bluuebunny/crossref_metadata_2025_split huggingface dataset:
Understanding and Evaluating Cross‐Functional Sourcing Team Leadership
Authors: Trent Robert J. 
Published: April 2006

As firms experience relentless pressure to innovate and improve, many are responding by creating organizational structures that promote cross‐functional and cross‐boundary communication, coordination, and collaboration. Because most firms studied expect to use teams to support future procurement and sourcing decision making, it is important to understand how to best manage the cross‐functional sourcing team process. Unfortunately, researchers who study teams rarely reach the same conclusions about the factors affecting team success. There is one variable, however, that most researchers agree consistently affects team success — the effectiveness of the formal team leader.The purpose of this article is to examine the critical role that team leaders play and the challenges they face in a cross‐functional sourcing team environment. The final section details three assessment scales used to help identify a sourcing team leader's behavioral style and ability to satisfy critical leadership requirements.
Countertrade's Impact on the Supply Function
Authors: Forker Laura B. 
Published: April 2006

During the 1970s and 1980s, many second‐ and third‐world countries accumulated enormous external debt. For countries facing convertible currency shortages or borrowing constraints, countertrade provided a means of circumventing structural trade imbalances. Due to intense global competition and the secrecy surrounding countertrade, little data is available regarding the scale and scope of this trading practice. This article updates the findings of a government survey performed in the mid‐1980s and compares several parallel statistics from the earlier and later surveys. The combined information traces a pattern of American involvement in countertrade during the past decade.This study also examines countertrade's impact on the supply function by considering the placement of reciprocally purchased goods — a task most frequently assigned to purchasing. The influence that counter‐traders’ experiences may have on their choice of disposal options is explored through analysis of the more recent survey's data. The findings indicate that a majority of U.S. firms use reciprocal goods in their own operations. A number of future research directions are suggested as a follow‐on to this study to provide additional detail regarding how countertrade affects the supply function and the supply base.
Integrating Product Life Cycle and Purchasing Strategies
Authors: Birou Laura , Fawcett Stanley E. , Magnan Gregory M. 
Published: April 2006

IN BRIEFThis article presents a model for the strategic alignment of functional strategies using the Product Life Cycle (PLC) as the “common strategic denominator.” The model serves to fill a void in the strategic literature citing a need for the integration of different functional‐level strategies into a holistic business strategy.The results of the purchasing portion of a three‐part empirical investigation involving purchasing, manufacturing, and logistics professionals is presented in this paper. The results are based on the input of 126 purchasing executives who served to identify the strategic importance of the PLC in purchasing planning as well as when to implement specific purchasing strategies for the most effective results during stages of the PLC.
The Meaning and Origin of Trust in Buyer‐Supplier Relationships
Authors: Smeltzer Larry R. 
Published: April 2006

IN BRIEFLittle attention has been given to the specific nature and origin of trust in buyer‐supplier relationships. As a result, this article presents both a literature‐based definition of trust and a definition according to purchasing managers. The conclusion is that a trustworthy buyer or supplier is one who: does not act in a purely self‐serving manner, accurately discloses relevant information when requested, does not change supply specifications, and generally acts in an ethical manner. However, knowing a definition of trust without understanding the origins of trust is of limited value. Therefore, identity, image, and reputation as the origins of trust are discussed. Next, six managerial and research issues or questions are presented: 1. How do we evaluate or measure trust? 2. What are the antecedents of trusting behavior? 3. What is the relationship between individual and organizational trust? 4. What precisely creates or destroys trust? 5. How much trust is required for an effective relationship? 6. What is the role of trust over time as the relationship changes?These six questions were addressed during interviews with purchasing managers. Managers had a difficult time relating to these questions, leading to the conclusion that more research and managerial attention should be given to trust and these related questions.
Purchasing Professional Services: The Case of Advertising Agencies
Authors: West Douglas C. 
Published: April 2006

IN BRIEFPurchasing managers are often tasked with the purchase of such professional services as legal, engineering, computing, and advertising. This article focuses on the purchase of advertising services. The main conclusion is that purchasing managers should play a role in relation to the efficiency of the advertising agency rather than the effectiveness a commercial contribution rather than a marketing contribution. They should collaborate with marketing as part of the team selecting, evaluating, and monitoring agencies. Purchasing's role may also extend to involvement with the advertising agency suppliers, depending on the relationship between purchasing and marketing/advertising, the nature of the commitment with the agency, and the expertise of the purchasing managers. Benefits to both the buying firm and its agencies from such involvement are identified and recommendations are offered for purchasing professionals involved in the team purchasing of advertising services.
MRO Partnerships: A Case Study
Authors: Bechtel Christian , Patterson James L. 
Published: April 2006

