European Journal of Purchasing & Supply Management最新文献

This article investigates the role of purchasing/supply management in the target costing process. It is based on case studies of eleven firms that use target costing. In addition to exploring the role of purchasing, purchasing's interface with suppliers was investigated.

Research results indicate that supply management plays a substantial role throughout the target costing process. Its contribution is particularly critical at the initial stages, when developing component level target costs, and when activities/modifications are occurring to achieve target costs. Supply management also plays a lead role in managing, monitoring and improving costs.

Importantly, there is no single function that is more important than others in target costing. A cross-functional team approach, including suppliers, is critical to the long-term success of target costing efforts.

In modular assembly, car manufacturers can choose to assemble the modules internally or to outsource the units assembling the modules. These module assembly units (MAUs) can be located inside or outside the assembly plants. This paper analyzes the conditions provided for MAU performance by ownership and location, the constitutive dimensions of a MAU's organizational form. Based on a case study at Volvo and theoretical arguments, the paper shows that organizational forms provide different conditions for MAU performance. It is concluded that no organizational form is best and that different forms should be used. It is also concluded that companies must control MAUs, which influences how the conditions provided by different organizational forms can be utilized.

Whilst there is much research material on buyer and supplier performance assessment and management, a relationship perspective can bring an added dimension, especially to the performance of close, mutual relationships. This article aims to bring a relationship performance understanding to the study of buyer–supplier exchange. Unfortunately, business-to-business relationships are assumed to enhance performance but what little research has been conducted is limited to a few dimensions reflecting a narrow theory or practice assumption. To remedy this we investigate a relationship performance definition that incorporates both non-financial and financial dimensions. The results are developed from seven qualitative interviews followed by a postal survey incorporating the views of 200 industrial buyer respondents in the UK. To examine the relationship among the performance variables, factor analysis was conducted on 21 dimensions of performance included in the research. On this basis, key dimensions of relationship performance are grouped and implications drawn for defining relationship performance and its measurement. The authors conclude that it is meaningful to take a relationship performance position when managing buyer–supplier interactions. However, not all the dimensions identified may be available to all types of relationships.

A key task of the purchasing function is to secure adequate and timely supplies of necessary input factors. In some industries, however, this task is challenging, as it may be difficult to obtain timely and reliable input, e.g. in industries based on natural resources. This may have serious implications for firms’ ability to compete effectively in their output markets. Few empirical studies of purchasing behaviour have focused on how actors cope with uncertain supply. Also, the fast-growing market orientation literature generally seems to have neglected the importance of supply. This paper aims to provide insight into the poorly understood question of how upstream actors cope with uncertain input supply to handle customers’ needs and wants. To investigate our research problem an exploratory study was conducted among 20 upstream actors in the seafood industry. A quasi-experimental approach was applied by selecting firms from two industry branches so that one group was exposed to the “treatment” (i.e. uncertain supply) while the other group was not. Our findings show that when supply is uncertain it is of utmost concern and considered a key determinant in satisfying the firms’ target markets.

Recent literature suggests that outsourcing, properly understood and managed as an integral part of strategy, can aid competitiveness. This paper examines the process of outsourcing manufacturing to understand its role in the new strategic agenda. A system model which indicates the critical workflow interfaces between the production system and internal support functions is proposed. The model helps determine the cross-functional interdependencies of the outsourcing process. A four-phase model of strategic outsourcing is then developed. The model serves both as an internal management tool and as an external marketing tool. This leads to synthesis of a practical framework that links six generic phases of outsourcing to strategic planning. The framework includes key activities with built-in performance measures and expected output for each of the phases. The research methodology combines theory study with case study and action research in Aalborg Industries, which operates in the heavy industry. Hence, the research pursues both academic and industrial application.