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C.P.M. AND PROFESSIONAL DEVELOPMENT: INTRODUCTION
November 1999
Earlier this year, ISM asked Dr. Michael A. McGinnis, C.P.M., A.P.P. to prepare scenarios based on organizations that require or encourage their employees to earn A.P.P. and/or C.P.M. certification. Over the last few months, Dr. McGinnis worked with six purchasing managers to prepare scenarios of processes used by a range of organizations that require or encourage their purchasing professionals to earn their C.P.M.s as part of the organization's overall professional development program. The managers include males and females working in a variety of industry categories, in purchasing organizations that vary greatly in size, and with a wide range of professional development strategies.
Six things stand out in these scenarios. First, leadership plays an important role in all of these scenarios. In some instances it comes from the top management; in other instances the driving force is the purchasing manager. When the purchasing manager is the driving force, a primary goal has to be the support of top management. Ultimately, top management is crucial to the success of the program.
Second, all six purchasing managers believe that the process of earning the C.P.M. has led to improved performance among the purchasing professionals in numerous ways including better problem-solving skills, a greater understanding of purchasing strategies and tactics, increased credibility with other departments and with suppliers, better cooperation among the purchasing staff, and greater professional independence.
Third, earning the C.P.M. is part of an overall professional development program. Earning the A.P.P. or C.P.M. is not an end in itself. Rather, it is part of the total continuing professional development program for the purchasing staff. Without a continuing professional development program ,the benefits of certification will wither.
Fourth, there is no one approach for motivating purchasing professionals to earn their A.P.P. or C.P.M. designation. Some organizations have highly developed programs that include professional development courses, the opportunity to attend study groups on a release-time basis, and on-site testing. Other organizations establish the priority and encourage each individual to pursue certification at his or her own pace.
Fifth, all organizations interviewed provide financial support for study materials, attending at least some courses, and testing. In some cases the level of support is tailored to the individual, where individuals that need additional training and/or need to repeat examination modules receive the support needed to help them complete their goals.
Finally, programs that require/encourage certification require a combination of persistence and patience. Some individuals will become certified within weeks. Others will take months (and in some instances years). The success of the early certifications helps create an environment of potential, where those who thought that certification would be a long and difficult process realize that it can be done, and many of those who thought that certification was impossible realize that it is an attainable goal.
In answer to some commonly asked questions, Dr. McGinnis has prepared focused answers based on the insights provided by the purchasing managers that were interviewed. Can A.P.P. or C.P.M. certification help your purchasing professionals improve their job skills? Yes. Will requiring or encouraging your staff to become certified solve all of your job skills problems? No. Can certification provide the basis for a continuing program of professional development? Yes. Can certification contribute to increased purchasing department performance? Yes. Can certification increase the credibility of the purchasing department? Yes. Can certification without additional professional development and leadership enable you to achieve all of the purchasing department's goals? No. Is the time, money, and effort spent on a program of purchasing professional certification a good use of the organization's resources? In most cases, yes. Can a program be developed in an organization that has limited resources? Yes.
ISM thanks the six purchasing managers who participated in this research, including the one who chose to be anonymous. Their cooperation made it possible to develop these scenarios which should help you decide (a) whether to encourage or require your purchasing professionals to seek certification and (b) how to proceed. ISM also extends a thank you to Dr. Michael McGinnis, C.P.M., A.P.P., Professor of Marketing & Logistics, University of South Alabama for writing these scenarios. He can be contacted at the University of South Alabama, Department of Marketing & Transportation, 5E BMS Bldg., Mobile, Alabama 36688-0002, by email at [email protected], or by telephone at 334/460-7907.
C.P.M. Professional Development Scenarios:
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