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The buyer and planner functions are critical in purchasing because they provide the primary linkage with suppliers in the logistics network. For manufacturing companies that switch to modern production strategies such as just‐in‐time and manufacturing resource planning (MRP II), the responsibilities of the buyer/planner are even more critical, since purchasing and physical distribution take on increased importance. As job responsibilities change when implementing new systems, management must be cognisant of the factors that comprise favourable performance. These issues are examined and an assessment process is outlined. In addition, a performance assessment (PA) model is presented to assist the purchasing or logistics manager in making a more enlightened judgement of buyer/planner job performance.

As manufacturers contemplate changing or modifying outmoded operations systems, management must be aware of the key role played by workers in achieving a successful implementation. These new system strategies, such as just‐in‐time (JIT) and manufacturing resource planning (MRP II), rely on an essential feature – total employee involvement. Management must understand the change process and how employee involvement is achieved through the establishment of the team concept and by supporting proper performance measures.

The probability of a successful CIM implementation is enhanced when the firm takes certain measures to provide the proper environment prior to implementation. A pre‐implementation strategy that stresses the importance of continuous improvement in processes is described. The pre‐implementation strategy is based on a systems analysis and design project procedure that extricates sources of inefficiencies and establishes a foundation of sound management practices.

Two distinct phases of ERP have been identified. The first phase refers to the changes that an organization undergoes in transforming from the old system and “going live” with the ERP system. The second phase, also called the second wave of ERP, refers to the actions subsequent to ERP implementation, that enable the organization to achieve the full capabilities and benefits of ERP. The paper examines the problems organizations frequently experience with ERP implementations, and suggests strategies for extending the value of ERP systems.

One of the essential tasks in implementing JIT is to integrate suppliers in the overall strategy. The process of vendor evaluation and selection is a time‐consuming and critical aspect of establishing vendor partnerships. The various attributes that are important in implementing JIT into the purchasing process are discussed. These attributes are categorised as financial, service, and technical. Several traditional vendor evaluation procedures are examined, their advantages and disadvantages described, and a new dimensional analysis model is introduced. This model has certain advantages over the traditional methods. An illustration of how the model can be used to assist purchasing in the selection of suppliers is given.

Outlines a supplier certification programme – a structured procedure for evaluating suppliers to determine if performance warrants a special partnership agreement. Close, long‐term relationships between buyer and supplier are becoming more common, especially for those manufacturers practising a just‐in‐time production and logistics strategy. Presents an efficient mathematical model to measure relative performance, which can serve as the central ingredient in a decision‐support system for purchasing and logistics management.

Engineering consulting firms involved in the design and construction of large‐scale industrial plants attempt to find flaws as early as possible in the design process to avoid more costly deviation corrections later on, particularly during and after construction. Deviation corrections can be reduced by pursuing more diligent quality prevention and appraisal efforts. Quality performance management system (QPMS) is a cost evaluation programme designed to measure the prevention and appraisal effort and its impact on deviation corrections. Examines this system and details the quality improvement results for a multi‐million dollar chemical plant project. Approximately 12 per cent of the total cost of design and construction was attributed to quality costs, a majority of which was categorized as various prevention and appraisal activities. Describes overall cost reductions and other benefits of QPMS.

To stay competitive in future global markets, manufacturers must face the challenge to sustain superior performance in three important aspects of operational capability ‐ flexibility, speed, and the ability to serve the customer. These capabilities are achieved by the manufacturer’s ability to excel in product development, production operations, customer order processing and delivery, and the development of supply networks. The specific requirements for each of these systems are described. Examples of techniques that will be beneficial in achieving excellence in each of these critical areas of operations are given.

Organizational structure dimensions have been theorized as antecedents to and organizational performance as a consequence of market orientation. Multiple studies have investigated the theorized relationships and returned inconsistent results. The purpose of this study is to identify and resolve the inconsistencies.

Results from prior studies were summarized and a structural equation modeling approach was used to analyze new data collected from 173 manufacturing organizations.

Of the structure dimensions (formalization, specialization, decentralization, integration) tested, only formalization was found to be a positive predictor of market orientation. Market orientation was found to be a positive predictor of both financial and marketing performance.

The body of evidence assembled does not support the proposition that organizational structure impacts market orientation. It does, however, support the proposition that a market orientation positively impacts organizational performance.

It is not necessary for practicing managers to adopt a particular structural combination in preparation for implementation of a marketing orientation. Managers can, however, expect improved financial and marketing performance following the adoption of a market orientation.

Past inconsistencies related to the antecedent impact of organizational structure on a market orientation and a market orientation on performance are resolved. The evidence indicates that structure does not have the impact originally proposed.

In the last years the penetration of enterprise resource planning (ERP) systems within small, medium and large organizations increased steadily. Organizations are forced to adapt their systems and perform ERP upgrades in order to react to rapidly changing business environments, technological enhancements and rising pressure of competition. The purpose of this paper is to focus on the critical success factors for such projects.

The paper is based on a literature review and qualitative interviews with CEOs, CIOs, ERP consultants and project managers who recently carried out ERP upgrade projects in their respective organizations.

This paper identifies 14 critical success factors for ERP upgrade projects. Amongst others, effective project management, external support, the composition of the ERP team and the usage of a multiple system landscape play a key role for the success of the ERP upgrade. Furthermore, a comparison to the critical success factors for ERP implementation projects was conducted, and even though there are many similarities between these types of projects, several differences emerged.

ERP upgrade projects have a huge impact on organizations, but their success and antecedents for it are currently under-researched.