bluuebunny/crossref_metadata_2025_split huggingface dataset:
World‐Class Purchasing Skills: An Empirical Investigation
Authors: Giunipero Larry C. , Pearcy Dawn H. 
Published: April 2006

SUMMARYChanges in the purchasing function and the environment in which it operates significantly affect the ideal skill set required fora world‐class purchasing professional. Although much has been written in the popular press about the skills required of a purchasing/supply management professional, very little academic research has been undertaken to examine this topic. The objectives of this study were to ascertain which skills are the most important to the function and to develop a concise set of factors to describe a comprehensive set of skills required of a world‐class purchasing/supply management professional One hundred thirty‐six purchasing professionals rated the importance of 30 purchasing skills. The skills were subsequently analyzed via exploratory factor analysis. Strategy, process management, teaming, decisionmaking, behavioral, negotiation, and quantitative skills were identified as key skill dimensions.
Business‐to‐Business Online Purchasing: Suppliers' Impact on Buyers' Adoption and Usage Intent
Authors: Deeter‐Schmelz Dawn R. , Bizzari Aric , Graham Rebecca , Howdyshell Catherine 
Published: April 2006

SUMMARYExperts predict that the Internet will become the primary low‐cost network for business‐to‐business commerce transactions. Both buying and selling firms can benefit from the cost savings and productivity improvements associated with online purchasing. Although more organizational buyers are turning to the Internet for purchasing activities, challenges exist as some buying firms harbor concerns. To assist suppliers in the development of effective strategies aimed at increasing online purchasing among professional buyers, a study was designed to investigate the impact of supplier support on buyers' adoption of the Internet for corporate‐related purchasing activities. Path analysis was used to examine the relationships among four variables: supplier support, communication convenience, buyer adoption behavior, and Internet usage intent. The results suggest that suppliers play a critical role in the adoption of this new innovation. By offering encouragement, guidance (e.g., training), and incentives (e.g., price discounts) and by stressing convenience of use, suppliers can increase the likelihood that buyers will adopt and use this new method for purchasing.
Inter‐Firm Linkages and Profitability in the Automobile Industry: The Implications for Supply Chain Management
Authors: Ramcharran Harri 
Published: April 2006

SUMMARYThe current studies on supply chain management are limited in their analysis of the linkages between firms in related industries. This study estimates the degree of linkages between automotive parts suppliers and automobile manufacturers. Significant linkages are demonstrated by the high correlation coefficients of the P/E ratio of auto parts suppliers and auto manufacturers and by the results of regression analysis. Demand uncertainty in the automobile manufacturing industry, resulting from business cycles and unexpected labor disputes, is one of the major risks facing auto parts suppliers. Risk assessment, utilizing information on linkages, is important for demand management and developing profit‐maximizing strategies.
The Use of Intermediate Sourcing Strategies
Authors: Heriot Kirk C. , Kulkarni Subodh P. 
Published: April 2006

SUMMARYMuch of the existing literature discusses vertical integration and competitive spot bidding as sourcing strategy choices, but often neglects intermediate sourcing strategies, such as taper integration and long‐term supplier relationships. This exploratory study examines the extent to which firms use intermediate sourcing strategies, as opposed to the polar strategies, and attempts to improve our understanding of the sourcing choices available to manufacturing firms. Results from a sample of 209 plant managers indicate that firms use taper integration and long‐term supplier relationships more frequently than vertical integration and competitive spot bidding. Further, the choice of a sourcing strategy was found to be dependent on the industry.
The Impact of Supplier Visions on Product Development
Authors: Nellore Rajesh 
Published: April 2006

SUMMARYThis article explores the impact of visions for suppliers in outsourcedproduct development, the creation of visions for suppliers, and finally, the interplay between visions for suppliers and core capabilities of originalequipment manufacturers (OEMs). Developing visions for suppliers can help OEMs to create clear expectations and thus better utilize the core capabilities of the buyer and supplier firms. Data for this research were collected in one automotive OEM and two of its first‐tier suppliers, all based in Europe. The results of the study suggest that the creation of visions for suppliers impacts the development process positively. Further, the presence of visions for suppliers affects the core capabilities of the OEMs.
Purchasing's Role in Environmental Management: Cross‐Functional Development of Grounded Theory
Authors: Carter Craig R. , Dresner Martin 
Published: April 2006

