Menu
Log in
IPSERA

International Purchasing and Supply

Education and Research Association

For the newest updates, visit our LinkedIn page

  • 02 Sep 2020 09:18 | Jenny Backstrand (Administrator)

    The world has certainly changed in the past few months! Throughout these changes, hopefully all of you are safe and healthy. We wanted to send a brief note to let you know that we are managing the increasing flow of manuscripts at JPSM and hope that you will consider your own submissions. With these very interesting times comes interesting research opportunities. Our journal impact factor was announced in June and has increased to 4.640 putting us in the middle of the pack with the top supply chain journals.

    We highly value JPSM’s close relationship with IPSERA, which dates back to the two institutions’ founding. For us, it means that there is a close-knit community of scholars that contribute to the success of JPSM through authorship, engaged editorship and reviewing. We highly value this community and hope to continue our strong and engaged relationship.

    We very much missed catching up with the IPSERA-JPSM community in Knoxville, and hope you, your family, friends and colleagues have been spared the suffering experienced by so many during the ongoing pandemic. Had we met in Knoxville, we would have had the pleasure of announcing this year’s JPSM awards at the conference dinner on Monday night at Jackson Terminal. The night would have included line dancing, “real” east Tennessee cooking, and a moonshine tasting!


    We also missed the JPSM annual meeting, traditionally held immediately before the conference opens. Here are a few facts and figures from the annual report we would have presented. Since 2016, the metrics are quite stable. The number of submissions remains just short of 300 per year, though for 2020 we already have 265, suggesting academics are catching up on their writing while in lockdown. Desk reject rates rose to 72%. At 40 weeks, the average time from submission to final editorial outcome in 2019 is much the same at in 2018 and 2017. This is higher than we would like ideally, but reflects the considerable effort by authors, reviewers and handling editors to develop submissions, often over several rounds - high added-value but not quick to deliver!

    Having risen steadily, JPSM’s ISI Impact Factor dipped for 2018, and then risen again significantly for 2019. This is pleasing, but not a primary focus. We continue to aim towards:

    • a steady increase in the quality of articles (significance, originality, rigour)
    • alongside empirical articles, publishing a range of other articles which, for example, make conceptual contributions or develop research agenda
    • publishing articles which ‘push boundaries’, through novel topics or methodologies, through interdisciplinary research etc

    The world of academic publishing is undergoing a huge transformation affecting all journals, driven in part by technology and in part by changing policy among governments, HE institutions and research agencies. Our decisions to accept papers are not constrained by article or page budgets. We can accept as many (or few) as the editorial team agree, and these are now published online as soon as the proofs are corrected. Articles are now numbered (rather than labelled with volume + issue + page numbers), and where appropriate collated into ‘virtual special issues’ (VSI) available via ‘Article Collections’ [https://www.sciencedirect.com/journal/journal-of-purchasing-and-supply-management/special-issues].

    One area that we know is causing some confusion is open access and fees to publish. JPSM authors have never had to pay, and still don’t. For most papers we publish, full text access is restricted to readers with subscription access to JPSM. Authors can however choose to pay a fee when their paper is accepted, and then the full text of the article is available without charge via the JPSM website. [https://www.elsevier.com/journals/journal-of-purchasing-and-supply-management/1478-4092/open-access-options]. Open Access, Plan S etc. will drive further change in the sector, some of which will no doubt affect JPSM – we will keep you posted!

    Our first VSI was published recently, to mark JPSM’s 25th anniversary. It provides a great mix of articles, some looking back, others looking to future, some empirical and others focused on theory, method or pedagogy. The editorial and all the articles can be accessed here [https://www.sciencedirect.com/journal/journal-of-purchasing-and-supply-management/special-issue/100LPLQLBQJ] directly, without subscription (till April 2021). For an overview of the various articles see pages 1 to 4 of the editorial. Do take a look!

    In the latter part of the editorial, we reflect on JPSM progress and our plans for its future development. In our view, the PSM academic community has developed the scope and quality of its research and teaching enormously in the last 25 years. Now we need to take this still further, and do so faster than before. We need to broaden the portfolio of topics and methods in use, to strengthen the impact and influence of PSM research and pedagogy. We need to contribute effectively to addressing grand challenges and developing new ways of doing business. In the editorial, we wrote of ‘business-not-as-usual’, having in mind in particular climate change. Since then, of course, we now face the covid-19 pandemic, which gives even greater import and urgency to developments within our field. We aim to support and guide this development by continuing to encourage ‘boundary pushing’ research.

