National Purchasing and Supply Management Associations: A Means to Reinforce Professional Skills

By Crosetto, George; Salah, Taoufik Ben | International Trade Forum, January 1, 1997 | Go to article overview

National Purchasing and Supply Management Associations: A Means to Reinforce Professional Skills


Crosetto, George, Salah, Taoufik Ben, International Trade Forum


Buying executives and supply officers in developing countries and economies in transition are increasingly joining purchasing and supply management associations or establishing such groupings because of the possibilities that these entities offer for training, advice and information needed to improve professional performance. In developed countries, purchasing and supply managers began to form professional associations over 80 years ago. Today nearly 50 such associations exist throughout the world, with a membership of more than 150,000 persons.

Much still remains to be done to build up this type of institution, but the contribution these associations have made to the development of purchasing and supply management techniques and practices in their countries warrants a close look by those who have not yet joined this movement.

Role

A purchasing and supply management association operates on the basis of the voluntary membership of professionals in this field. Among its characteristics are:

* Nonprofit operation within an appropriate legal framework allowing it to bring together purchasing and supply professionals from all sectors of activity in a country, both private and public.

* Independent: while open to all for membership in accordance with pre-established criteria, it ideally remains independent from political, business or other organizations.

* Self-financed, initially through the annual dues paid by its members. As such funding is limited, however, associations quickly have to undertake income-generating activities, particularly through training.

Training has often been the main source of income for institutions of this type. While an association may also initially receive subsidies from sponsoring organizations or enterprises, this should not weaken its independence or autonomy.

* Governed by statutes that state its objectives, membership admission criteria and mode of functioning.

* Managed by a board of directors elected by a general assembly and led by a president elected from among board members. The board of directors draws up the association's programme of activities and oversees implementation. Although the president is the official representative of the association, board members exercise overall direction on a collegiate basis.

All persons involved at any level in the chain of purchasing and supply operations are usually eligible to become members. A minimum length of service may be stipulated, for example two or three years' experience. However, no distinction should be made between members in the public and private sectors. In certain cases, companies may join the association as corporate members. This has the advantages of involving a greater number of persons through such member companies and of increasing the association's resource base. Membership should not be compulsory. Applications for membership should be based strictly on personal and professional motives.

Objectives

The principal objectives of such an association are to:

* Promote and highlight the importance of the purchasing function. In some enterprises, for example, purchasing and supply management plays only a support role for other functions such as production. Purchasing units are sometimes attached to other departments and are therefore not able to act in an autonomous and rational manner in the best overall interests of the enterprise or organization.

* Represent the interests of the profession at all levels: within the enterprise and among its directors, as well as vis-a-vis institutions and government bodies, including those responsible for public procurement.

* Improve the knowledge and skills of managers and staff responsible for purchasing and supply management activities. This is one of the association's fundamental activities, aimed at helping professional buyers and materials managers to keep up to date with the latest developments in purchasing and supply management techniques. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

National Purchasing and Supply Management Associations: A Means to Reinforce Professional Skills
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.