http://www.capsresearch.org/capsrss.ashxPublications recently posted on CAPS Research website.en-us1440Copyright 1990-2010, Institute for Supply Managementhttp://www.capsresearch.org/images/capslogoSM_newlogo.gifhttp://www.capsresearch.org/Research/Research.aspxhttp://www.capsresearch.org/Publications/pdfs-protected/Pharma2010EmergingMarketsMetric.pdfThis first in a series of five new pharmaceutical industry benchmarking reports focuses on "Emerging Markets." For this report, emerging markets are defined as geographic regions in which pharmaceutical manufacturers do not currently have a supply management organizational presence. About 46% of the survey participants reported they do have supply management organizations physically located in some emerging market regions. One-half of the survey participants who do not yet have supply management professionals physically located in these regions reported they anticipate doing so within the next three years. Overall, 80% of the participants reported that during the next three years they expect growth within supply management organizations located in the emerging market regions.CAPS Research Benchmarking TeamTue, 17 Aug 2010 00:00:00 GMTIndustry Benchmarkinghttp://www.capsresearch.org/Publications/pdfs-protected/snapshots0007.pdfThere were 149 useable responses to the SnapShots survey on Insurance Requirements and Certificates for Suppliers. Of those responses, 34% were from the Manufacturing sector and 66% were Non-Manufacturing. A very large percentage of companies from both sectors (86% and 98%, respectively) required suppliers to maintain insurance in addition to the requirements prescribed by the state or nation where work is being performed. Seventy-six percent of Manufacturers and 93% of Non-Manufacturers require suppliers to provide copies of their certificate(s) of insurance. Of those companies that do not require suppliers to provide copies of the certificates of insurance, 71% of Manufacturers and 66% of Non-Manufacturers have standard contract terms requiring suppliers to certify that they have coverage consistent with insurance requirements and that they will maintain that coverage for the contract performance period.CAPS Research Benchmarking TeamFri, 23 Jul 2010 00:00:00 GMTSnapShots Benchmarkinghttp://www.capsresearch.org/Publications/pdfs-protected/IndMfg2010Metric.pdfThe Industrial Manufacturing Industry Benchmarking Metric Report 2010 contains key supply management performance measures including organizational structure, professional development, financial information and supplier relationships and alliances. Also included are metrics concerning supply management operating expense and total managed spend relating to eleven different global regions. In addition, key metrics are reported on thirteen performance measures relating to supplier rating systems/processes.CAPS Research Benchmarking TeamFri, 09 Jul 2010 00:00:00 GMTIndustry Benchmarkinghttp://www.capsresearch.org/Publications/pdfs-protected/MBMRO2010Metric.pdfThis report provides the average and median costs for 45 Maintenance, Repair, & Operating (MRO) items. Each of the 45 line items has a unique description for the actual and equivalent item costs of the market basket items as reported. Companies who want to have better control of their MRO spend should review the market basket report.CAPS Research Benchmarking TeamFri, 02 Jul 2010 00:00:00 GMTMarket Baskethttp://www.capsresearch.org/Publications/pdfs-protected/monczka2010cases.pdfFirms are always striving to find that innovative strategy element that will make the difference for their product or service. History shows us that important innovations can come from within a company, from an external source, or through a joint development. This focus study examines one of these avenues: how leading companies and their suppliers are engaging in supplier innovation. Firms have not yet fully established how they will most effectively leverage external supplier capabilities to accelerate innovation to the benefit of both buyers and suppliers. Innovation sourcing requires aligned and linked customer-driven strategies between senior company executives, supply and strategic suppliers, which are in early development at most firms. This report, uses case study examples to illustrate the strategic approaches, barriers to success, enablers and overall critical issues. It is a companion study to the CAPS report, "Accelerating Supplier Innovation through Effective Supplier Collaboration," due for publication in 2010.Robert M. Monczka, Ph.D.; Phillip L. Carter, DBA; Thomas V. Scannell, Ph.D.; Joseph R. Carter, DBA, CPSM, C.P.M.Fri, 18 Jun 2010 00:00:00 GMTFocus Study