Chief purchasing officer

Roelof Westerbeek, Pres./CEO-DSM Eng. Plastics Cornelius A.J. Herkstroter, Chmn.-Supervisory Board Wei-Ming Jiang, Dir.-DSM China Tim Tolhurst, Chief Purchasing Officer... 

Rosaline Parson, Chief Operating Officer, Healthcare Purchasing Alliance LLC... 

President Managing Director Chief Financial Officer Purchasing/Sourcing Director Sales Director Import/Export Director QC Manager Rish Manager Someone else No one... 

Interv, Hist Off with Lt Col Robert M. Estes, former Chief, Purchase Policies Division, OC CWS, 18 May 52. (2) Personal Statement of Lt Col Robert M. Estes on Erie Basin Metal Produas, Inc., p. 1. This 33-page statement, which was compiled during and after World War II was turned over to the Chemical Corps Historical Office in 1952. CWS 314.7 Procurement File. 

As indicated above, supply, both offensive and defensive, came mainly from the British and French. At first, Fries attempted to handle supply personally through liaison offices established in London and Paris and through the supply services of the AEF. Maj. Robert W. Crawford, as Chief of Gas Service supply, soon relieved Fries of supply operating functions. Crawford found that the Gas Service was automatically assigned lowest priority by the established supply services who had their own problems. He accordingly secured direct purchase authority for the Gas Service and arranged for the Gas Service to handle its own supply system all the way from requisition or purchase to actual supply to troops in the field. ... 

The plans for the purchase of these components were worked out in considerable detail in the various procurement district offices before being submitted to the Procurement Planning Division, OC CWS. The district office plans were not confined to the components of the mask, but they were of primary concern while chemicals were secondary. Each procurement district was headed by a civilian chief, who was chairman of an advisory board of five to ten members drawn from among the leaders of the community in the fields of science, commerce, and industry. Each district also had a military executive officer, usually of company grade, with a civilian assistant. The planning activities of the district office were facilitated by the assignment of selected CWS Reserve officers to appropria.te mobilization duties. From the ranks of these Reserve officers were to come competent officer material for World War II. ... 

The chief of the new Purchase Policies Branch faced the problem of attempting to carry out the provisions of an act that was not popular either with the contractors or with CWS contracting officers. Each group felt that price analysis tended to interfere with production, their principd mission. If the law was to be carried out in letter and in spirit, this prejudice against pricing activities had to be overcome. 

A survey of the districts conducted by the branch in the fall of 1943 revealed an almost total lack of interest and initiative with regard to pricing functions. To rectify this situation General Ditto, Assistant Chief, CWS, for Materiel, wrote a letter in December 1943 to the commanding officers of the districts in which he emphasized that price analysis was primarily a district function. From then until the close of the war the procurement districts were more active in conducting pricing operations. The Purchase Policies Branch, OC CWS, continued to act in a staff capacity on all pricing matters. 

Immediately after the Pearl Harbor attack, the Under Secretary of War directed the Chief of the Chemical Warfare Service to "take all measures necessary to expedite so far as possible the delivery of incendiary bombs. In January 1942 the OC CWS, after hearing from the War Production Board that magnesium would be available by May or June, notified each of five procurement district offices to arrange for the purchase of components of the M50 bomb. The district offices began immediately to negotiate contracts for components and for casting magnesium bomb bodies. 

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