SUMMARYAre government regulations a driver or barrier to environmental activities? Does greater functional involvement within a firm help to ensure the success of environmental projects? Do environmental projects improve or harm financial performance? This research finds that none of these questions can be answered with a simple “yes” or “no.” Instead, this article distinguishes between successful and unsuccessful environmental projects, through an examination of not only their consequences but also their drivers and barriers and the functional interplay that occurs during their implementation. The findings result from an inductive study leading to theory grounded in the data but related to extant findings, and are based on case studies that tap the perspectives of purchasing managers and the managers in multiple, additional functional areas with whom they interact when initiating environmental projects.
Managing Supplier Involvement in Process Improvement in Manufacturing
Authors: McGinnis Michael A. , Vallopra Rafeekh Mele 
Published: April 2006

SUMMARYThis research examines strategies for maximizing supplier contributions to process development/improvement in manufacturing organizations. One hundred and sixty‐nine senior purchasing managers who are employed by manufacturing firms responded to a mail questionnaire regarding purchasing and supplier involvement in process development/improvement. “Process” was defined as “any production/operations process that used materials and supplies, capital equipment, labor, and information to convert inputs into products/services.” One hundred and thirty‐five respondents indicated that suppliers are involved in process development/improvement in their organizations. Stepwise multiple regression was used to identify variables that affect supplier effectiveness when they are involved. The results indicate that supplier contributions to process development/improvement are facilitated when the firm processes are a source of competitive advantage, there is comprehensive involvement by purchasing, and decisions regarding supplier involvement are not overly structured. Implications of this research for supply chain practitioners, teachers, and researchers are discussed.
A Taxonomy of Supply Networks
Authors: Harland Christine M. , Lamming Richard C. , Zheng Jurong , Johnsen Thomas E. 
Published: April 2006

SUMMARYThere has been limited research into how different types of supply networks can be created and operated. This article develops a taxonomy of supply networks with a particular focus on managing network creation and operation. The taxonomy is based on a review of network literature from various academic perspectives and extensive empirical data across a variety of industry sectors including automotive, fast‐moving consumer goods, electronics, pharmaceuticals, and communications technologies. The main differentiating factors for classifying a matrix of four types of supply network are found to be the degree of supply network dynamics and the degree of focal company supply network influence. Network characteristics and different patterns ofnetworking activities are identified for each type of supply network.
The Purchase of Information Technology Products by Dutch SM Es: Problem Resolution
Authors: Rooks Gerrit , Snijders Chris 
Published: April 2006

SUMMARYThis research focuses on the purchase of information technology (IT) products by small and medium‐sized enterprises (SMEs) in the Netherlands. Based on nationwide representative survey data (a total of 1,252 IT transactions), the research considers the problems that Dutch SMEs are faced with and the way in which these problems are dealt with. On average, 28 percent of transaction are completed without problems. If problems are encountered, they mostly involve inadequate documentation (45 percent of all transactions). Frequently mentioned problems, such as incompatibility with other IT products and being over budget, occur much less frequently (about 25 percent of all transactions). Moreover, strong support was found for the existence of a specific sequence in dealing with ex‐post problems. Nearly all SMEs at least communicate the problem to the supplier; if that does not solve the issue, it is almost always followed by active deliberation with the supplier about a solution. If that does not help, about half of the SMEs impose some kind of sanction (most of the time delaying the payment). If that still does not settle the issue, virtually all SMEs give up on it. Third parties, such as arbitration committees or the courts, are rarely invoked.
Electronic Procurement in Supply Chain Management: An Information Economics‐Based Analysis of Electronic Markets
Authors: Essig Michael , Arnold Ulli 
Published: April 2006

SUMMARYElectronic procurement is currently one of the most discussed topics in supply management. Without doubt, it will dramatically change the way purchasing is done in the near future. Telgen (1998) calls it a “revolution through electronic purchasing.” This article analyzes the possibilities of electronic marketplaces for buyers, primarily from a theoretical perspective. The article develops an analytical framework that is based on information economics theory, which may be the most important theory to analyz market problems in general. It is combined with a systematic approach for procurement transactions based on Williamson's (1985a) transaction theory. An e‐procurement matrix is developed that could help to systematize different e‐procurement instruments. Various data types available from electronic marketplaces are analyzed with a business model for electronic marketplaces. These business models show the real value added by e‐procurement.
The Impact of Purchasing and Supply Management Activities on Corporate Success
Authors: Ellram Lisa M. , Zsidisin George A. , Siferd Sue Perrott , Stanly Michael J. 
Published: April 2006

SUMMARYPurchasing and supply management (PSM) has gained a great deal of attention in recent years as both a source of cost savings (Ellram 1996) and a source of competitive advantage (Fine 1998). This article attempts to link PSM best practices to corporate success. The article begins with an introduction and a brief survey of the literature. The research method is presented, followed by a discussion of the hypotheses tested. Next, the results of the research are presented and discussed. The article concludes with managerial and research implications.
What Determines Buyer‐Seller Relationship Quality? An Investigation from the Buyer's Perspective
Authors: Parsons Amy L. 
Published: April 2006