    We look forward to receiving many submissions in the year to come, whether more traditional or innovative, and either for our regular issues or in response to one of our open calls on PSM & innovation, or on learning from the pandemic [Call for Papers: Purchasing and Supply Management learning from the pandemic: transforming for better crisis management]

    Best wishes --

    Louise Knight and Wendy Tate --
    Co-Editors-in-Chief and members of the JPSM editorial team

    https://www.journals.elsevier.com/journal-of-purchasing-and-supply-management/editorial-board


  • 18 Aug 2020 17:03 | Jenny Backstrand (Administrator)

    Please join the editors of leading operations and supply chain journals as they host a workshop entitled, “Crafting an Effective Review.” This workshop is designed for participants who are interested in becoming involved with a journal as a reviewer, as well as for experienced reviewers who would like to hone their reviewing skills. Topic that will be covered include:

    • Why serve as a journal reviewer?
    • Ethical responsibilities of reviewers
    • Developmental reviewing
    • Plagiarism and other wrongdoings
    • Key questions to ask when doing a review
    • How to effectively structure a written review
    • Q&A

    This workshop will take place on Thursday, August 20 at 9:00 am EDT (15:00 CET). There is no charge, and pre-registration is not required. You can join the workshop by clicking on the following Zoom link: https://iu.zoom.us/j/98329791422?pwd=b05SbFp6ZzByUkdPVlN2RDl4ZTdlUT09.

    If asked for a password, please use ‘review.’ Please make sure that you save this information on your calendar if you would like to participate in the workshop.

    Participating editors include:

    International Journal of Operations and Production Management
    Constantin Blome
    Rob Klassen

    Journal of Business Logistics
    Beth Davis-Sramek

    Journal of Purchasing and Supply Management
    Louise Knight
    Wendy Tate

    Journal of Supply Chain Management
    Barbara Flynn

    If you have any questions or would like further information about the workshop, please contact Barb Flynn (bbflynn@indiana.edu).

  • 03 Aug 2020 13:42 | Jenny Backstrand (Administrator)

    Michigan State University’s Eli Broad College of Business, Department of Supply Chain Management, has an opening for a tenure system assistant professor to start in the 2021-2022 academic year. The department will consider all candidates with expertise in any of the three primary supply chain areas i.e., logistics/transportation, operations, sourcing. Depending on the candidate’s qualifications and fit, the individual will be housed in one of these areas. As part of the application packet, candidates should include a cover letter that clearly indicates the specific supply chain area that they wish to be considered for. While expertise in multiple areas, and their interaction, would be an asset, please choose only one area of primary focus in the application.

    Duties include research, teaching, and service. All candidates must have the ability to teach at the undergraduate and MBA levels and a demonstrated record (or potential) of research excellence in supply chain management. Salary and terms are negotiable depending on experience. The position requires a Ph.D. or equivalent degree from an accredited university.

    Specific expertise that MSU is seeking in the three areas include, but are not limited, to the following:

    • Logistics/transportation: contemporary logistics managerial decision-making, strategic warehousing/distribution management, last mile logistics fulfillment, maritime and port logistics management, logistics strategy
    • Operations: process improvement & design; innovation & new product development; emerging technology management; sustainability; service operations in contexts such as healthcare, retail; humanitarian operations; behavioral operations
    • Purchasing/procurement/sourcing: supply chain risk management, supply networks, leveraging supplier capabilities, buyer-supplier relationships, green procurement, electronic sourcing

    For all three areas, candidates with business analytics among their research methods expertise will be given priority.

    Review of applications will begin August 12, 2020 and continue until the position is filled. Applications must be submitted online at: http://careers.msu.edu. Refer to posting #663149.

    For additional information, please contact Dr. Yemisi Bolumole (bolumole@msu.edu) or Dr. Tobias Schoenherr (schoen48@msu.edu), Search Committee Co-Chairs.

    More information on the SCM Department is available at https://broad.msu.edu/supply-chain-management/ MSU is an affirmative-action, equal-opportunity employer committed to achieving excellence through cultural diversity. The university actively encourages applications/nominations of women, persons of color, veterans, and persons with disabilities.

