Strategic Sourcing Critical Elements & Keys to Success

ISM International Conference April 2004

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

Strategic Sourcing - Critical Elements for Success Agenda

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?
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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
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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 organizations competitive position!
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Strategic Sourcing - What is it?

Its 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
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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. Its systematic; cross-functional; cross enterprise!

Strategic Sourcing

Methodology

Identify Internal Requirements

n n n n n n

Define Objectives and Scope

Obtain Resources

Collect, Cleanse, & Analyze Data

ID overall needs ID specialized needs Clarify lead times Review item specs Pursue opportunities for standardization Evaluate process alternatives (streamline)
n

Develop Strategy

Verify Strategy Meets Objective

n n

No Yes

n n

n n

Select commodity group(s) Articulate objectives Align business strategies and operational goals Identify critical success factors Develop teams preliminary plan

n n

Obtain senior management commitment Define internal/ external people requirements Select project team members Finalize training material Train team

n n n n n

Clean-up descriptions Clean-up u/m & quantity Sort into subcommodities Clean-up prices Establish baseline prices
n n n n n n

Understand Supply Market

n n

Evaluate market trends n ID new suppliers Conduct market survey Review impact of consolidation Review impact of LTAs ID possible value added services

Identify supplier/ Commodity groupings Develop total cost model Determine pricing groupings Affirm historical baseline/spend Validate geographic coverage

Verify strategy with users/sites Validate anticipated outcome with original objective Determine risks and appropriate actions to mitigate

Strategic Sourcing

Methodology

Contract Process

Sourcing Approach RFX

n

Negotiate

Negotiation Process

Content Formulation

Implementation

Administration

n n n

Strong existing supplier relationship? Limited number of suppliers? Many suppliers? Commodity or supplier specific requirements? n Internal cost considerations n (switch costs?)
n n

RFX Process

n n

RFXs

Obtain Proposals

Proposal Analysis

Form item subgroups for RFX Develop RFX template ID commodity specific terms Incorporate proposal spreadsheet format for each commodity

Follow-up RFXs with phone calls Respond to supplier questions Follow proposal control process Supplier conference?

Load proposals into analysis spreadsheet Calculate cost & savings for various alternatives Select lowest total cost option

Identify critical issues Develop prime objective Determine risks and appropriate actions to mitigate Develop and execute negotiation strategy

Identify vital internal requirements Define performance parameters and guarantees Develop pricing model and schedule Document specifications/ requirements

Meet with the sites and communicate business imperative Develop implementation process and obtain site buy-in Develop internal compliance management process, including reporting Develop supplier performance resolution process

n n n

Establish single point of contact Refine performance review requirements Follow process to identify and resolve performance problems Track milestone progress defined in contract Senior management awareness of critical performance failures Manage contracts

Enabling The Transformation

From Purchasing
Tactical Tactical Buying Purchase Order Execution
PERFORMANCE METRICS AND MANAGEMENT From Narrow and Process-Based to Broad and Value Based TALENT PROFILE From Tactical Buyers to Strategic Sourcers

... to Strategic Sourcing

Strategic
OGRANIZATION STRUCTURE From Decentralized to Center-Led TECHNOLOGY TOOLS From Labor-and Paper-Intensive to Digitally Enabled SUPPLIER RELATIONSHIPS From Adversarial and Zero-Sum to Collaborative and Mutually Beneficial

Strategic sourcing Supplier Relationship Management Proactive Procurement-Led Initiatives Focused on Bottom-Line Value (TCO) Well-Rounded Business Management Skills Core Strategic Function

Reactive to Business Unit Demand

Focused on Purchase Price

Beyond buyer productivity and process efficiency to enterprise value creation Beyond supplier metrics to endcustomer value creation Beyond purchase price to total cost of ownership

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

Clerical Talent Profile

Marginalized Function

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

Tactical to Strategic - Whats needed?

