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This trend away from the daily procurement function ( tactical purchasing ) resulted in several changes in the industry.
The first was the reduction of personnel.
Purchasing departments were now smaller.
There was no need for the army of clerks processing orders for individual parts as in the past.
Another change was the focus on negotiating contracts and procurement of large capital equipment.
Both of these functions permitted purchasing departments to make the biggest financial contribution to the organization.
A new terms and job title emerged – Strategic sourcing and Sourcing Managers.
These professionals not only focused on the bidding process and negotiating with suppliers, but the entire supply function.
In these roles they were able to add value and maximize savings for organizations.
This value was manifested in lower inventories, less personnel, and getting the end product to the organization ’ s consumer quicker.
Purchasing manager ’ s success in these roles resulted in new assignments outside to the traditional purchasing function – logistics, materials management, distribution, and warehousing.
More and more purchasing managers were becoming Supply Chain Managers handling additional functions of their organizations operation.
Purchasing managers were not the only ones to become Supply Chain Managers.
Logistic managers, material managers, distribution managers, etc.
all rose the broader function and some had responsibility for the purchasing functions now.

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