  • 30 Jun 2020 08:51 | Jenny Backstrand (Administrator)

    Dear IPSERA friends and family,

    Now my IPSERA presidency is over, three wonderful years have come to an end. My last official appearance was at the end of May in the virtual AGM, where - due to the Corona pandemic a bit different than usual - I passed the baton on to Donna, a certainly excellent new president! Donna gave a great farewell speech with voices from the Committee, which I really enjoyed and which I will look back on from time to time in the future.

    Long before that I was already a member of the Executive Committee. I have always wished to bring IPSERA to Dortmund and in 2016 we organised the IPSERA Annual Conference here, part of the programme took also place in the stadium of Borussia Dortmund J One year later, in 2017, I became President and was able to lead through the conferences in Hungary, Athens and Milan. All in all I gained a lot of amazing experiences and learned a lot at IPSERA. I have also made many new friends. It was an honour and a pleasure for me to give IPSERA back a little bit of what I got from this unique network. It was fun with you, colleagues!

    I will not withdraw completely, I will remain active. I hope to see you again in person in Knoxville next year at the latest.

    Yours, Michael.


  • 30 Jun 2020 08:50 | Jenny Backstrand (Administrator)

    Dear IPSERA friends,

    For many reasons, 2020 will be remembered as a special year. COVID-19 confronted us with unique challenges, both in our personal and professional lives. It made us realize that despite all the progress we have made in science, the world is still not malleable. Never before we had to cancel an IPSERA conference…, it was a wise and brave decision that was made by the organizing committee in the uncertain early days of the pandemic. On the upside, however, never before did so many world leaders spoke about purchasing and supply chain management. The spotlight is on our profession! Many organizations are reconsidering their global supply chains, and/or developing new (local!) sourcing strategies for key spend categories. Most likely, academics will be contacted to provide evidence and/or inspiration for these new strategies. If not, make yourself heard!

    Half of the RICC team (and RICC dog) discussing bottleneck sourcing of face-masks during COVID-19 - With at least the prescribed 1,5 distance

    Since March 2019, we are a Regional IPSERA Center of Competence (RICC) and we are very happy that we invested in developing our team just before the pandemic. Our PSCM team almost doubled in size!


    Beginning of RICC team - today the group is double the size!

    We launched our Brightlands Institute for Supply Chain Innovation (BISCI) which is aimed at stimulating digital and sustainable supply chain innovations in our region. We couldn’t be more happy to have recruited Professor Bart Vos (former Tilburg University and winner of IPSERA 2020 Best Paper Award) and Ton Geurts (former CPO of Bekaert, DSM and AkzoNobel) as our BISCI leaders.

    Snapshots from the BISCI opening at the Villaflora in Venlo, NL

    Something else that we are proud of is that we were invited by Professor Finn Wynstra (RSM Erasmus University) to take over the organization of WION. This annual 2-day ‘mini IPSERA conference’ (>40 participants in 2020) brings together PSM academics that are working for BeNeLux Universities and/or Universities of Applied Sciences.

    Taking over the chairing of the annual WION meeting in Lunteren, NL

    In 2019, we contributed to the IPSERA community in many ways (e.g. serving on the executive board, participating in the SIG ‘Purchasing and Product Innovation’, acting as financial auditor, serving on the conference scientific committee, and more). Next to all of the above, we conducted our research and (digitally) delivered our educational programs. Our bread and butter.

    What’s on our agenda for 2021? With the RICC it is our ambition to build and sustain a regional PSCM practitioner and academic community with an interest in digitalization, sustainability and innovation. BISCI will start up several new projects with public and private organizations to stimulate innovation in logistics and SCM. Further, we will start up new PhD research (e.g. Digital Procurement) and contribute to IPSERA where we can (e.g. host a SIG meeting).

    But, let’s not forget our students! The spotlight is on PSM and students might be attracted by the promising career opportunities. Therefore, we decided to fully redesign our Supply Chain Management Master program in Maastricht, with new courses and content. It will keep us busy in 2020 and beyond!


    Robert Suurmond and Bart Vos (Program leaders) working hard on revamping the SCM M.SC. programs 

    Let’s all meet in Knoxville at the 2021 IPSERA Conference and make 2021 a year to remember as well. In the meanwhile, stay healthy!

