SUMMARY Changes in the purchasing function and the environment in which it operates significantly affect the ideal skill set required fora world‐class purchasing professional. Although much has been written in the popular press about the skills required of a purchasing/supply management professional, very little academic research has been undertaken to examine this topic. The objectives of this study were to ascertain which skills are the most important to the function and to develop a concise set of factors to describe a comprehensive set of skills required of a world‐class purchasing/supply management professional One hundred thirty‐six purchasing professionals rated the importance of 30 purchasing skills. The skills were subsequently analyzed via exploratory factor analysis. Strategy, process management, teaming, decisionmaking, behavioral, negotiation, and quantitative skills were identified as key skill dimensions.

Despite continuing advances in statistical methods, problems in scalar measures persist. This paper reports the findings on a review of marketing scale batteries developed since the publication of Churchill's (1979) paper outlining a method for reliable and valid scale development. The authors found four problem areas. These are discussed and solutions suggested.

PurposeThe purpose of this research is to empirically investigate the role of firm size in the use of e‐procurement applications that vary in their ability to facilitate supply chain integration.Design/methodology/approachThe sample was drawn from members of the Institute for Supply Management (ISM). Purchasing professionals employed in 33 different industries completed a self‐administered questionnaire.FindingsA total of 128 useable surveys were received. The data revealed a significant relationship between firm size and e‐procurement application. Specifically, larger firms were more likely to use integrative types of e‐procurement.Research limitations/implicationsThe study was limited in that it excluded purchasing professionals employed in the service sector. In addition, it only focused on the relationship between a single variable and e‐procurement application.Practical implicationsThis research provides support for studies that suggest that firm size is related to IT use. In addition, it tests the framework developed in a previous research study conducted on supply chain IT. Finally, previous research has linked supply chain process integration with operational agility, lower costs, superior product/service design, and enhanced profitability. The findings of this research might prompt decision‐makers to ask themselves if their firms forgo such potential benefits when integrative forms of e‐procurement are not used.Originality/valueThis research contributes to the understanding of an emerging phenomenon by investigating firm size as an explanatory variable in the e‐procurement application decision. In addition, evidence is still lacking with regard to the prevalence of actual implementation of e‐procurement in firms. This study examines actual usage of 13 different e‐procurement applications across various industries. Finally, this research focuses on the use of e‐procurement in achieving integration. This is important to practitioners, as effective supply chain integration has been linked to enhanced business performance.

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SUMMARY Despite the popularity of electronic reverse auctions, limited empirical research on their use and key outcomes such as supplier cooperation, purchase price reductions and time savings has been conducted. The current research examines the role that the relative strategic importance of the existing buyer–supplier relationship plays in reverse auction usage, including the type of governance structure established and the three previously mentioned outcomes. Results indicated that existing buyer/supplier relationships characterized as strategic opted for relational forms of governance in reverse auctions. When using transactional governance, this research provides empirical support for reports that reverse auctions result in reduced purchase prices and increased purchaser productivity. Managerial implications are offered, along with directions for future research.