Thursday, December 29, 2011

Next Level Purchasing Wins Better Business Bureau Torch Award For Marketplace Ethics!

Leading PURCHASING certification & training provider

earns ethical business award

Pittsburgh, PA – December 29, 2011 – Next Level Purchasing, Inc., a provider of online training & certification for purchasing professionals, has been awarded the 2011 Torch Award for Marketplace Ethics by the Better Business Bureau of Western Pennsylvania.

The BBB Torch Award program is open to all for-profit companies (accredited and non-accredited businesses) who are located in the 28 county service area of Western Pennsylvania. Companies were evaluated against criteria that included commitment to and demonstration of ethical practices in the marketplace; high standards of behavior toward customers, employees, suppliers, shareholders and the communities in which they do business; long-term value of ethics policies to shareholders, customers and employees; and training and communications programs to assist employees in carrying out established ethics policies.

As a winner, Next Level Purchasing "clearly demonstrates superior character on a daily basis and consistently exceeds marketplace standards for ethics in its relationships with customers, employees, suppliers, industry peers and the communities in which it does business,” said Warren King, President of the Better Business Bureau of Western Pennsylvania.

“Ethics and integrity is of paramount importance to Next Level Purchasing as we not only operate with high ethical standards, but our clients – mid-size and large businesses – trust us to teach their employees how to do business with their suppliers ethically and profitably,” said Charles Dominick, SPSM, SPSM2 – the President and Founder of Next Level Purchasing, Inc. “It is a true honor to win the Better Business Bureau’s Torch Awards as there is no name more synonymous with business ethics than the BBB.”

Among its many ethics-related initiatives, Next Level Purchasing released an Express Course in 2011, “15 Rules for Ethical Supplier Interaction,” to help all clients’ employees that interact with suppliers do so in a way that meets the highest standards for business ethics.

About Next Level Purchasing

Next Level Purchasing is a leading provider of online training & certification for purchasing professionals. Its training includes the globally-recognized SPSM® and SPSM2® Certifications for world-class supply management success. Its services enable organizations to lower costs, support operations, and reduce risk by improving purchasing processes and expanding the capabilities of supply management organizations. Visit Next Level Purchasing at:


Tuesday, December 13, 2011

Contractual Remedies (For The Procurement Goldilockes)

I hope that you have enjoyed the article "Remedies For Supplier Screw-ups, Part I."

Remember the children's story "Goldilocks & The Three Bears?" How, Goldilocks makes her way into the home, finds three versions of certain amenities, and decides that two versions of each are flawed for polar opposite reasons but the third version of each is "just right?"

Well, I am eager to hear from all of the "procurement Goldilockses" out there to know whether you think that the above linked article is too strategic, too tactical, or just right.

You see, I feel that the advice laid out in this article is applicable to any product purchase, whether it's a one-time, small value order or a multi-year contract. But the danger of writing such an "all-encompassing" article is that it will be perceived in one of two ways: (a) so tactical that people in strategic roles won't pay attention, or (b) so specific to contract writing that people in tactical roles who simply place purchase orders won't pay attention.

Well, I'm here to tell you that this little article has advice that can benefit both constituencies!

Those of us in procurement always talk or hear about how the need to "put out fires" keeps procurement professionals from doing strategic work. Well, if you prevent fires, you won't have as many distractions. This article is all about preventing fires - thinking about what could go wrong in advance so that, if something does go awry, remedying the problem won't be a matter of "putting out a fire" but simply a matter of following the predetermined next step in a procedure to minimize disruption. To me, preventing tactical work overload is a pretty strategic pursuit.

So, pretend you're Goldilocks. What do you think of this article?

Too tactical? Too strategic? Or just right?

To Your Career,
Charles Dominick, SPSM, SPSM2
President & Chief Procurement Officer
Next Level Purchasing, Inc.
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