    With kind regards, on behalf of Bart, Diogo, Janjaap, Kars, Kris, Lieven, Max, Nadine, Robert, Simon, Tom and Ton,

    Frank Rozemeijer

    RICC Coordinator
    NEVI Professor Purchasing and SCM
    Maastricht University

  • 30 Jun 2020 08:48 | Jenny Backstrand (Administrator)

    For more than 25 years now, Nevi has been supporting scientific education and research in the field of procurement, coordinated by the Nevi Research Committee (NRC). Our joint mission is to raise the procurement profession to the next level for the benefit of society, organisations and individuals. We focus principally on four sectors: the public sector/government, the healthcare sector, industry and the service sector, within which our social themes for the coming period are affordable healthcare, professional commissioning, socially responsible procurement, and future procurement.

    Stimulate research and education
    We approach the development of our procurement profession from a scientific angle, and for this reason we invest in scientific education and research, academic chairs and doctoral research. Since 1956 Nevi has financed a total of 11 professors, of which Arjan van Weele (Eindhoven University of Technology) was the first. Other former professors: Jan Telgen (Twente University), Jacques Reijniers (Nijenrode University), Sicco Santema (TU Delft), Bart Vos (Tilburg University), Dirk Jan Kamann (Groningen University), Finn Wynstra (Rotterdam University) and Jeroen Harink (UvA). Over the past 30 years, this funding has resulted in about 30 PhD students At the moment, we are involved in funding professorships and PhD candidates at four Dutch universities: Wendy van der Valk (Tilburg University), Fredo Schotanus (Universiteit Utrecht), Frank Rozemeijer (Maastricht University) en Erik van Raaij (Rotterdam University). . Fredo Schotanus  and Wendy van der Valk are new in this list. We translate the results of the various studies and the knowledge obtained into applicable theory for procurement professionals and organisations to use in practice.

    When allocating funding for PhD research, NRC is guided by Nevi’s social themes, the four sectors mentioned above, and the Nevi Knowledge Roadmap.


    Knowledge Roadmap
    The Nevi Knowledge Roadmap encompasses four ‘worlds’ based around two axes. The horizontal axis has to do with the future value chain for organisations. Decisions that organisations make in choosing suppliers have a direct impact on matters such as sustainability (Socially Responsible Procurement (MVI)), innovative capacity, risk management, customer friendliness, costs, etc. There is therefore great responsibility and strategic importance involved in organising this well throughout the entire organisation and between organisations (suppliers and chains of suppliers).

    The vertical axis concerns the role of procurement and supply management within an organisation. The way in which procurement and supply management are organised will increasingly be determined in a situation-specific manner and will no longer be the role of the procurement department alone (for example, the social domain).

    By elaborating upon the four worlds: (1) Buying for better business & world, (2) Smart Supply Chains, (3) Value Chain Innovation & Co-creation, and (4) A New Society/ Economy, we provide insights into and inspiration for the future for both research and practice.

    Trends external to procurement
    Which external trends do we need to take into account? The change to “Society 3.0” is already underway and we are all already experiencing it on multiple fronts when it comes to digital and communication revolution, globalisation, innovation, changes in standards and values and the new economy. Tomorrow’s successful organisations embrace the changes and assume that today’s world (truth) is no longer tomorrow’s world (VUCA world). They have their sights fixed on their goals and know how to achieve them with the right expertise, information and people. When translated to procurement, this means that agile procurement and other organisations and supply chains will become increasingly important through collaboration and partnerships.

    Worlds for procurement and supply chain management
    The world of procurement and supply management will therefore need to evolve too. Suppliers play a critical role in this because this flexibility has to be realised together with them through means such as undertaking successful collaborative relationships. In this respect, the capacity of organisations to realise flexible supply chains is an important and strategic success factor for organisations. This is a challenge that we will be tackling in the coming years through scientific research directed towards the practices of organisations and procurement professionals.

    IPSERA community
    Nevi professors are always present at the IPSERA conference and they consider these meetings very valuable, interesting and inspiring. Check the contribution of Dutch research in the list of IPSERA Best paper awards. Not only Nevi professors attend IPSERA, we also attend the IPSERA Conference to gain inspiration for new purchasing themes.

