Based on a review of ten years’ conference proceedings and a survey among some of its members, this papers develops a view of the past, present and future of the International Purchasing and Supply Education and Research Association—IPSERA.
Based on a review of ten years’ conference proceedings and a survey among some of its members, this papers develops a view of the past, present and future of the International Purchasing and Supply Education and Research Association—IPSERA.
This paper aims to contribute to the development of a conceptual model for studying the direct and indirect impact of various forms of electronic procurement (EP) on a firm's integral purchasing (-related) costs. The model builds on existing classifications of purchasing-related costs and benefits and is illustrated by means of empirical data. Building the model leads us to conclude that assessment of the direct impact but especially the indirect impact of EP is far from straightforward. A form of EP may not only affect different categories of purchasing-related costs but also induce opposing direct effects within one such category. In addition, indirect effects can occur in many ways, as drastic reduction costs in one category may offer possibilities for structural changes in existing purchasing routines, which may in turn affect costs and benefits in other categories as well.
The purpose of the article is to describe and compare the purchasing process for advanced versus basic logistics services. Further some specific observations are presented from the procurement of advanced third-party logistics services, with respect to service definitions, providers evaluations and contracts. The purchasing process of logistics services will in the future need to be more differentiated due to current business trends. Hence companies must analyse how these new procurement situations will impact on their purchasing processes in order to understand what new resources, routines and competence they need to have in order to purchase logistics services in an effective way.
System sourcing is receiving increasing attention in purchasing. Previous research has dealt mainly with the opportunities provided by the approach. The aim of this paper is to explore its inherent complexity. System sourcing is analysed with regard to the system definition applied, the division of labour in development and manufacturing tasks, and the capabilities of the customer and the potential suppliers. The most important conclusion is that system sourcing strategies must consider the relationship between the partitioning of the total system in the design phase and the aggregation of the various subsystems in final assembly. The paper ends with four managerial implications.
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