Purpose -The article deals with issues such as the size of a purchasing group, the types of benefits aimed for, and the real beneficiaries of purchasing groups. Design/methodology/approach -The observations are based on the literature, as well as on interviews, mostly with Canadian and US health-care managers. Findings -Although often associated with the public sector, purchasing groups are also an alternative considered more and more by managers of the private sector. A purchasing group increases volume consolidation, making it possible to have only one negotiation, in order to increase the purchasing group members' power vis-à -vis that of its suppliers. However, a purchasing group also constitutes an additional link in the supply chain and its objectives could go contrary to those of some of its members. This is why organisations considering joining a purchasing group should analyse this option strategically, in order to assess correctly the potential long-term benefits. Originality/value -This article suggests key questions and an analytical framework to help managers assess the potential benefits and drawbacks of joining a purchase group.

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Predicts that in the decade ahead, the purchasing function will have to shed its service and operational perspective and take on the challenge of effective contribution to organizational goals and strategies. Describes how, in this evolution, the make or buy decision and increasing reliance on outsourcing will change the purchasing manager into a manager of integrated operations.

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