    -

    If you would like to know more about our activities or the Nevi Research Committee, please feel free to contact Erik van Assen, e.vanassen@nevi.nl


  • 30 Jun 2020 08:38 | Jenny Backstrand (Administrator)

    Supply chain risk and resilience has become a significant concern in business and a core area of research in academe. The purpose of the Supply Chain Risk and Resilience Special Interest Group (SIG) is to share knowledge throughout the IPSERA community on identifying, assessing, and managing supply (chain) risk and ensuring supply chain resilience, using operational, financial and supply chain approaches. The SIG was initially formed in November, 2019 by George Zsidisin, Michael Henke, Christine Harland, Federico Caniato, Jukka Hallikas, Veli-Matti Virolainen, Barbara Gaudenzi, and Roberta Pellegrino.

    The COVID-19 pandemic is illustrating many examples of how firms are able to address one of the most significant challenges in supply chain management at a global level. In tandem, a plethora of research ideas and programs are beginning to emerge for better understanding how organizations and supply chains operate and maintain resilience from this historic catastrophe. Several of these projects are being conducted by current members of the Supply Chain Risk and Resilience SIG. Professor Christine Harland is working on the role of public procurement in resilience in crises and also an action agenda for post-COVID-19 supply chain management. Professor George Zsidisin recently moderated a panel session on how Missouri companies are managing risk due to COVID-19 https://youtu.be/1kDRQiWn_aE; https://youtu.be/5dOuP-sEgxQ. Others research programs by members of the Supply Chain Risk and Resilience SIG are just starting to form.

    Although we are saddened we were not able to meet this past April at the IPSERA conference, we do look forward to seeing you in Knoxville in 2021, and will keep the IPSERA community informed of upcoming Supply Chain Risk and Resilience SIG activities. 


  • 22 Jun 2020 12:53 | Jenny Backstrand (Administrator)

    Nominations and applications are invited for the position of Director of the Centre for Building Sustainable Value at the Ivey Business School at The University of Western Ontario. The Director will be appointed as a regular faculty member at the Associate or Full Professor level with tenure. An appointment as Director will normally be for a three-year term, renewable. The ideal candidate will have a PhD in management, business or a related social science discipline, will have published in the highest quality academic outlets and is a recognized expert in sustainability research, widely defined. The preferred candidate is also a team-builder, appreciates interdisciplinary research, has excellent communication skills, can be a change agent, and is a decisive leader. Although not necessary, some administrative experience would also be asset. The position is available to begin on January 1, 2021, although alternate start dates may be arranged.

    Read more on http://www.ivey.uwo.ca/faculty/career-opportunities/

    or on this PDF; Ivey_Sustainability_Director_Faculty Job Ad.pdf

  • 23 May 2020 15:54 | Jenny Backstrand (Administrator)

    Within the next five years there will be billions of things represented by digital twins. These representatives of the physical world will lead to new possibilities for collaboration between experts of the physical world and data scientists. Digital twins are strong thought leaders who drive innovation and performance. Digital Twin technology helps companies improve the customer experience through a better understanding of customer needs, develop improvements to existing products, processes and services and can even help drive innovation in new business models.

    That's why we are focusing on this topic in this year's PhD SUMMER Webinar Weeks.

    The Graduate School of Logistics is offering PhD SUMMER Webinar Weeks from June 15 to 26, 2020. Free webinars and digital lectures by top-class, international scientists are on the agenda. Not only PhD students are addressed, also company representatives, post-docs, students or general interested parties are invited to register for the program or individual elements. The offerings are part of the Digital Transfer Weeks of the Digital Innovation Hub (DIH) Dortmund.

    Participation in the individual webinars is free of charge, but we ask for a binding registration.

    Join us!

    www.gsoflog.de

    (https://gsoflog.lfo.tu-dortmund.de/phd-summer-webinar-weeks/)


  • 27 Apr 2020 15:10 | Jenny Backstrand (Administrator)

    The rapid closure of campuses around the globe has compelled faculty into major redesign of their students’ learning experiences. In this article I (Simon Croom) want to share some reflections and offer some suggestions for faculty on responding to this revolution.

    Our conversations have suddenly been filled with previously arcane terms like Zoom, Blackboard, Canvas, Screencast-O-Matic. Academic life led at arm’s length (or screen length) is the new norm. ‘Teleteaching’ is a way of life, potentially for some months yet, possibly presaging a new world of learning for many years ahead. This is a tectonic shift for the education world, and even faculty with extensive online mediated learning experiences face considerable challenges in transforming students’ experiences, often midway through the academic term or semester.

    But not everything has changed.