Team members with:
Passion for change Strategic mind-set Progressive skill set Extensive people skills

Procurement process redesign Executive management support cross-functional commitment Grass roots participation (its about people!) BALANCE between tactical and strategic

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Strategic Skill Sets

Looks 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 growing Challenges paradigms; changes & progresses the organization Obtains support by persuasion - not by mandate Integrates personnel with technology Views the supply chain holistically, as a continuum Creates a clear vision/plan to guide the organization
Source: Forbes

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Strategic Sourcing Evolution Elements

Evolution Attribute Strategy Stage 1 Fragmented
Sourcing mostly at local level

Key
Stage 3 Integrated Suppliers
Supplier's spend included in corporate sourcing model; Supply markets assessed globally Creative at developing sourcing strategies; impact customer cost; develop and integrate suppliers; deep material/service requirements knowledge; requirements consolidation and supplier qualification. Electronic Commerce enabled; Scaleable; portable; crossplatform Supplier processes are improved and interfaced; sourcing process includes supplier buys; suppliers assist in consolidation; suppliers involved in product development. Negotiates contract prices for most commodity groupings. Controls in place to measure and enforce compliance to contract buying.

Stage 2 Integrated Processes

Regional/Division level sourcing

Stage 4 Virtual Company

Global/consortium level assessment; Real-time, global opportunity assessment. Add direct value to customer products; form consortiums; drive outsourcing decisions; expert in material/service requirements; influences supply markets.

People

Clerical focus Transactional skills

Cross-functionally trained, basics of sourcing strategy; supplier evaluation; knowledge of materials/services to investigate supply markets

Technology

Independent Systems; Islands of Automation

Integrated Applications; Process Automation

Electronic marketplace enabled; Virtual links between customers, company and supplier(s) Rapid supplier process integration; suppliers design and develop customized product manufacturing; suppliers assist in data-warehouse; web-driven sourcing strategy Long term supplier partnerships committed to continuously drive down total cost. System enabled ordering and high supplier service levels eliminates the need and opportunity for "maverick" buying.

Process

Product sourcing; Planning, Requisitioning, Receiving and payment are fragmented; Emphasis is on transactional processes Negotiates prices, P.O. to P.O.

Processes are integrated transactional procurement is no longer a focus; Sourcing & consolidation are dominant; growing interest in supplier development. Negotiates contract prices for some commodity groupings. No controls in place to monitor "maverick" buying.

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ATI/KPMG

Strategic Sourcing Evolution Elements

Evolution Attribute Culture Structure Stage 1 Fragmented
Purchasing considered a low-value function. Buyer reports to Purchasing Dept. at Business Unit level, with limited cross Business Unit interaction

Key
Stage 3 Integrated Suppliers
Procurement becomes an integral part of the supply chain team. Centralized co-ordination of leveraged, competency related materials/services. Consortium based purchase of noncompetency related materials and services Processes extend into supply base; suppliers measured and accountable for process outcomes. Supplier performance measurements are readily available to buyer and are shared with suppliers on a periodic basis. Material & supplier spend data analyzed periodically.

Stage 2 Integrated Processes

Purchasing gets some recognition as a means to reduce costs. Centralized co-ordination of leveraged commodities; decentralized order/receipt; centralized settlement

Stage 4 Virtual Company

Strategic Sourcing viewed as a key facilitator of the networked enterprise. Rule-based systems/processes enable decentralized but coordinated sourcing and transactions.

Measurements

Mostly functional; Purchasing measures mostly related to purchasing price from fragmented supplier base. No formal supplier performance measurement process

Measures more process based; mostly internal focus. Supplier performance metrics established but are difficult to obtain. Spend data available but fragmented.

Supply base is an integral stakeholder; measured so that success directly impacts supplier profitability. Real-time supplier performance measurements are available to buyer and supplier via internet. Real-time, comprehensive material & supplier spend data analyzed on a regular basis.

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ATI/KPMG

BALANCING Transactional & Strategic

I am so busy keeping up with the sheer volume of P.R./P.O./Receipts that I cant focus on a strategic plan. FIRST - get the transactional volume under control - how can we get rid of transactions?
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ABC Analysis - General Categorization

Category A B C % of Transactions 8-10% 10-15% 70-80% $ Dollars 80-85% 12-15% 4 - 6%

Where should you focus your time & company resources??

