E-Book, Englisch, 243 Seiten, eBook
Moser Strategic Purchasing and Supply Management
2007
ISBN: 978-3-8350-5404-2
Verlag: Deutscher Universitätsverlag
Format: PDF
Kopierschutz: 1 - PDF Watermark
A Strategy-Based Selection of Suppliers
E-Book, Englisch, 243 Seiten, eBook
Reihe: Einkauf, Logistik und Supply Chain Management
ISBN: 978-3-8350-5404-2
Verlag: Deutscher Universitätsverlag
Format: PDF
Kopierschutz: 1 - PDF Watermark
Roger Moser analyses the relationships between business priorities and PSM strategy and shows in detail how business strategies influence PSM. He develops a PSM strategy concept which enables supply managers to break down strategic priorities from a business strategy level to a PSM level and to define appropriate actions when dealing with suppliers, supply markets and internal customers.
Dr. Roger Moser promovierte bei Prof. Dr. Christopher Jahns am Supply Management Institute der European Business School (ebs) in Oestrich-Winkel. Er ist als Director SMI International für das Supply Management Institute SMI in China, Indien und Russland tätig.
Zielgruppe
Research
Weitere Infos & Material
1;Foreword of the Editor;6
2;Foreword of the Author;8
3;Content;10
4;List of figures;12
5;List of tables;14
6;List of abbreviations;16
7;1 Problem situation and research approach;17
7.1;1.1 The role of strategic suppliers in generating competitive advantages;18
7.2;1.2 Research objectives and thesis structure;23
8;2 A theory-based perspective on the value of purchasing and supply management and its supply base for the generation of competitive advantages;34
8.1;2.1 Clarification of terms and their definitions;34
8.1.1;2.1.1 Purchasing and supply management (PSM);35
8.1.2;2.1.2 Strategic value of suppliers;40
8.1.3;2.1.3 Capabilities, resources and core competencies;43
8.2;2.2 A theory-based understanding of PSM’s role in generating competitive advantages;45
8.2.1;2.2.1 Strategy theory;46
8.2.2;2.2.2 New institutional economics;60
8.2.3;2.2.3 The systems theory-based new St. Gallen management model as a framework for PSM;66
8.3;2.3 PSM’s integration into strategic management;70
8.3.1;2.3.1 PSM’s former and new role in companies’ strategic management process;73
8.3.2;2.3.2 Supplier selection as part of PSM strategy;76
8.3.3;2.3.3 Capabilities connecting supply and customer markets;86
8.4;2.4 Interim results: Purchasing and supply management as a valuable contributor to the generation of competitive advantages;88
9;3 Strategy-based supplier selection;91
9.1;3.1 Corporate level and functional level strategies’ influence on the selection of strategic suppliers;97
9.1.1;3.1.1 Competitive and product-/market strategies’ influence on the selection of strategic suppliers;97
9.1.2;3.1.2 Supply chain strategies’ influence on the selection of strategic suppliers;105
9.1.3;3.1.3 Functional strategies’ influence on the selection of strategic suppliers;112
9.2;3.2 A strategy-based supplier selection framework;118
9.2.1;3.2.1 Organizational aspects of strategy-based supplier selection;118
9.2.2;3.2.2 Process aspects of strategy-based supplier selection;122
9.2.3;3.2.3 Content aspects of strategy-based supplier selection;129
9.3;3.3 Conceptual framework for a strategy-based supplier selection;143
9.3.1;3.3.1 Hypotheses model for a strategy-based supplier selection;144
9.3.2;3.3.2 Strategy and performance constructs;154
9.3.3;3.3.3 Supplier selection criteria constructs;161
9.4;3.4 Interim results: A research model for a strategy-based selection of suppliers;175
10;4 Research methodology, data analysis and empirical results;177
10.1;4.1 Research methodology;177
10.1.1;4.1.1 Research concept and study design;177
10.1.2;4.1.2 Questionnaire design and data collection process;181
10.1.3;4.1.3 Descriptive analysis;184
10.2;4.2 Measurement model results;187
10.2.1;4.2.1 Determination of formative and reflective measurement models;188
10.2.2;4.2.2 Reflective measurement model results;191
10.2.3;4.2.3 Formative measurement model results;195
10.3;4.3 Structural model results;200
10.3.1;4.3.1 Analysis of path coefficients and variance explained;201
10.3.2;4.3.2 Analysis of predictive relevance and effect sizes;206
10.3.3;4.3.3 Analysis of study results;209
10.4;4.4 Interim results: Detailed insights into the relationships between strategic priorities, supplier selection criteria, PSM performance levers and company performance;212
11;5 Summary;215
12;Appendix: Cross-loading table;223
13;References;225
Problem situation and research approach.- A theory-based perspective on the value of purchasing and supply management and its supply base for the generation of competitive advantages.- Strategy-based supplier selection.- Research methodology, data analysis and empirical results.- Summary.
1 Problem situation and research approach (p. 1)
In the 1990s, the internal business processes of companies had been reengineered. Today, researchers and practitioners are predicting that the coming decades will be the era of reengineering the entire value chain – from the initiation of the customer request through design, manufacturing, logistics, and service to the final customer again. The winners in the future marketplace will be those linked companies which can combine their internal advantages with those of their suppliers to a powerful value chain that is faster, more agile and innovative, and ultimately more profitable than other competing value chains (Burt et al., 2002, Spekman et al., 1999).
With this erosion of competitive advantages of single companies over recent years, many capabilities of companies alone do no longer serve as a competitive weapon in the world market. Therefore, companies must find a new set of competitive advantages and purchasing and supply management (PSM1), along with its supply base, holds great potential for reaching the necessary improvements (Drucker, 1982, Hogan et al., 2001, Jap, 1999). Top-managers should recognize the critical role PSM can play in shaping the competitiveness of their companies together with their suppliers in the future in terms of both bottom and top line results (Monczka et al., 2002, Watts et al., 1995).
An illustrative example for the generation of competitive advantages with suppliers is Toyota which has made more profits in 2003 than its three largest competitors put together. In contrast to many other automotive companies, Toyota does not keep its suppliers at arm’s length guarding its internal knowledge. On the contrary, it embraces its suppliers and encourages knowledge sharing with them by establishing networks that facilitate the exchange of information. This provides Toyota with a significant competitive advantage over other automotive companies not integrating their suppliers (Dyer et al., 2004).
Another example of a successful buyer-supplier relationship is the computer systems company Dell Inc. where suppliers are the very lifeblood of the company’s business. At Dell Inc. effective knowledge sharing with its supply partners is crucial for the company’s success (Agrawal et al., 2001, Magretta, 1998). The experiences of Toyota or Dell strongly suggest that competitive advantages can be achieved and sustained through PSM and its supplier management. In the following two subchapters, the role of suppliers in generating competitive advantages is analyzed and the research approach of this doctoral thesis is presented.
1.1 The role of strategic suppliers in generating competitive advantages
Recent developments in the world’s economy foster a significant change in the strategic role of suppliers for companies. Firstly, competition has intensified on a global scale over the last twenty years. Important factors are deregulation, the emergence of new free trade zones such as ASEAN (Association of South-East Asian Nations), NAFTA (North American Free Trade Agreement) or EU (European Union), improved transportation possibilities, intercultural homogenization, and sophisticated information technology (van Weele et al., 1996, Vonderembse, 2002).
Exploiting the new information and logistics linkages, companies are relocating and reconfiguring their activities into global value chains based on least cost and greatest expertise. For instance, some companies have become global in the way their R&,D is networked in order to apply simultaneous engineering.
