Trautmann Global Sourcing

An Analysis of the Implications for Organization Design
2008
ISBN: 978-3-8349-8174-5
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Deutsch, 132 Seiten, eBook

Reihe: Einkauf, Logistik und Supply Chain Management

Gerhard Trautmann explains the relationship between global sourcing strategy and organization design.

Dr. Gerhard Trautmann promovierte bei Prof. Dr. Christopher Jahns am Supply Management Institute (SMI) der European Business School (EBS) in Oestrich-Winkel.

Zielgruppe

Research

Autoren/Hrsg.

Trautmann, Gerhard

Weitere Mitwirkende

Jahns, Prof. Dr. Christopher

Inhaltsverzeichnis

1;Foreword;7
2;Acknowledgments;9
3;Table of Contents;11
4;List of Figures;13
5;List of Tables;14
6;List of Abbreviations;15
7;I. Introduction;16
8;II. Organizational Design Implications of Global Sourcing: A Multiple Case Study Analysis on the application of Control Mechanisms;25
8.1;1. Introduction;26
8.2;2. Conceptual background;28
8.2.1;2.1. Organizational design implications of global sourcing;28
8.2.2;2.2. International strategy typologies and control mechanisms;30
8.3;3. Research methodology;36
8.3.1;3.1. Theoretical sampling;37
8.3.2;3.2. Data collection;38
8.3.3;3.3. Research process;40
8.4;4. Data analysis;41
8.4.1;4.1. International strategy typologies;41
8.4.2;4.2. Category 1: Personal centralized control;44
8.4.3;4.3. Category 2: Bureaucratic formalized control;46
8.4.4;4.4. Category 3: Output control;47
8.4.5;4.5. Category 4: Control by socialization and networks;49
8.5;5. Discussion;51
8.5.1;5.1. Global sourcing typologies;51
8.5.2;5.2. Control mechanisms;52
8.5.3;5.3. Towards an information processing model for global sourcing;57
8.6;6. Limitations and suggestions for further research;58
9;III. Implementing Global Sourcing Through Purchasing Portfolio Management;60
9.1;1. Introduction;61
9.2;2. Conceptual background;64
9.2.1;2.1. Global purchasing synergy;64
9.2.2;2.2. Purchasing portfolio management;65
9.3;3. A purchasing portfolio approach for global sourcing;67
9.3.1;3.1. Step 1: Analysis of strategic importance;68
9.3.2;3.2. Step 2: Analysis of synergy potential;69
9.4;4. Research methodology;77
9.4.1;4.1. The case company;77
9.4.2;4.2. Data collection;79
9.5;5. Application of the purchasing portfolio model;81
9.5.1;5.1. Measurement and use;82
9.5.2;5.2. Classification of categories;82
9.6;6. Summary and Conclusions;88
9.6.1;6.1. Limitations;89
9.6.2;6.2. Suggestions for further research;90
9.6.3;6.3. Managerial Implications;91
10;IV. Elaborating the Information Processing Perspective in the Global Sourcing Context;93
10.1;1. Introduction;94
10.2;2. Conceptual background;96
10.2.1;2.1. Global sourcing organization;96
10.2.2;2.2. An information processing perspective;101
10.3;3. Research methodology;103
10.3.1;3.1 Research approach;103
10.3.2;3.2. Case selection;104
10.3.3;3.3. Data collection;106
10.3.4;3.4. Analysis process;107
10.4;4. Data analysis;109
10.4.1;4.1. Category characteristics and motives for global sourcing;109
10.4.2;4.2. Application of integration mechanisms for global sourcing;112
10.5;5. Theoretical explanations and discussion;115
10.5.1;5.1. Theoretical interpretation of case evidence;116
10.5.2;5.2. An information processing model in the global sourcing context;123
10.5.3;5.3. Managerial implications;126
10.6;6. Conclusion;126
11;Bibliography;128
12;Appendix;146

Organizational design implications of global sourcing: A multiple case study analysis of the application of control mechanisms; Implementing global sourcing through purchasing portfolio management; Elaborating the information processing perspective in the global sourcing context

Leseproben

III. Implementing Global Sourcing Through Purchasing Portfolio Management (S. 45-46)

Abstract

Competing globally, an issue for companies is to adapt their organizational structures and governance in increasingly complex organizations. At the functional level of purchasing, companies turn to hybrid purchasing organizations in order to leverage global sourcing benefits. One of the key challenges in this context is to distinguish between categories to be integrated across sites and those remaining under the authority of each purchasing location in order to maximize purchasing synergies. The aim of the paper is to present a purchasing portfolio model that provides a comprehensive view of relevant global synergy dimensions.

Based on a literature review, a theoreticallygrounded purchasing portfolio model for global sourcing is developed, going beyond the well-established Kraljic matrix for classifying purchasing categories. The validity of the model is explored by means of a single in-depth case study. Complementing the extant literature, the theoretical contribution of the paper lies in not only addressing category selection criteria for exploiting economies of scale, but also for economies of information &, learning and economies of process.

Keywords: Global sourcing, purchasing synergy, organization design, portfolio mode, Case study

1. Introduction

Multinational companies can no longer compete as a collection of nationally independent subsidiaries, since competition is based on the ability of the firm to integrate its subsidiary activities across geographical locations (Porter, 1986, Ohmae 1989, Bartlett and Ghoshal, 1989, Nohria and Ghoshal, 1997, Kotabe and Murray, 2004). Since the seminal paper of Malnight (1995), which put forward that globalization occurs at the level of the function, international business research has increasingly set the focus on analyzing how global integration is attained for functions, such as R&,D, marketing or manufacturing (Nobel and Birkinshaw, 1998, Sheth and Parvatiyar, 2001, Kim et al., 2003, Xu et al., 2006).

To our best knowledge, international business scholars have not put the centre of attention on purchasing. Looking at research on internationalization in the purchasing context, interest from practice and academia in global sourcing, defined as the integration of purchasing requirements across worldwide locations (Monczka and Trent, 1991), has been rising constantly during the last years. While some scholars argue that global sourcing is critical for achieving competitive advantage (Alguire et al., 1994, Carter and Narasimhan, 1996, Quintens et al., 2006b), studies have also identified that global sourcing is gaining a more prominent role on the agenda of an increasing number of firms (Samli et al., 1998, Trent and Monczka, 2003).

The rationale to engage in global sourcing is based on two sources of competitive advantage: location-specific advantages, such as access to local supply and labour markets or new technologies and company-specific competencies, which are developed through the exploitation of global synergies, such as pooling of common requirements across sites (Arnold, 1997, Faes et al., 2000, Kotabe and Murray, 2004).

Über Autor(innen)

Dr. Gerhard Trautmann promovierte bei Prof. Dr. Christopher Jahns am Supply Management Institute (SMI) der European Business School (EBS) in Oestrich-Winkel.