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Introduction
This presentation will address the rise—or perhaps to some—the
resurgence of the Buyer/Planner organizational concept in modern
industry. Although not wholly a new concept, its "reinvigoration"
suggests that its "rediscovery" in many progressive firms suggests
that it is the only rational combination of skill sets which can
capture the essence of the concept of Supply Management. Others see
the Buyer/Planner concept as a transitional construct—an important
milestone on the path to truly integrated skills for the Supply
Management professional. Moreover, it is important to analyze the
origins of the Buyer/Planner concept, its present-day uses, as well
as misuses, and a look at the future and how the Buyer/Planner
concept can serve as a critical step toward true integrated resource
management.
All too often, this is the approach which traditional enterprise
management might take toward the implementation of the Buyer/Planner
organizational concept. Thus, the prescription for failure is almost
a certainty. No matter if one's specialty originates from either a
purchasing or a planning perspective, the typical employee reaction
to such a traditional conversion to Buyer/Planner is one of
cynicism. The management initiative is typically viewed as a
"head-count" reduction program, and if anything, the popular
perception is that Buyer/Planner will lead to an increased
workload, and not the pledged streamlining. Frequently under the
guise of "Reengineering" initiatives, the misapplication of
Buyer/Planner can cripple any qualitative improvement in supply
management performance.
Rather, to implement the Buyer/Planner concept requires a long-term,
strategic view of both the purchasing and planning processes, and
not a short-term, "return on investment" mentality. Truly effective
Buyer/Planner programs view both purchasing and planning as parts
of the same process, not sub-optimized nor fragmented functional
entities. Indeed, Buyer/Planner—when executed properly—can serve as
a critical "first step" toward an emphasis on effective management
of materials throughout the entire supply chain.
A brief survey of help wanted ads reveals a high degree of confusion
on the part of many employers over exactly what specific skills
constitute a desirable Buyer/Planner.1 On one end of the spectrum,
the following advertisement appeared for a Senior Buyer /Planner:
"Three-Five Years of Progressive Experience In Purchasing And
Planning Of Semiconductors; Junkyard Dog Negotiator; Bachelor's
Degree; PC Experience; Type 35 WPM; Able To Work In A Fast-Paced
Computerized Environ-ment." The attributes of a negotiator with the
skills (and hopefully, not the visage of) a "junkyard dog," and the
emphasis on typing skills reveal the clerical nature of this
position. The accent on basic experience openly conflicts with the
modifier "Senior." The firm seeking such an individual is, in the
short-term as well as the long-term, bond to be disappointed. Along
the way, the notion of what an effective, professional Buyer/Planner
is will not be realized by this firm.
Yet another advertisement, running the same weekend, sought a Buyer
IPlanner of Contract Manufacturing:
"10-15 Years Experience; BS/BA; MBA Preferred; APICS Certified (CPIM
and/or CIRM); NAPM Certified and Fluency In the German Language."
This employer is certainly looking for something much for
sophisticated than the Senior Buyer/Planner above. Elements of
considerable experience as well as measures of advanced education
and professional certification are indeed prominent and typify what
is perhaps the "top of the line" in Buyer/Planner candidates.
Such extremes in employer perception of what elements make up the
desirable skills of a Buyer/Planner suggest that the confusion stems
from a vague understanding of the term "Buyer/Planner" itself.
To be Continued
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