IN BRIEFDespite the increased attention procurement managers are giving MRO purchasing, success in managing MRO items has been limited. Increased awareness of MRO purchasing can be traced, in part, to the increased use of blanket contracts and procurement cards. However, blanket contracts and procurement cards address only one cost area of MRO purchasing, ordering, and processing costs. While firms save money through increased processing and ordering efficiencies, larger product application cost‐saving opportunities in MRO purchasing lie in improving stocking, receiving, distribution, and searching activities.This article discusses how Bethlehem Steel's Burns Harbor plant developed and implemented a new MRO purchasing strategy which achieved dramatic cost reductions in all MRO cost areas. By creating MRO partnerships, Bethlehem Steel decreased all of its key MRO cost drivers, increased internal and external customer service, and used MRO supplier expertise to create ongoing reduction efforts.
Process Oriented Supplier Development: Building the Capability for Change
Authors: Hartley Janet L. , Jones Gwen E. 
Published: April 2006

IN BRIEFMany companies have achieved impressive improvements in quality, delivery, and costs using results‐oriented supplier development. With this approach, a team led by purchasing professionals makes technical changes such as simplifying work flows, standardizing work processes, and reducing set‐up times in a supplier's operations. However, after such supplier development efforts, suppliers often return to “business as usual,” failing to make further improvements on their own. This article first describes the benefits and shortcomings of results‐oriented supplier development. Next, building upon successful cases of supplier development and research in change management, this article describes process‐oriented supplier development practices which are more effective in building a supplier's capability for improvement. Finally, this article discusses the commitment of resources necessary for this approach to supplier development.
Voice of the Customer: The Impact on Customer Satisfaction
Authors: Stank Theodore P. , Daugherty Patricia J. , Ellinger Alexander E. 
Published: April 2006

IN BRIEFA recent survey of buyers in the personal products industry focused on their level of satisfaction with distribution service. Further research examined the role of voice of the customer, i.e., input provided by the buyers, in the buyer‐seller relationship. It was hypothesized that listening to the voice of the customer would be related to greater customer satisfaction. Information provided by customers should offer sellers guidance for improving their overall service. Only limited support was found. However, the use of personal meetings with customers was found to impact customer satisfaction to a greater extent than the use of formal feedback mechanisms (surveys or telephone calls). Based upon this survey, it appears as though firms are not fully exploiting the potential to be gained from listening to customers.
Collaboration In Customer‐Supplier Relationships: Strategy, Operations and the Function of Rhetoric
Authors: Burnes Bernard , New Steve 
Published: April 2006

IN BRIEFThis article describes a case study undertaken as part of a wider project concerning the emergence of collaborative customer‐supplier relationships in the United Kingdom, and looks at the Rover Group automobile manufacturer and component supplier TRW. It illustrates how effective integration at the operating level does not of itself remove other areas of potential conflict, particularly in the area of costs and pricing. This may mean that the rhetoric of “partnerships” may require some degree of decoding. However, the case also illustrates that such issues can be overcome with appropriate managerial attention.
The Context, Organizational Design, and Performance of JIT Buying Versus Non‐JIT Buying Firms
Authors: Germain Richard , Droge Cornelia 
Published: April 2006

IN BRIEFA comparison of Just‐In‐Time (JIT) versus non‐JIT buying firms was made on context, organizational, and performance dimensions. Of nine context variables examined, four distinguish JIT from non‐JIT buyers: these relate to uncertainty in manufacturing and marketing processes and to product turnover. Many differences were found in the organizational design variables. JIT buyers engage in far more extensive performance measurement (on internal, benchmark, and supplier dimensions). They are more likely to have written purchasing mission statements and written purchasing strategic plans. They are more likely to rely on cross‐functional teams to formulate purchasing strategy and to decentralize line‐operating decision making. Material handling, market research, and transportation scheduling specialists are more likely to be employed by JIT buying firms than by non‐JIT buying firms. Finally, differences were also found on four performance variables. JIT buying firms perform better in terms of weeks of inventory on hand, market share growth, return on investment, and profit.
The Effect of Manufacturing Technology on Purchase Contracts
Authors: Buvik Arnt 
Published: April 2006

Traditionally, modest formalization of purchasing relationships is expected to appear in order‐based industries with flexible and unpredictable production scheduling. Drawing on contingency theory (CT) and transaction cost economics (TCE), this article analyzes the effect of the interplay between buyers' manufacturing technology and economic interfirm dependence on formalized purchase contracting in 172 industrial buyer‐seller relationships.When asset specificity is low, formalization of purchase contracting diminishes as the buyer's manufacturing technology becomes more flexible and unpredictable. This pattern is reversed under conditions of high supplier‐specific assets for which the formalization of purchasing contracting is significantly increased as the buyers' manufacturing technology becomes more flexible.
Purchasing Education on the Internet
Authors: Ellram Lisa M. , Easton Liane 
Published: April 2006