SUMMARYIn today's environment, businesses are increasingly dependent on the relationships they have with their suppliers and are demanding that they adhere to high standards. It is increasingly important that buyers have strong relationships with their suppliers to stay ahead of competition. The establishment, development, and maintenance of relationships between exchange partners is crucial to achieving success (Morgan and Hunt 1994). The goal of this research is to further investigate the nature of buyer‐seller relationships from the buyer's perspective and to address the question — what determines the quality of buyer‐seller relationships? Many factors may contribute to the quality of a buyer‐seller relationship. Quality may depend on the nature of the organizations involved, the individuals in the organizations, and the nature of the situation. This study considers two main sets of variables, interpersonal and aspects of the relationship. Interpersonal variables describe the characteristics of individual company representatives, while aspects of the relationship variables describe the situations buyers and sellers face. A unique aspect of this study is that it considers the role both of individuals and of the organizations they represent.
Designing Ordering and Inventory Management Methodologies for Purchased Parts
Authors: Looman Arnold , Ruffini Frans A.J. , de Boer Luitzen 
Published: April 2006

SUMMARYThis article presents a method for redesigning the ordering and inventory management methodologies for purchased parts in a manufacturing firm. The method takes the perspective of the purchasing and logistics manager, defines clusters of purchased items, and subsequently assigns each cluster to a suitable way of ordering and inventory management. An application of the method, resulting in an 11 percent overall supply costs reduction proposal, is presented. The application shows that the method is particularly suitable for a first, rough redesign of the existing — usually undifferentiated — way of ordering and managing inventory. In addition, the method may provide a clear format for collaboration among the various disciplines involved in the redesign process.
International Supply Management Systems — The Impact of Price vs. Non‐Price Driven Motives in the United States and Germany
Authors: Kaufmann Lutz , Carter Craig R. 
Published: April 2006

SUMMARYInternational sourcing can represent a significant amount of an organization's costs, particularly for manufacturing concerns. Recent studies suggest that international supply management may be relatively more important to German companies than it currently is to their U.S. counterparts, and indicate that a cross‐national study may lead to important insights as to why this difference might exist. For example, cultural differences between the United States and Germany may lead to different management approaches (Hofstede 1984; Schwartz 1994). Practitioners can often learn valuable lessons by examining these differences and comparing the activities of managers in their country with those of another. Thus, the objective of this study is to compare the international supply management systems of U.S. organizations with those of their German counterparts, and examine the factors that drive and help to shape an organization's international supply management system.
The Supply Chain: The Weak Link for Some Preferred Suppliers?
Authors: Halley Alain , Nollet Jean 
Published: April 2006

SUMMARYMore than ever before, the supply chain presents a significant challenge to firms that must develop a logistics system to help enhance product flow throughout their distribution channels. Of the various types of suppliers, those described as preferred should normally be in the best position to respond to the strategic aspirations of large order‐givers. Given the growing importance ascribed to supply chain management and supplier characterization in the literature, this article proposes to examine the actual contribution of various types of suppliers to supply chain integration. Following an empirical study focusing on a large multinational firm and its regular first‐tier suppliers, a detailed statistical analysis was conducted. Cluster analysis revealed the extent of a suppliers' logistics contributions. Overall, the findings suggest three types of contributions, and show that the intensity of a supplier's contribution has little to do with its status as a preferred supplier, depending instead on the sophistication of a supplier's logistics system. The system is characterized by a significant increase in the role of logistics in a firm's structures, through formalization of an organization, reinforcement of communication and information quality and the use of leading‐edge technology. The authors conclude that it may be tempting for a large order‐giver simply to expect supply chain performance from its preferred suppliers, rather than adding this characteristic to the others used as a basis for granting preferred status to some of its suppliers.
Managerial Perceptions of Supply Risk
Authors: Zsidisin George A. 
Published: April 2006

SUMMARYThere has been a growing emphasis in business on outsourcing production activities and focusing on core competencies. The decision to outsource the production of goods and services, however, has inherent risk. The purposes of this article are to describe characteristics of inbound supply that affect managerial perceptions of supply risk and to create a classification of those supply risk sources. An analysis of case study data suggests that supply risk is perceived by the effect that purchased items and services have on corporate profitability, market factors, and supplier characteristics. By understanding the characteristics of supply risk, supply management professionals can implement strategies for better managing that risk.
Enhancing Purchasing's Strategic Reputation: Evidence and Recommendations for Future Research
Authors: Goebel Daniel J. , Marshall Greg W. , Locander William B. 
Published: April 2006

