【正文】 FUTURE OF PURCHASING amp。 SUPPLY: A FIVE AND TEN YEAR FORECAST A Joint Research Initiative of Center for Advanced Purchasing Studies National Association of Purchasing Management . Kearney, Inc. 169。1998 . Kearney, Inc. All Rights Reserved 2 7/22462/2/B RESEARCH TEAM Joseph Carter Robert Monczka NAPM Professor NAPM Professor Arizona State University Director, GEBN Michigan State University Tom Slaight Andrew Swan Vice President Manager . Kearney, Inc. . Kearney, Inc. Phillip Carter Harold E. Fearon Professor of Purchasing Director, Center for Advanced Purchasing Studies Arizona State University Our research objective Purchasing 20xx amp。 20xx Purchasing 20xx amp。 20xx Purchasing/Supply Executive Focus Groups A balance of research inputs CEO/Organizational Agenda Purchasing/Supply Priorities Future Environmental Changes Interactions among the three areas CEO/Organizational Agenda Purchasing/Supply Priorities Future Environmental Changes Company And Purchasing Supply Strategies Work Environment Technology Society And Politics Market Transactions Demographics Industrial Policy Natural Resources Globalization Several key factors will affect purchasing anizations Future Environmental Changes CEO/Organizational Agenda Purchasing/Supply Priorities Future Environmental Changes 9 7/22462/9/B Five key CEO messages ? Customer relationships have moved to the forefront ? Supplier relationships emerge as a priority ? CEOs often share procurement goals …once you get past the barriers ? Trust is key to better relationships and is earned through performance ? Performance leaders address relationships in a dramatically different way CEO/Organizational Agenda ? Relationships with customers ? Cost petitiveness ? Effective use of information technology ? Managing change ? Shareholder value ? Revenue growth ? Industry restructuring ? Globalization ? Valueadded relationships with suppliers 1997 CEO Agenda Source: . Kearney 1997 CEO Global Business Study CEO/Organizational Agenda CEO/Organizational Agenda Purchasing/Supply Priorities Future Environmental Changes ABB Allied Signal American Airlines ARCO ATamp。T Bank of America BankBoston Baxter Healthcare Bell Atlantic Bethlehem Steel Boise Cascade BWarner Canadian National Caterpillar Cummins Engine Deere amp。 Co. DHL Express Digital Equipment Eastman Kodak Eaton Corp. Eli Lilly FedEx First Bank Systems First Chicago NBD Fleet Financial Ford GeiaPacific Glaxo Welle Honda of America Honeywell IBM KerrMcGee LTV Mead Johnson Michelin Motorola Nabisco Navistar Phelps Dodge PitneyBowes Quaker Oats Rubbermaid ScheringPlough Siemens Square D State Street Bank Texas Instruments Thomson Consumer Electronics Transamerica Unisys US Gypsum Wells Fargo Some of the 160 anizations that participated 1. Electronic merce 2. Strategic cost management 3. Strategic Sourcing 4. Supply chain partner selection and contribution 5. Tactical purchasing 6. Purchasing strategy development 7. Demandpull purchasing 8. Relationship ma