    Firstly, it is important to realize that there are fundamental, underlying similarities between the online and in-person curricular design. Both require clear definition of the aims and learning objectives; both are formatted around ‘chunking’ or structuring learning (week by week or module by module, for example);  assignments remain focused on either formative direction or summative assessment; a range of materials are provided (textbooks, videos, PowerPoints, case studies etc.); faculty impart their wisdom through instructional presentations. In both environments, students participate in structured reviews, problems discussions, cases, simulations, presentations, group work, break out activities, field work, reflections and so on.

    What has changed is the role played by technology in sustaining these activities. Regular synchronous Zoom lectures can often be far more interactive than the traditional lecture – we at least have every student’s name in front of us and can poll for regular feedback. Asynchronous lectures, whether video recorded, narrated PowerPoint, TedTalk, YouTube or other open source, enable faculty to flip the classroom, monitor student engagement, and provide clear discussion and group review activities. Field work can be undertaken virtually through selective use of simulations, datasets, movies and so forth. Surveys can be conducted (in fact response rates may increase due to respondents being at home!)

    So, the question is, what are the primary challenges in the online only world? I believe there are two important areas to consider.

    First, it is apparent that motivation and time management for both faculty and students is a major challenge in the online world. Students confined to self-isolate are restless, disorganized and searching for structure to their day, week and semester. Faculty, similarly, face these challenges. The learning environment is thus the single biggest change we all face. In the classroom, we focus on imparting learning within the social order with clearly defined norms for each class. For example, while I am happy for students to use laptops, some colleagues ban them. While I require students to take structured lecture notes, other faculty issue workbooks, and yet others have no such stipulation. I have small size classes (<40), you may have well over 100 in your sections. Classrooms are formal environments, with desks, chairs, screens, podium and are within an academic building. The new online environment is shared by students with their children, partners, roommates, even public area Wi-Fi. This is not a trivial issue. Research has found that lighting, air quality, décor, comfort, temperature are all critical decisions to incorporate in designing buildings for effective learning. When designing your courses, you must be mindful of the student environment.


    So, what can you do? Survey your students. Get a view of their time zone, technology, internet access, personal living situation and their anxieties and concerns. As a result of my class surveys, I limited synchronous class time to short bursts of content delivery (max 10-minute presentation by me), and focused instead on asynchronous use of chat rooms, discussion boards, reflective writing and teamwork. (I have 1/3 of my class in a different time zone now)

    Second, online mediated learning requires a clear student journey map. In this respect I started with the learning objectives for each course. Checked off the ‘content’ topics to be addressed and provided alternative media for each main topic. For example, total cost of ownership was addressed through a preassigned YouTube vide of 6 minutes duration, a single discussion post, a short Zoom (synchronous) presentation and breakout groups for students to discuss questions. I also require students to use their project team as their social network – they used WhatsApp, Slack, Google Hangouts and other social media to check in and share their project work. Finally, I kept the same assessment schedule as my pre-virus syllabus. I do not use exams or tests, so that did not pose a challenge, but if you do, one proposal I would make is to consider either short answer tests allowing students to complete asynchronously or replace exams with a report of written activity. A final note – I have used learning journals with great success and during the pandemic these have been central to the students’ success. I review every 4 weeks and guide the students to develop a rich repository of materials to which they add reflective comments.

    A brave New World may await. This is a good time to reflect on our pedagogy and learning philosophies even while we are grappling with Zoom and Blackboard!

    If you wish to learn more about any of these topics, and to explore some videos and resources related to learning, I have curated a collection at my blog www.simoncroom.com Feel free to email me too! scroom@sandiego.edu


 IPSERA Newsletters

Access to the March 2018 newsletter, click here

Access to the February 2018 newsletter, click here

Access to the December 2017 newsletter, click here

Access to the September 2017 newsletter, click here

Access to the July 2017 newsletter, click here

Access to the April 2017 newsletter, click here

Access to the February 2017 newsletter, click here

Access to the December 2016 newsletter, click here

Access to the November 2016 newsletter, click here

Access to the September 2016 newsletter, click here

Access to the June 2016 newsletter, click here

Access to the March 2016 newsletter, click here

Access to the January 2016 newsletter, click here

Access to the October 2015 newsletter, click here

Access to the July 2015 newsletter, click here - Education initiatives template

Access to the March 2015 newsletter, click here

Access to the August 2014 newsletter, click here

Powered by Wild Apricot Membership Software