SUMMARYPast research in the supply chain management literature has rightfully claimed that purchasing is a strategic function of the business. In contrast, other research has found that the level of involvement by members of the supply function in strategic activities is rather low. In particular, the perception of purchasing by members of one particular group within the firm, marketing, often appears to be similar to that of a clerical function performing low‐value‐adding activities. Thus, a dichotomy exists regarding what is often claimed (being a strategic function of the business) and the apparent reality (little participation in strategic corporate activities; conflict with members of other organizational functions). In this article, a model predicting purchasing's strategic reputation within the firm is proposed and tested. The results, which are obtained from a survey of purchasing executives, indicate a role forback‐and‐forth communications and a cooperative relational history to enhance purchasing's reputation within the firm. Implications are discussed for such reputation enhancement of purchasing as a strategic, value‐adding function and recommendations are made for future research.
The Impact of Interpersonal Satisfaction on Repurchase Decisions
Authors: Preis Michael W. 
Published: April 2006

SUMMARYHaving once made a purchase from a supplier, customer satisfaction has been found to drive buyers’decisions about the firms from which they will repurchase goods or services. Interpersonal satisfaction, the gratification that buyers receive from relationships with salespeople, is an important component of overall customer satisfaction. Even with the growing role of technology in procurement and supply chain management, interpersonal relationships between individual buyers and sellers are an important factor in supplier selection. Other components of overall satisfaction are satisfaction with the product or service and satisfaction with the performance of the supplier. In order to measure the role of these several aspects of overall satisfaction, a survey of Institute for Supply Management™ (ISM) members responsible for making repurchase decisions was conducted. The results demonstrate that satisfaction with the product, satisfaction with the supplier's performance, and satisfaction with the salesperson are correlated with intention to repurchase. Managerial implications of the results are discussed.
An Analysis of the Integration of Strategic Sourcing and Negotiation Planning
Authors: Smeltzer Larry R. , Manship Jennifer A. , Rossetti Christian L. 
Published: April 2006

SUMMARYInitially, strategic sourcing is defined as an integrated, seven‐step process that includes the negotiation plan. Research questions are then proposed to determine the extent to which negotiation is part of the integrated sourcing process. To answer the research questions, the strategic sourcing process and negotiation plan are evaluated in 29 cases. In 14 of the 29 cases, strategic sourcing was completed and integrated into the negotiation plan. This is just under half of the cases, which led to the general conclusion that negotiation is not well integrated with the other strategic sourcing processes. Additional findings indicated the appropriate negotiation style was used in only 64 percent of the cases, with most mismatches occurring when an integrative style was used instead of the more appropriate distributive style. Managerial and research implications of the findings are presented and discussed.
International Purchasing and Global Sourcing ‐ What are the Differences?
Authors: Trent Robert J. , Monczka Robert M. 
Published: April 2006

SUMMARYAs organizations think about the best way to respond to competitive demands, the development of global strategies and approaches, including global sourcing strategies, will become an increasingly attractive option. Since most organizations do not have in place well‐developed global sourcing strategies, improvement opportunities are indeed attractive and largely unrealized. Realizing these opportunities requires a detailed understanding of global sourcing. Achieving this understanding demands replacing anecdotal perceptions and accounts of global sourcing with research‐based findings. These findings will help supply managers better understand what it takes to shift from basic international purchasing to integrated global sourcing strategies and approaches.
Toward the Development of a Supply Chain Management Paradigm: A Conceptual Framework
Authors: Giannakis Mihalis , Croom Simon R. 
Published: April 2006

SUMMARYThis article provides a structured analysis for conceptual and theoretical developments in the field of supply chain management. The article proposes a conceptualization of the supply chain problem domain called the “3S Model.” The model highlights three dimensions of interest to supply chain scholars and practitioners alike: the synthesis of the business and resources network; the characteristics of synergy between different actors in the network; and the synchronization of all operational decisions related to the control of the production and delivery of goods and services.
Does the Competitive Environment Influence the Efficacy of Investments in Environmental Management?
Authors: Pagell Mark , Yang Chen‐Lung , Krumwiede Dennis W. , Sheu Chwen 
Published: April 2006

SUMMARYSupply chain managers confront numerous threats and opportunities in today's competitive environment. Firms simultaneously face increased pressure to lower costs and to be innovative. In addition, most firms are also under increased pressure to improve their environmental (ecological) performance. These rival demands from the competitive environment make it difficult for supply chain managers to determine how a specific investment will influence performance. Thus, inevitable tradeoffs among investments must be assessed and implemented. This research examines the efficacy of investments in environmental management in different competitive environments, and provides guidelines for supply chain managers in determining when and how they should respond to simultaneous pressures to improve economic and ecological performance.