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Balancing Central Strategy with Local Flexibility

( Finding the Balance - center-led, not centralized) HQ
For success, structure requires supporting: Tools Processes Talent

P R O
Decentralized Procurement

Div A

Div B

Div C

Centralized Procurement

HQ
Procurement

HQ

Div A

Div B

Div C

Div A

Div B

Div C

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

Procurement

Procurement

Procurement

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Balancing Central Strategy with Local Flexibility

( Finding the Balance - center-led, not centralized)

Center-led strategic sourcing requires different:

measurement

reward/incentive

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What gets measured, gets done!

If you cant measure it, you cant manage it (if you dont measure it, you wont 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 18 Sourcing)

What gets rewarded, gets done well!

May need to revise compensation (incentive) system to recognize support for Strategic Sourcing and Corporate efforts Whats in it for me? (WIIFM)

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DONT FORGET NON-TRADITIONAL SPEND

Travel Energy Fleet vehicles Security Services Freight audit/payment Courier services Telecommunications Payroll processing H.R. Benefits Services
- Medical, dental, vision, prescription

International Logistics
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Strategic Sourcing

Methodology

Identify Internal Requirements

n n n n n n

Define Objectives and Scope

Obtain Resources

Collect, Cleanse, & Analyze Data

ID overall needs ID specialized needs Clarify lead times Review item specs Pursue opportunities for standardization Evaluate process alternatives (streamline)
n

Develop Strategy

Verify Strategy Meets Objective

n n

No Yes

n n

n n

Select commodity group(s) Articulate objectives Align business strategies and operational goals Identify critical success factors Develop teams preliminary plan

n n

Obtain senior management commitment Define internal/ external people requirements Select project team members Finalize training document Train team

n n n n n

Clean-up descriptions Clean-up u/m & quantity Sort into subcommodities Clean-up prices Establish baseline prices
n n n n n n

Understand Supply Market

n n

Evaluate market trends n ID new suppliers Conduct market survey Review impact of consolidation Review impact of LTAs ID possible value added services

Identify supplier/ Commodity groupings Develop total cost model Determine pricing groupings Affirm historical baseline/spend Validate geographic coverage

Verify strategy with users/sites Validate anticipated outcome with original objective Determine risks and appropriate actions to mitigate

21

Strategic Sourcing

Methodology

Contract Process

Sourcing Approach RFX

n

Negotiate

Negotiation Process

Content Formulation

Implementation

Administration

n n n

Strong existing supplier relationship? Limited number of suppliers? Many suppliers? Commodity or supplier specific requirements? n Internal cost considerations n (switch costs?)
n n

RFX Process

n n

RFXs

Obtain Proposals

Proposal Analysis

Form item subgroups for RFX Develop RFX template ID commodity specific terms Incorporate proposal spreadsheet format for each commodity

Follow-up RFXs with phone calls Respond to supplier questions Follow proposal control process Supplier conference?

Load proposals into analysis spreadsheet Calculate cost & savings for various alternatives Select lowest total cost option

Identify critical issues Develop prime objective Determine risks and appropriate actions to mitigate Develop and execute negotiation strategy

Identify vital internal requirements Define performance parameters and guarantees Develop pricing model and schedule Document specifications/ requirements

Meet with the sites and communicate business imperative Develop implementation process and obtain site buy-in Develop internal compliance management process, including reporting Develop supplier performance resolution process

n n n

Establish single point of contact Refine performance review requirements Follow process to identify and resolve performance problems Track milestone progress defined in contract Senior management awareness of critical performance failures Manage contracts

22

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

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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?
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Strategic Sourcing Process

Understand Spend - Major issues or barriers - 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?
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Strategic Sourcing Process Strategic Spend Management (continual analysis)

- 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 its not measured, its not managed Spend visibility & spend management provide continued opportunity to analyze and shift transactional workload
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Strategic Sourcing -Understand Supply Markets

