Advertisement

Purchasing

  • Eugene L. Magad
  • John M. Amos
Part of the Competitive Manufacturing Series book series (COMMS)

Abstract

Purchasing is essential to all organizations — manufacturing, nonmanufac-turing, profit-making, nonprofit, and government. Its responsibility is to obtain purchased materials and services in the required quantity, at the right time (delivery), within desired quality specifications, and at a minimum total cost. Purchasing is a key subfunction within a materials management organization, uniquely involved in frequent contacts with different groups. It must cooperate closely with other materials management subfunctions to accomplish mutual objectives. Purchasing also has frequent contacts with other company functions such as engineering, marketing, quality assurance, finance, and manufacturing, as well as important contacts with suppliers of goods and services. Good communication with these various groups is essential; the relationships are illustrated schematically in Figure 7-1.

Keywords

Cash Flow Material Flow Price Determination Quantity Discount Purchase Order 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Bibliography

  1. Axtell, Roger E. Do’s and Taboo’s around the World. Elmsford, New York: Benjamin Co., 1985.Google Scholar
  2. Bonneville, David. “Vendor Analysis Packs a Punch in Negotiations.” Purchasing World, Mar. 1983.Google Scholar
  3. Carter, J. R., and Cagne, J. “The Do’s and Don’ts of International Countertrade.” Sloan Management Review, Spring 1988.Google Scholar
  4. Cayer, S. “Building a World-Class Supplier Base is the Number One Priority.” Purchasing, Apr. 1988.Google Scholar
  5. D’Anjov, Ernest. “IIT Completes Ethics Survey for N.A.P.M.” National Purchasing Review, Jan.–Feb. 1979.Google Scholar
  6. Dillon, Thomas F. “Wanted: More Cooperation between Purchasing and Traffic.” Purchasing World, July 1985.Google Scholar
  7. Dobler, Donald W., Lee, Lamar, Jr., and Burt, David N. Purchasing and Materials Management. New York: McGraw-Hill Book Co., 1984.Google Scholar
  8. Farrel, P. V., and Aljian, G. W., eds. Aljian’s Purchasing Handbook. New York: McGraw-Hill Book Co., 1982.Google Scholar
  9. Felch, Robert I. “Proprieties and Ethics in Purchasing Management.” Guide to Purchasing. National Association of Purchasing Management, 1986.Google Scholar
  10. Guinipero, Larry C. “Helping Minority Suppliers Become Better Sources.” Purchasing World, Nov. 1981.Google Scholar
  11. Gottlieb, Daniel W. “Purchasing’s Part in the Push for Quality.” Purchasing, Sept. 10, 1981.Google Scholar
  12. Hahn, Chan K., Pinto, Peter A., and Bragg, Daniel J. “‘Just-In-Time’ Production and Purchasing,” Journal of Purchasing and Materials Management, Second Quarter 1983.Google Scholar
  13. Kraker, J. “Materials Managers Change Their Stripes.” ENR, Mar. 1988.Google Scholar
  14. Leenders, M., Fearon, H., and England, W. Purchasing and Materials Management. Home-wood, Illinois: Richard D. Irwin, 1985.Google Scholar
  15. “More to Imports than Bargains.” Purchasing World, Mar. 1986.Google Scholar
  16. Murray, John E., Jr. “Purchasing and the Law.” Purchasing World, Aug. 1981.Google Scholar
  17. Russell, John F. “How to Buy in Asia: Rule I.” Purchasing, Apr. 11, 1985.Google Scholar
  18. “Suppliers and the Just-In-Time Concept.” Journal of Purchasing and Materials Management, Winter 1984.Google Scholar
  19. “VA Contest Winners,” Purchasing, June 26, 1986.Google Scholar

Copyright information

© Springer Science+Business Media New York 1989

Authors and Affiliations

  • Eugene L. Magad
    • 1
  • John M. Amos
    • 2
  1. 1.William Rainey Harper CollegeUSA
  2. 2.Center for Applied EngineeringUniversity of Missouri-RollaUSA

Personalised recommendations