibility•Spend management•Contracting•Compliance tracking•Performance Scorecards•Project Mgt.

e-Logistics Collaboration(Supply Chain Coordination)

•Shipping and receiving•Demand planning•Capacity Planning•Visibility and monitoring•Exception management

41

It’s NOT simply automation!

BusinessProcess

Redesign(BPR)

StrategicSourcingProcess

Strategic Sourcing & e-Supply Management - How do they fit together?

IncorporateStrategicContractsinto BPR

DataNormalization

Process(use e-tools?)

Integratee-Procure

Solution(s) intoProcesses

Initiatee-ProcureDecision

(select tools)

Repeat?

42

Strategic Sourcing and e-Supply Management

Savings Capture

Strategic Sourcing Contract ComplianceTime

Strategic Sourcing without e-SCM

$

43

Strategic Sourcing and e-Supply Management

Savings Capture

Strategic Sourcing Contract ComplianceTime

Strategic Sourcing with e-SCM

Strategic Sourcing without e-SCM

$

44


e-tools can provide:

•Visibility of organizational spend• how much?• for what?• with whom?

• Leverage organizational spend• aggregation of select commodities/services• selection of appropriate suppliers

•Control of organizational spend• ensure utilization of selected suppliers• ensure contract prices are being obtained•track both contract and off-contract spend

Exceptional strategic sourcing requires e-tools!

45

Bridge from Tactical to Strategic Sourcing

CONCLUSION/SUMMARY

Transition from Tactical to Strategic Sourcing requires comprehensive plan with disciplined implementation

Comprehensive analysis of spend is critical element- requires segmentation of spend into categories/strategies

Should NOT be about headcount reduction!

Will require non-traditional procurement skills.- necessitates training and experience

e-SCM tools may be needed to sustain strategic sourcing benefits- ensure appropriate chronology for use of e-tools

Cultural barriers could present the greatest challenge!

46

Strategic Sourcing Resources

• http://www.bbb.orgThe Better Business Bureau…info about business and consumer alerts, the BBB’s research library, and business reports

• http://www.thomasregional.comThe Thomas Regional Directory Company…listings of over 400,000 industrial & commercial suppliers, organized by products and services or by company name

• http://finance.yahoo.com/m3?uCurrency Exchange Rates…info on daily and historical exchange rates

• http://www.stat-usa.govU.S. Department of Commerce…daily economic news, statistical releases, data bases, and selected publications

• http://www.usitc.govU.S. International Trade Commission…news releases, reports and publications, and trade resources

• http://www.wto.orgWorld Trade Organization…press releases, trade policy reviews, info on international trade, and publications

• http://www.dnb.comDunn & Bradstreet Information Services…short reports on over 10 million U.S. organizations

• http://www.sec.gov/edgarhp.htmEDGAR Database of Corporate Information…the SEC maintains the EDGAR database which provides security commission reports (i.e. 10K) on publicly traded organizations

• http://www.inc.comInc. 500…info on thousands of privately held organizations; includes revenue info, profit and loss percentages, number of employees, etc.

• http://www.doc.govU.S. Department of Commerce…info on demographics and industry market data that is collected by the gov’t

• http://www.apqc.orgAmerican Productivity and Quality Center…mgmt info including benchmarking, best practices, reengineering, and total quality mgmt

• http://stats.bls.gov/blshome.htm Bureau of Labor Statistics…The principal fact-finding

agency for the Federal Government in the broad field of labor economics and statistics

Selected Internet Bookmarks

47


• Aluminum Association(202) 862-5100 http://www.aluminum.org

• American Chemical Society(202) 872-4600 http://www.chemcenter.org

• American Iron & Steel Institute(202) 452-7100 http://www.steel.org

• American National Standards Institute(212) 624-4900 http://www.ansi.org

• APICS (Amer Prod’n & Inv Control Society)(703)237-8344 http://www.apics.org

• American Society for Quality Control(414) 272-8575 http://www.asqc.org

• American Society of Transportation and Logistics(717) 748-8515 http://www.astl.org

• Benchmarking Network Association(281) 440-5044

http://[email protected]• Contract Manufacturers Association

(810) 643-6807

• Council of Logistics Management(630) 574-0985 http://www.clm1.org

• Electronics Industry Association(703) 907-7500 http://www.eia.org

• Electronic Commerce Assoc.http://www.eca.org.uk

• ISM (Institute for Supply Management)(602) 752-6276 http://www.ism.ws

• Institute of Packaging Professionals(703) 318-8970 http://www.packinfo-world.org

• Institute of Scrap Recycling Industries(202) 737-1770 http://www.isri.org

• International Warehouse Logistics Assoc.(847) 292-1891 http://www.iwla.com

• National Contract Management Assoc.(703)-448-9231 http://www.ncmahq.org

• Outsourcing Institute(800) 421-6767 http://www.outsourcing.com

Purchasing Industry Organizations

48

• APICS: The Performance Advantage500 W. Annandale RoadFalls Church, VA 22046(703) 237-8344http://www.apics.org

• Contract Management MagazineNCMA (National Contract Management Assoc.)1912 Woodford RoadVienna, VA 22182(703) 448-9231http://www.nacmhq.org

• Electronic Buyers NewsCMP Publications, Inc.600 Community DriveManhasset, NY 11030(847) 291-5215http://www.ebnonline.com

• Inside Supply ManagementInstitute for Supply Management2055 E. Centennial CircleTempe, AZ 85285480-752-6276

• International Journal of Purchasing and Materials ManagementPO Box 22160Tempe, AZ 85285(602) 752-6276 ext. 401http://www.napm.org

• Supplier Selection & Management Report29 West 35th StreetNew York, NY 10001212-564-0465http://www.ioma.com

• Purchasing MagazineCahners PublishingPO Box 7610Highlands Ranch, CO 80163-7610(303) 470-4445http://www.purchasing.com

• Transportation and DistributionPenton Publishing, Inc.1100 Superior Avenue Cleveland, OH 44114(216) 696-7000

Purchasing Related Periodicals


49

Ernest G. Gabbard, C.P.M., CPCM

[email protected]

Documents

Strategic Sourcing Building Blocks