SUMMARYAs distance learning and the Internet have become popular, teaching courses over the Internet will become common. Preparing and teaching a distance learning class over the Internet is considerably different than teaching in the traditional classroom. This article presents a case study in developing and conducting a purchasing class over the Internet. It describes how class information, lectures, and class discussions were conveyed to the student on a Web site and how homework and individual correspondence were transmitted by e‐mail. Additionally, the differences between traditional classrooms and Internet‐based courses are discussed, and general information on distance learning is presented.
Comparison of Quality Management Practices: Across the Supply Chain and Industries
Authors: Choi Thomas Y. , Rungtusanatham Manus 
Published: April 2006

SUMMARYThis article reports the findings of an exploratory study that compares the quality management practices of manufacturing firms at different levels of the supply chain and across different industries. Firms are first separated into three levels in the supply chain — final assemblers, top‐tier suppliers, and tertiary‐tier suppliers. The study also separates firms into three industry groups — automotive, electronics, and others. A mailed survey was used to collect the data. The analysis found no statistical difference in the level of quality management practices across the supply chain. This contradicts the general speculation that tertiary‐tier suppliers have fallen behind final assemblers and top‐tier suppliers in quality management practices. However, the results did reveal an industry effect regarding strategic quality planning. The manufacturers in the automotive industrywere more active in strategic quality planning than their counterparts in the electronics industry.
Purchasing from Minority Business Enterprises: Key Success Factors
Authors: Carter Craig R. , Auskalnis Richard J. , Ketchum Carol L 
Published: April 2006

SUMMARYThere is a growing realization among purchasing managers that sourcing from minority business enterprises (MBEs) results in more than just window dressing for public relations. MBE suppliers bring value and innovation to the supplier base. Furthermore, sourcing from MBE suppliers can help strengthen the economic outlook of the overall minority community. The authors used a combination of case studies and a mail survey to identify the key factors that can result in successful MBE purchasing programs.
The Impact of Tacit Knowledge on Purchasing Decisions
Authors: Giunipero Larry , Dawley David , Anthony William P. 
Published: April 2006

SUMMARYThis research examines the use of tacit knowledge in making purchasing decisions. A model is developed which combines the use of both formal data and tacit knowledge in the decision‐making process. A survey of 97 purchasing managers revealed that almost equal amounts of formal data and tacit knowledge were used in making buying decisions. The use of both types of information in decision making appears to be related to the concept of bounded rationality.
Internal Relationships and Activities Associated with High Levels of Purchasing Service Quality
Authors: Wisner Joel D. , Stanley Linda L. 
Published: April 2006

SUMMARYThis article presents findings from a comprehensive survey concerning internal service quality in a wide variety of U.S. companies. The objectives of this article were to further develop the internal service quality model and to study the internal customer‐supplier relationships of companies with high levels of purchasing service quality. Purchasing managers were asked to assess and describe both incoming and outgoing internal service quality and associated activities for their purchasing departments and the organization as a whole. The respondents were also asked to assess the service quality provided to their firm's external customers. This information was used to summarize performance in each area for respondents with high levels of internal service quality, from both an internal supplier and internal customer perspective. Comparative information is provided for firms having low‐to‐moderate levels of internal service quality.
The Impact of Supplier Selection Criteria and Supplier Involvement on Manufacturing Performance
Authors: Vonderembse Mark A. , Tracey Michael 
Published: April 2006

SUMMARYThis research investigates the extent to which supplier selection criteria and supplier involvement are used by manufacturers. It also provides support for the claim that firms employing these practices have enhanced supplier and manufacturing performance. Most firms regard the use of supplier selection criteria as an important part of their supplier selection process. Supplier involvement in product design activities and continuous improvement efforts is much lower than the use of supplier selection criteria. The product quality and product performance dimensions of supplier selection criteria plus all of the dimensions of supplier involvement and supplier performance are positively correlated with manufacturing performance. When the sample is divided into high and low manufacturing performers, all the elements of supplier performance and supplier involvement and all but one of the four supplier selection criteria are significantly better for the high performing group than the low performing group. These results lend support to the statement that implementing supplier selection criteria and involving suppliers has a positive impact on performance.
The Benefits of Multiple Boundary Spanning Roles in Purchasing
Authors: Hallenbeck George S. , Hautaluoma Jacob E. , Bates Scott C. 
Published: April 2006