HIGH
Characteristics Characteristics

Strategic Approaches

Strategic Approaches

Characteristics

Characteristics Many options

Strategic Approaches Strategic Approaches

LOW HIGH

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Strategic Sourcing - Understand Supply Markets

Strategic Spend
HIGH
Characteristics Vital to operations Vital in market Few sources High value High volume Strategic Approaches Strive for high valueadded relationships Partnerships

Leverage Spend
Characteristics Many alternatives Many sources High value Large market capacity Strategic Approaches Maximize commercial advantage Competition

$
Risk Mitigation
Characteristics One or restricted sources Few options Strategic Approaches Ensure supply continuity Long-Term contracts

Buyers Market
Characteristics Many options Many sources Low value Little brand preference Strategic Approaches Simplify acquisition process Blanket Agreements

LOW

Number of Suppliers

HIGH

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Strategic Sourcing
HIGH

$
Risk Mitigation
Characteristics One or restricted sources Few options Strategic Approaches Ensure supply continuity Long-Term contracts

LOW

Number of Suppliers

HIGH

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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

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Strategic Sourcing
Strategic Spend
HIGH
Characteristics Vital to operations Vital in market Few sources High value High volume Strategic Approaches Strive for high valueadded relationships Partnerships

LOW

Number of Suppliers

HIGH

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Understand Supply Markets

Few suppliers and large expenditures

Characteristics

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

Supply management - Strategic Spend

32

Strategic Sourcing - Understand Supply Markets

HIGH

$
Buyers Market
Characteristics Many options Many sources Low value Little brand preference Strategic Approaches Simplify acquisition process Blanket Agreements

LOW

Number of Suppliers

HIGH

33

Understand Supply Markets

Many suppliers, but small amount of dollars expended.

Characteristics

Typically constitute only 5% of the dollars expended by a company Little brand preference 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

Supply management - Buyers Market

34

Strategic Sourcing
Leverage Spend
HIGH
Characteristics Many alternatives Many sources High value Large market capacity Strategic Approaches Maximize commercial advantage Competition

LOW

Number of Suppliers

HIGH

35

Understand Supply Markets

Many suppliers and large total dollar expenditure

Characteristics

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

Supply management - Leverage Spend

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Strategic Sourcing
HIGH
Characteristics Commodity Purchase Characteristics High Impact Purchase

Strategic Approaches Leverage purchasing power

Strategic Approaches Leverage purchasing power AND understand supplier cost drivers Involve supplier in product design

Spend Volume/ Leverage

Characteristics Odd & Ends Strategic Approaches Ensure obtaining best price

Characteristics Speciality Item Strategic Approaches Reduce administrative/procurement costs Gain access to technology and cost info

LOW

Source: CSC - 2003

Product or Service Complexity Source: CSC 2003

HIGH

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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 - cant control supplier used - cant control price paid - cant track maverick spend
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Strategic Sourcing & e-Supply Management

Definitions
e-Supply Management - utilization of electronic tools to plan (e-SCM) and execute a comprehensive procurement strategy. - its not just electronic transaction; - its not simply automation!

e-tools

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

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E-Supply Management Environment

e-design Collaboration (R&D Process)

e-Sourcing (Enablement)

e-Ordering (Transactions)

e-Category Management (Contract Mgt)

e-Logistics Collaboration (Supply Chain Coordination)

Needs identification Technology Planning Design & Engineering Project Management

Market Analysis Supplier RFx e-Auction Savings Tracking Project Management

EDI transactions Internet & ERP: Request Order Receive Pay

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

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

Source: AT Kearney Assessment of Excellence in Procurement

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

Business Process Redesign (BPR)

Strategic Sourcing Process

Incorporate Strategic Contracts into BPR

Data Normalization Process (use e-tools?)

Initiate e-Procure Decision (select tools)

Integrate e-Procure Solution(s) into Processes

Repeat?

Its NOT simply automation!

