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NAPM CERTIFICATION PROGRAMUPDATE

NAPM Strategic Plan

Goal II: Expand the Association’sValue to those in the SupplyManagement Process

A. Establish NAPM competencymeasures as being essential forcareer success

Use output of job analysis todetermine how to proceed withthe update of the C.P.M. andA.P.P. programs

NAPM CERTIFICATION PROGRAMUPDATE

Supply Management Definition

“A systems management concept employ-

ed by some organizations designed to

optimize the factors of material costs,

quality and service. This is accomplished

by consolidating the following operating

activities: purchasing, transportation,

warehousing, quality assurance for

incoming materials, inventory

management, internal distribution, and

finished goods/services distribution to

customer.”

NAPM Certification Committee

NAPM CERTIFICATION PROGRAM UPDATEJob Analysis Process

•• Reviewed existing information

•• Collected job descriptions

•• Created preliminary list of task statements

•• Performed face-to-face interviews to obtain input on task statements

•• Updated task statements list

•• Obtained input from subject matter experts and academics

•• Finalized task statements (100 total)

•• Created and distributed questionnairesØ 15,000 mailed in USØ Over 2,400 returned

NAPM CERTIFICATION PROGRAMUPDATE

Job Analysis Process

•• Analyzed data

•• Selected parameters to determine “common body of knowledge”

Ø 50% or more perform task in amajority of sectors

Ø Importance rating of four or higher for the taskØ Importance Scale of 0 to 7

0 (not a part of my job)1 (very low importance)7 (very high importance)

•• Created knowledge, skills and abilities (KSAs) specification

•• Used specification for program updates

NAPM CERTIFICATION PROGRAMUPDATE

Seven Sectors

1. Manufacturing

2. US Government/Prime Contractor

3. State and Local Government

4. Institutional (e.g., hospitals,educational)

5. Service (e.g., utilities, lodging,communications)

6. Food (e.g., restaurants, agriculture,tobacco)

7. Retail

NAPM CERTIFICATION PROGRAMUPDATE

C.P.M. Program Results

Module 1 – Purchasing Process

Part A: Identifying Requirements (5 tasks)Part B: Preparation of Solicitations (4 tasks)Part C: Supplier Analysis (3 tasks)Part D: Contract Execution, Implementation,

and Administration (8 tasks)

Module 2 – Supply Environment

Part A: Negotiations (2 tasks)Part B: Information Technology (3 tasks)Part C: Quality Issues (2 tasks)Part D: Internal Relationships (4 tasks)Part E: External Relationships (6 tasks)

NAPM CERTIFICATION PROGRAMUPDATE

C.P.M. Program Results

Module 3 – Value Enhancement Strategies

Part A: Sourcing Analysis (3 tasks)Part B: Supply and Inventory Management

(4 tasks)Part C: Value Enhancing Methods (4 tasks)Part D: Forecasting and Strategies (5 tasks)

Module 4 – Management

Part A: Management and Organization(8 tasks)

Part B: Human Resources Management(6 tasks)

Total Tasks = 67

NAPM CERTIFICATION PROGRAMUPDATE

A.P.P. Program Results

Module 1 – Purchasing Process

Part A: Identifying Requirements (5 tasks)Part B: Preparation of Solicitations (4 tasks)Part C: Supplier Analysis (3 tasks)Part D: Contract Execution, Implementation,

and Administration (8 tasks)

Module 2 – Supply Environment

Part A: Negotiations (2 tasks)Part B: Information Technology (3 tasks)Part C: Quality Issues (2 tasks)Part D: Internal Relationships (4 tasks)Part E: External Relationships (6 tasks)

Total tasks = 37

NAPM CERTIFICATION PROGRAMUPDATE

Observations

• Trend to de-emphasize manufacturingcontinues

• Breadth of subject matter greater

• C.P.M. and A.P.P. programs will takeadvantage of the concept expressed in ASkills Based Analysis of The World ClassPurchaser by Larry Giunipero whichstates:

“The changing nature of the professionfrom transactional to strategic…requires either a different mix of skillsets or a different and higher levelapplication of tried and true skills.”

(emphasis author’s )

NAPM CERTIFICATION PROGRAMUPDATE

Observations

• C.P.M. program to have greater supplymanagement and strategic focus

• Goal – “level up” program andmaterials

• A.P.P. exam will help further programdifferentiation

NAPM CERTIFICATION PROGRAMUPDATE

Exams

• Updated exams introduced January 1, 2001

• Modules 1, 2 and 3 to consist of 95 questions (5 unscored)

• Modules 1, 2, and 3 test limit set at 105 minutes

• Module 4 to consist of 120 questions (10 unscored)

• Module 4 test limit set at 130 minutes

• 1/1/2002 only new Module 4 acceptable

• Mix of test questions to changeØ Knowledge recallØ ComprehensionØ Application (Module 4 to have at least 25)

• Updated Exam Pilot Program

INTERNATIONAL UPDATE

CONTRACTS IN PLACE- Australia (including Hong Kong and

Singapore)- France (including Belgium, Luxembourg,

Switzerland, Algeria, Morocco andTunisia)

- India- Ireland- Japan- Kenya- South Africa (with surrounding countries to

follow)- Spain

WORK IN PROGRESS- Argentina- The Bahamas- Mexico- New Zealand- Nigeria- South Korea

SPECIAL RELATIONSHIP

- Taiwan (with future access to China)

A CASE FOR THE C.P.M.