SUMMARYPrevious research has focused on purchasing managers’ experience with role stressors and the negative effect of stress on job attitudes and performance. The potential benefits of having multiple responsibilities and a diverse role set have been overlooked. This study explored the relationship between purchasing managers’ involvement in multiple boundary spanning roles and their perceptions of positive social outcomes related to work. The relationship of these social benefits to job satisfaction was also evaluated. The relationships were analyzed using structural equation modeling. The results indicated positive relationships between each variable in the model. The implications for recruitment, supervision, and job design are discussed.
Supplier Selection and Order Quantity Allocation: A Comprehensive Model
Authors: Jayaraman Vaidyanathan , Srivastava Rajesh , Benton W. C. 
Published: April 2006

SUMMARYIn today's competitive environment, it is extremely difficult to successfully produce high quality, low cost products without considering a satisfactory set of suppliers. A useful approach to ensure the reliability of a manufacturer's supply stream is to follow a multiple sourcing policy. Mathematical programming techniques lend themselves nicely by providing optimal solutions to several instances of the problem. However, a recent review of supply selection methods (Weber et al. 1991) identified very few articles that have proposed mathematical programming techniques to analyze supplier selection decisions. Given the economic importance and inherent complexity associated with the supplier selection problem, this article proposes a mixed integer programming approach to solve the supplier selection program. The modelSUPPSEL (Supplier Selection) simultaneously decides the set of suppliers and order quantity allocations among them.
Outsourcing in the Chemical and Automotive Industries: Choice or Competitive Imperative?
Authors: Collins Robert , Bechler Kimberly 
Published: April 2006

SUMMARYThe outsourcing of manufacturing is a strategic option which in some cases represents a choice and in others a competitive imperative. In this article, the authors explore the approaches of sample firms in the chemical and automotive industries to the outsourcing of manufacturing. Based on clinical research done with companies participating in IMD's Manufacturing 2000 project, the authors conclude that the outsourcing of manufacturing is not a panacea, but rather a strategic choice, which is business dependent. In the cases where it is pursued, the need for firms to focus on the managerial challenges of selecting appropriate partners for the long term and building and nurturing a mutually rewarding relationship is stressed. Setting and realizing an aggressive improvement agenda is required by each partner to make the necessary transformations to sustain the relationship in the long term.
Supplier Development from the Minority Supplier's Perspective
Authors: Krause Daniel R. , Ragatz Gary L. , Hughley Shane 
Published: April 2006

SUMMARYThis article examines the perspectives of minority‐owned suppliers regarding their relationship with a large industrial manufacturing firm in the midwest region of the United States. The firm has a well‐established minority‐owned supplier development program. This study focused on assessing the effectiveness of the company's minority supplier development program, in terms of the outcomes of the program for minority suppliers, and examining potential barriers to success. Data were collected using a survey questionnaire mailed to minority‐owned suppliers. The suppliers’ responses were grouped on the basis of three variables: (1) sales volume, (2) percentage of the supplier's sales to the firm, and (3) length of the supplier's business relationship with the firm. Responses were analyzed to determine whether supplier size, sales percentage, or relationship length were significantly related to the perceived quality of the relationship.
Precursors of Unethical Behavior in Global Supplier Management
Authors: Carter Craig R. 
Published: April 2006

SUMMARYA review of the literature suggests that unethical practices in buyer‐supplier relationships are related to two broad categories of antecedents: (1) internal, organizational characteristics and (2) external, interorganizational characteristics. The author examines how these two sets of factors affect unethical behavior that may occur in the relationships of U.S. purchasing managers and their non‐U.S. suppliers, through a combination of focus group and individual interviews and a mail survey that employs a dyadic methodology.
Managing Residual Disposition: Achieving Economy, Environmental Responsibility, and Competitive Advantage Using the Supply Chain Framework
Authors: Young Richard R. 
Published: April 2006

SUMMARYRegulations have limited the options and increased the cost of disposing of unwanted materials, products, and equipment. This has increased the pressure on purchasers to develop innovative approaches to managing residual disposition. Good management requires not only a clearer understanding of the origins of these items and the options available, but an understanding of how costs are incurred and how they may be reduced across the supply chain. Based on several in‐depth case studies at firms in the furniture, commercial printing, electronics, and pharmaceutical industries, this research discovered that firms generate residuals at multiple functional points preceding manufacturing and that their disposition decisionmaking is affected by one or a combination of three drivers: intrinsic value, overwhelming volume of material, and regulatory compliance. Moreover, most organizations neither consider nor track disposal costs, thereby obscuring both the issue as well as potential solutions.