دانلود رایگان مقاله لاتین وضعیت استراتژیک کسب عرضه کننده خرید شرکت از سایت الزویر
عنوان فارسی مقاله:
من مرد شما هستم: چگونه عرضه کنندگان در خرید شرکت ها وضعیت استراتژیک کسب می کنند
عنوان انگلیسی مقاله:
I’m your man: How suppliers gain strategic status in buying companies
سال انتشار : 2016
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بخشی از مقاله انگلیسی:
2. Theoretical background
To provide background for a study of the organisational processes that affect supplier status development in buying organisations and how an alternative perspective may add to the current debate on supplier selection and classification, we first have to critically discuss the existing literature. Next, we introduce organisational sensemaking and social status as two complementary perspectives for exploring how suppliers gain strategic status in buying organisations. 2.1. Supplier classification: a critical perspective The conventional literature on supplier classification can be divided into descriptive and prescriptive approaches (Lienland et al., 2013). The descriptive approach typically studies the criteria used for classifying suppliers by decision makers, such as purchasers see for instance (Kumar Kar and Pani 2014). The prescriptive approach is concerned with developing methods for selecting and weighting the multiple operational and strategic criteria that individuals or teams use to rank and categorise suppliers (De Boer et al., 2001; Chai et al., 2013; Liu and Hai, 2005). Both the descriptive and prescriptive studies lend support to a technicalrational view; that decisions regarding supplier categorisation result from a linear process in which top management periodically selects the overall strategic objectives of a firm, which then in a top-down manner is translated into procurement strategies and operationalised into supplier selection criteria effectuated by purchasing professionals (Nollet et al., 2005). Critics of the conventional views claim that a technical-rational approach to supplier classification rests, at best, on rationalisation in hindsight (Gadde and Snehota, 2000). We believe that several criticisms can be levelled against the underlying assumptions of the technical-rational perspective, and that we can lend support from these in the existing literature on supplier classification and supply management. First, it is assumed that the buying firm's strategy is fairly stable and that the role of the purchasing department is to operationalise corporate strategic priorities by deploying a supplier classification policy, consistent with overall strategic objectives (Nollet et al., 2005). However, frequently the bases of segmentation appear disconnected from the strategic management of the company (Day et al., 2010; Sausen et al., 2005). This view of strategy is based on a traditional planning perspective (Gadde and Snehota, 2000), and seems quite unaffected by more recent advances in strategy research. In fact, few conceptual linkages have developed between purchasing literature and more recent strategy research (Weele and Raaij, 2014). Strategic decision makers operate in dynamic business contexts, where fundamental changes in competitive conditions appear unexpectedly and where agility in strategic response is called for (Kor and Mesko, 2013; Pisano and Hitt, 2012). Corporate strategy is increasingly seldom detailed and fixed for a prolonged period of time, and the hierarchical relationship of detailed strategic planning is increasingly replaced with more emergent approaches to strategy (Eisenhardt and Piezunka, 2011). Considerable complexity and corresponding strategic ambiguity can interfere with supplier selection criteria. Furthermore, there is not one strategic voice in an organisation that the purchasing department must follow and translate into useful supplier selection criteria. Rather, there are many voices at once, each seeking to influence the strategic direction of the firm (Vaara, 2010; Ciborra, 1996). Second, often the qualities and competences of suppliers (or customers) do not appear in a pre-packaged form, instead they must be discovered and constructed by purchasers (Harrison and Kjellberg, 2010), and they are contingent on both purchaser experience and intent as well as influenced by relevant stakeholders (Reuter et al., 2012; Schneider and Wallenburg, 2012). For example, a study found that in key decision-making areas handled by purchasing management, such as selecting suppliers, individual purchasing managers developed different interpretive schemes and framed the importance and role of the determinants guiding this selection differently (Kamann and Bakker, 2004). In addition, departments in the buying firm, such as R&D, manufacturing and purchasing units, may differ in the characteristics that they deem important and in the way that they assign specific labels to specific suppliers (Andersen and Drejer, 2009; Argyres, 1999; Hald and Ellegaard, 2011). A third criticism concerns barriers to developing and implementing policies for the preferential treatment of strategic suppliers. Companies have frequently found it difficult to tailor their treatment of suppliers to their underlying segmentation (Dyer et al., 1998). Understanding the significance of the supplier categorisation process and the role of the purchasing department in the negotiated social order and hierarchy within the buying firm is particularly challenging (Goebel et al., 2003; Pardo et al., 2011; Roy, 2003). The influence of purchasing departments varies, and their responsibility for formulating and implementing selection criteria varies correspondingly. Finally, the emphasis on establishing a set of supplier selection criteria seems to rest on the assumption that these are intrinsic to the supplying company. However, as noted by Dubois and Pedersen (2002), the value of a supplier is bound less to intrinsic qualities and more to relational ones: “[supplier] performance will be a function of all its relationships [and will be] relative to each customer” (p. 40). This notion is supported by a study of purchasing portfolios in sustainable sourcing, which demonstrated that firms could apparently gain competitive advantages from treating suppliers of commodity inputs (e.g. potatoes) as if they were strategic suppliers (Pagell et al., 2010).
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کلمات کلیدی:
6 Core Purchasing Strategies - Purchasing and Procurement Center www.purchasing-procurement-center.com/purchasing-strategies.html Companies implement Purchasing strategies in order to make cost effective purchasing ... Other companies may use a procurement strategy of using a core purchasing cycle. ... It's a very precarious position for the client to be in, as they are … [PDF]Commodity-Procurement Strategies of Food Companies: A Case Study ageconsearch.umn.edu/bitstream/46586/2/38030041.pdf by K Jones - 2007 - Cited by 5 - Related articles Commodity-Procurement Strategies of Food Companies: A Case Study .... ment decisions and buying strategies, we relied on ..... sure preferred-supplier status. Strategic Buyer - Investopedia www.investopedia.com/terms/s/strategic-buyer.asp A type of buyer in an acquisition that has a specific reason for wanting to purchase the company. Strategic buyers look for companies that will create a synergy ... PURCHASING DECISION AND BUSINESS STRATEGY - SlideShare https://www.slideshare.net/myzamri01/purchasing-decision-and-business-strategy Sep 30, 2012 - Competitive Strategy • Competitive Priorities • Purchasing Criteria • Supply ... faster delivery Supply Chain Strategy• Companies participate in a ... [PDF]Make or Buy strategy 164.100.133.129:81/.../Session%207%20-%20Make%20or%20Buy%20Strategy.pdf Make or Buy – status Quo ... One of the key strategic issue in manufacturing is ... buy. • Companies rarely make their own products/ services from start to end. Strategic sourcing - Wikipedia https://en.wikipedia.org/wiki/Strategic_sourcing Strategic sourcing is an institutional procurement process that continuously improves and re-evaluates the purchasing activities of a company. In the services ... I'm your man - Research - Aarhus University pure.au.dk/portal/.../im-your-man(65c409c5-b7fa-4729-b258-8db94448e30e).html I'm your man: How suppliers gain strategic status in buying companies. Publication: Research - peer-review › Journal article ...