Why support the C.P.M.?Why become a C.P.M.?

1. Becoming a C.P.M. is an important wayto declare interest to be a professionalin the field and to gain credibility

2. Supporting C.P.M. certification is asignificant way for the organization tounderscore its commitment toprofessionalism

3. C.P.M. certification is an objectivemeasure of knowledge and experience

4. C.P.M. program focus on purchasingand supply adds specialist knowledgefor those with a business or technicaldegree

5. Salary surveys find C.P.M.s earn more

PARTICIPANT COMMENTS

“Taking module courses has allowed forexcellent networking with other purchasingprofessionals and the knowledge gainedhas been extremely helpful in theworkplace.”

Carol McCreary, C.P.M., A.P.P.Capital Blue CrossSenior Buyer

“I have a more global mindset.”

Mark Mack, C.P.M.Lucent TechnologiesBuying Specialist

PARTICIPANT COMMENTS

“I obtained my C.P.M. two years ago. I wasa buyer with six years on-the-jobexperience. As a result of earning myC.P.M., I obtained a manager positionwithin four months, and within one year Ibecame a director. I doubled my salary inless than two years.”

Sandy Fielder, C.P.M.Seattle MarinersDirector of Procurement

“One very strong point on my resume hasbeen the C.P.M. designation. It helped meto be hired here at Ben & Jerry’s.”

Todd Kane, C.P.M.Ben & Jerry’sPurchasing Manager

PARTICIPANT COMMENTS

“I came to the purchasing office as asecretary with some previous buyingexperience. I asked the director what Icould do to improve my chances ofpromotion to buyer. He told me I neededmy C.P.M., I got it, and I was promoted.”

Dianne Farrell, C.P.M.City of OrlandoPurchasing Agent 2

“I’m a believer; I went from buyer to vicepresident of manufacturing.”

Nicholas White, C.P.M., CPIMBarnstead-ThermolyneVice President of Manufacturing

PARTICIPANT COMMENTS

“The C.P.M. improves self image, addsprofessional credentials, and provides abroad view of the profession.”

Ralph Long, C.P.M.Pima County Community College DistrictAssistant Director of Procurement Services

NAPM INFORMATION RESOURCES

• C.P.M./A.P.P. Automatic Telephone MessagingSystem – 800/888-6276, ext. 3027

• NAPM Fax-on-Demand – Dial 800/444-6276

• NAPM’s Home Page – http://www.napm.org

NAPM INFORMATION RESOURCES

• Althea (Al) Levine (extension 3094)Processes C.P.M. applications

• Elena Moshinsky (extension 3044)Processes continuing education hours forms andperforms department secretarial duties

• Kristi Killingsworth (extension 3083)Processes A.P.P. applications

• Nancy Engelsen, Senior Associate, Certification(extension 3074)

• Scott Sturzl, C.P.M., Vice President, Certification(extension 3011)

• 1-800/888-6276, Ext. 401(Customer Services)Use to order exam forms, applications forcertification, order C.P.M. study or other materialsand to obtain answers to general questions

Certified In-process Non-certified

Recognition/Status/Respect 59% 33% 28%Employer requirement

or preference 19 8 15Knowledge/Information

applicable to job 11 33 13Validates desire to advance

professionally 11 10 8Opportunity for better

positions/Career potential 5 23 14

Organizations that Require or Prefer C.P.M. Certification

AmeritechArizona Public Service CompanyAT&TBoise CascadeBrigham Young UniversityCatholic Health InitiativesCity of OrlandoCorning IncorporatedFruit of the LoomGrainger Industrial SupplyHarley-Davidson Motor CompanyHerman Miller Inc.Honeywell Micro Switch DivisionInter-TelLas Vegas Housing AuthorityMassachusetts Port AuthorityPhelps Dodge Mining co.Shell Services InternationalSteelcase, In.cThe Port Authority of NY & NJThe University of OklahomaU.S. Postal ServiceWellman, Inc.Westinghouse Power Corp.Xerox Corporation

Source: NAPM January 1999 Newsline Survey

Allied SignalArizona Public ServiceBellSouth TelecommunicationsBristol-Myers SquibbCAPPOCitibankDell ComputerEMC 2General Electric CompanyHoneywellNational Association of Educational BuyersMotorolaPhelps DodgeSamsungSonocoSouthwestern BellXerox

Source: NAPM

(Bell South presentation overheads.doc)C.P.M. Repositioning