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Strategic Sourcing and e-Supply Management

$
Savings Capture
Strategic Sourcing without e-SCM

Strategic Sourcing

Contract Compliance

Time
42

Strategic Sourcing and e-Supply Management

$
Savings Capture

Strategic Sourcing with e-SCM

Strategic Sourcing without e-SCM

Strategic Sourcing

Contract Compliance Time

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Strategic Sourcing & e-Supply Management

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!
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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!
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Strategic Sourcing Resources

Selected Internet Bookmarks
http://www.bbb.org
The Better Business Bureauinfo about business and consumer alerts, the BBBs research library, and business reports

http://www.dnb.com
Dunn & Bradstreet Information Servicesshort reports on over 10 million U.S. organizations

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

http://www.thomasregional.com
The Thomas Regional Directory Companylistings of over 400,000 industrial & commercial suppliers, organized by products and services or by company name

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

http://finance.yahoo.com/m3?u
Currency Exchange Ratesinfo on daily and historical exchange rates

http://www.stat-usa.gov
U.S. Department of Commercedaily economic news, statistical releases, data bases, and selected publications

http://www.doc.gov
U.S. Department of Commerceinfo on demographics and industry market data that is collected by the govt

http://www.apqc.org
American Productivity and Quality Centermgmt info including benchmarking, best practices, reengineering, and total quality mgmt http://stats.bls.gov/blshome.htm Bureau of Labor StatisticsThe principal fact-finding agency for the Federal Government in the broad field of labor economics and statistics

http://www.usitc.gov
U.S. International Trade Commissionnews releases, reports and publications, and trade resources

http://www.wto.org
World Trade Organizationpress releases, trade policy reviews, info on international trade, and publications

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Strategic Sourcing Resources

Purchasing Industry Organizations
Aluminum Association
(202) 862-5100 (202) 872-4600 (202) 452-7100 (212) 624-4900 http://www.aluminum.org http://www.chemcenter.org http://www.steel.org http://www.ansi.org (602) 752-6276 (703) 318-8970 world.org (202) 737-1770 (847) 292-1891 (703)-448-9231 (800) 421-6767

Council of Logistics Management

(630) 574-0985 (703) 907-7500 http://www.clm1.org http://www.eia.org http://www.eca.org.uk

American Chemical Society American Iron & Steel Institute American National Standards Institute APICS (Amer Prodn & Inv Control Society)
(703)237-8344 (414) 272-8575 http://www.apics.org http://www.asqc.org

Electronics Industry Association Electronic Commerce Assoc. ISM (Institute for Supply Management)
http://www.ism.ws http://www.packinfo-

Institute of Packaging Professionals

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

Institute of Scrap Recycling Industries

http://www.isri.org http://www.iwla.com http://www.ncmahq.org http://www.outsourcing.com

International Warehouse Logistics Assoc. National Contract Management Assoc. Outsourcing Institute

Benchmarking Network Association

(281) 440-5044 http://www.benchmar@well.com

Contract Manufacturers Association

(810) 643-6807

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Strategic Sourcing Resources

Purchasing Related Periodicals
APICS: The Performance Advantage
500 W. Annandale Road Falls Church, VA 22046 (703) 237-8344 http://www.apics.org

International Journal of Purchasing and Materials Management

PO Box 22160 Tempe, AZ 85285 (602) 752-6276 ext. 401 http://www.napm.org

Contract Management Magazine

NCMA (National Contract Management Assoc.) 1912 Woodford Road Vienna, VA 22182 (703) 448-9231 http://www.nacmhq.org

Supplier Selection & Management Report

29 West 35th Street New York, NY 10001 212-564-0465 http://www.ioma.com

Electronic Buyers News

CMP Publications, Inc. 600 Community Drive Manhasset, NY 11030 (847) 291-5215 http://www.ebnonline.com

Purchasing Magazine
Cahners Publishing PO Box 7610 Highlands Ranch, CO 80163-7610 (303) 470-4445 http://www.purchasing.com

Inside Supply Management

Institute for Supply Management 2055 E. Centennial Circle Tempe, AZ 85285 480-752-6276

Transportation and Distribution

Penton Publishing, Inc. 1100 Superior Avenue Cleveland, OH 44114 (216) 696-7000

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

412-252-3168 egabbard@alleghenytechnologies.com

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