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With the globalisation of markets, firms are continuously searching for ways to remain competitive. In such an environment the purchasing and management of raw materials, supplies, parts, etc., has emerged as a critical area for a firm to achieve its strategic goals. Purchasing controls typically one‐quarter to one‐third of the expenses incurred by the firm in manufacturing its products. The objective of the article is to identify and illustrate how different computer‐based decision support tools/techniques could be applied to various purchasing decisions. Through in‐depth applications the potential improvements in managerial effectiveness, increased user involvement, and ease in problem solving are highlighted.

Investigates the doctrine of Relative Purchasing Power Parity. Mixed evidence is found supporting the concept when using a method analogous to that used by Lucas in testing the quantity theory of money. Relative Purchasing Power Parity is not consistently rejected in the long run between Canada and the United States and between Japan and the United States using quarterly data covering two separate periods: 1957 QI‐1973 QII, and 1973 QIII‐1989 QIV. Given the inconclusive results associated with relying on the methodology of Lucas, considers two alternatives: first, where the requisite smoothed time series are obtained via appropriate autoregressive integrated moving average filters and, second, where cointegration techniques are employed. In these instances, the results are unequivocal. Relative Purchasing Power Parity does not hold.

IN a departure from usual practice this issue concentrates to a large extent upon a single subject — Mechanical Handling. It coincides with that industry's exhibition at Earls Court from the 9th to 19th of this month, to be opened by the Rt. Hon. Christopher Chataway, M.P., Minister for Industrial Development. In consequence it was necessary to defer some regular features for a time, for which we apologise.

When organisations such as manufacturers and national and local institutions make a purchase the various decisions involved are frequently made by a group of people rather than one individual, so that we can say that such industrial type customers have within them 'buying units' or 'buying centres'. The size and composition of the units will vary depending on a host of factors—for a discussion of these see references (10, and (11). Within each unit there is usually a professional element, particularly in the case of medium and large companies, and this is generally referred to as the procurement function in the United States, and as the buying or purchasing function in the United Kingdom.

This Symposium reports on the opportunities available to those who take the initiative to introduce materials management approaches. It examines both the anticipate rates of change and development of the underlying factors as well as the organisational implications they entail. A full bibliography of recent literature is provided. The predicted developments are derived from the findings of a Delphi Study in association with the Institute of Purchasing and Supply conducted by the author in 1976.

The success of a JIT system depends on the effective implementation of all its components, including JIT purchasing. Even after following all prescribed implementation procedures of the JIT purchasing system, many companies are frustrated owing to delayed or early delivery of materials to the work centres because of limited unloading facilities. Identifies this problem, develops a mathematical formulation and provides a methodology for obtaining optimal delivery schedules for JIT purchases by applying operations research techniques. An algorithm‐based decision support system is developed which gives optimal unloading schedules very quickly, making it suitable for daily JIT purchases delivery planning.

The purpose of this paper is to present a framework for purchasing transport services to enable small and medium size enterprises (SMEs) to improve relationships with logistics service providers (LSPs) and enhance their own competitive advantage and profitability. Many SMEs lack competence in purchasing transport services and a subsequent lack of “purchasing power” may cause SMEs to be treated as “order takers” rather than “order makers” by LSPs, who have more leverage in the purchasing process.

This research stemmed from a knowledge transfer research project between the focal company and a university comprising a longitudinal single case study using action research for developing and implementing the framework.

A framework using several tools for purchasing transport services and improving transport performance has emerged from this research. Benefits from using this framework were enjoyed by both the focal company and its LSPs and the focal company improved the relationship power balance.

The research and resulting framework are based on a single case study and have not been tested in other firms or markets. However, the proposed framework may be applied in other contexts, entirely or in parts.

The research offers practical insights to a frequently‐encountered logistics issue for SMEs through developing and applying specific processes for practical transport purchasing.

The paper contributes by synthesising the literature relating to the transport purchasing process generally and in SMEs. It also provides a framework for SMEs to improve their transport purchasing efforts, thereby enhancing economic and operational efficiency.

Defines technology transfer in the macroeconomic sense and highlights three factors which must be taken into account, namely contrast, similarity and compatibility. Advises examination of social and economic costs before embarking on such a project. Identifies human resources as the most important element of technology transfer, as it influences both the acquisition and integration of new technology. Provides a five‐stage transfer plan and explains how to overcome problems with staff mentality and “short circuits” in the thought process.

An investigation has been carried out within a multinational engineering corporation into the role of purchasing within a corporate structure. The main research method was case studies of corporate purchasing and three factory buying departments. It was found that the division of responsibilities between corporate and factory levels had a major effect on the role of purchasing at factory level resulting in the latter occupying a service role in relation to other departments. It is also pointed out that the use and usefulness of various purchasing techniques is also influenced by the relationship between corporate and factory purchasing and factors such as tighter control of stocks, pressures from customers, purchasing department staffing levels, the economic situation, the level of computerisation and the role of purchasing in relation to other departments.

The days of effortless profits for Saudi firms and for companies in the Gulf region are over. The current status of purchasing efficacy in Saudi Arabia is examined at a time when the economies of the Gulf countries are going through a critical transformation. A survey undertaken in Saudi Arabia is described, its results presented, and its findings and their implications discussed.