MISSION STATEMENT

CAPM’s mission is to be a provider of professional development and training through seminars and workshops, as well as support and networking opportunities for its membership. The Association will also promote the Purchasing and Supply Management profession in Connecticut wherever feasible and whenever requested.

CAPM plans to remain Connecticut’s dominant, preeminent professional association for those whose work involves purchasing, procurement, and supply chain management. The organization will be recognized for excellence in education, technical support, networking, and social activities relevant to ISM’s goals and objectives for its affiliates. Other professional societies and organizations, and academic institutions, will look to CAPM for leadership, support, and advice on purchasing and supply chain management issues.

Listed in order of importance are goals and accompanying objectives essential to mission attainment:

1. Create an annual schedule of high-quality seminars, workshops, conferences, and special events that meet the educational and professional needs of the membership.

1. Meet with the Board of Advisors to help develop relevant, popular programs.

2. Maintain a cadre of speakers and academics known to offer quality educational programs and presentations.

3. Offer the membership an exceptional Purchasing Month Conference each year.

4. Involve the Board of Directors, key committees, and volunteers in the annual program planning process.

5. Maintain a lean environment to deliver quality programs at reasonable cost.

2. Provide networking opportunities for job enrichment, job searches, and interactions with other professional organizations.

1. Offer high quality dinner meetings and social events at diverse, attractive locations to attract as many members as possible.

2. Use newsletters and list serves to maintain excellent communication with the membership.

3. Maintain a website and job referral service for the membership that is up-to-date and relevant.

3. Create a favorable image in Connecticut of the purchasing and supply chain profession.
      a.  Run a successful Supply Management Month
           symposium or similar program each year, with an
           attendee growth target of 5% per year.
      b.  Conduct liaison with the local press, and with
           other professional organizations, to publicize
           educational offerings, policy positions, and
           professional opportunities.

4. Attract qualified people to the purchasing and supply chain areas by working with colleges, companies, government agencies, and other professional groups.
      a.  Set a target of a 5% per year increase in both
           CAPM dues-paying membership and national ISM
           membership categories.
      b.  Charge the Membership Committee with the task
           of preparing and implementing an effective
           recruitment program.
      c.  Work towards obtaining a steady flow of student
           applications from Quinnipiac University and the
           University of New Haven, two colleges locally
           with Supply Chain courses and/or programs.

5. Maintain a close relationship with ISM and support its mission.
      a.  Send a contingent to the annual Leadership
           Workshops.
      b.  Send at least one person to the annual national
           ISM meeting.
      c.  Publicize ISM in the monthly newsletter.
6. Maintain a financially healthy, ethical organization with a stable or growing membership.
      a.  Create sound forecasts of future revenue and
           expenses for budgeting purposes.
      b.  Create a best-estimate base for seminar and
           workshop offerings and avoid optimistic
           forecasts.
      c.  Avoid events and offerings which are expected
           to produce losses.
      d.  Create sound, ethical nomination processes.
      e.  Use bidding and joint decision-making in all
           financial affairs.
      f.   Set fees at reasonable levels to attract
           members while meeting full costs and
           expenses.

The Board of Directors is charged with reviewing the plan each spring and then building the budget for the succeeding year. Progress on goals, objectives, and targets will also be assessed, and action taken as appropriate. In the base year of 2005, with Connecticut in a static economy and still experiencing job out-migration, very modest growth for CAPM appears to be a realistic goal. But some growth is achievable, and this would permit financial stability. The plan is bullish on the next five years, given current assumptions.