Supply Network Strategies

by Lars-Erik Gadde (Chalmers Univ. of Technology); Hå; kan Hå; kansson (Univ. of Uppsala )

• ISBN13: 9780471499169
• ISBN10: 0471499161
• Format: Paperback
• Copyright: 2001-10-01
• Publisher: WILEY

Summary

This is the first textbook on purchasing to develop the supply network perspective. The study of purchasing has traditionally focused on the procurement of goods and services by companies. In recent years, greater emphasis has been placed in research on purchasing and on the relationships that exist between companies. This has led to the recognition that companies are linked in supply chains. Supply Network Strategies adopts the industrial network approach developed through the research of the IMP (Industrial Marketing and Purchasing) Group and focuses on the co-ordination and integration of different supply chains. The book includes case studies and interviews with purchasing directors and staff and is firmly placed in the context of the on-going re-orientation of business activities. The IMP Group of researchers includes leading international experts in the fields of industrial/business marketing and purchasing. This group is very influential and many university courses have been developed based on the 'philosophy' of the IMP Group.

Author Biography

<B>Lars-Erik Gadde</B> is Professor of Industrial Marketing at Chalmers University of Technology, Gothenburg. <BR> <B>Hskan Hskansson</B> is Professor of Marketing at Norwegian School of Management

Table of Contents

Preface	ix
Part I: Purchasing Challenges	1	(56)
The role of purchasing in the company	3	(16)
A new view of purchasing
The increasing significance of purchasing and suppliers
Two strategic roles of purchasing
The rationalization role
The development role
The position of purchasing in the company
Entirely new roles for purchasing
A supply network view of purchasing
Aim and scope of the book
Purchasing dynamics and challenges	19	(20)
Historical development of the purchasing function
The re-orientation of purchasing at IBM
Outsourcing
Relationships with suppliers
Consolidation of the supply base
Electronic commerce
Supply challenges for the 21st century
Purchasing issues in other firms
Implications for understanding purchasing
Purchasing and the new economy	39	(18)
The company in the new economy
Purchasing in the production unit
Purchasing in the knowledge unit
Purchasing in the communicative unit
Purchasing in the capital-earning unit
Implications for the framework of the book
Part II: Network Analysis	57	(60)
Purchasing and the activity structure	59	(20)
Chains of activities and division of labour
Similarity and complementarity among activities
Changing the similarity among activities
Phase 1
Phase 2
Phase 3
Comments
Changing the complementarity among activities
The role of information in activity co-ordination
Co-ordination through the Internet and other IT-systems
Efficient activity structures
Between two suppliers
Between buyer and sub-suppliers
Between buyer and customer
Between buyer and other buyers
Between buyer and supplier
Analysing activity structures
Purchasing and the resource structure	79	(20)
Combining internal and external resources
The co-operative dimension of resource handling
Confrontation of resource elements
Developments in buyer-seller relationships---a US-Japanese case study
Cummins' early interest in a ceramic diesel engine
Development programme for wear-resistant components and the search for a partner
The co-operation between Toshiba and Cummins
Comments from a purchasing point of view
Developments in buyer-seller relationships---a European case study
The problem
The development of the new paper quality
Comments from a purchasing point of view
The role of information exchange in resource handling
Dynamic resource structures
Analysing resource structures
Purchasing and the actor structure	99	(18)
Intervention through interaction
The role of identity in the actor structure
The interaction atmosphere
Conflict and co-operation
Power and dependence
Trust and commitment
The organizational structure and internal interaction
The organizational structure and external interaction
Organizing the network
Analysing actor structures
Part III: Supply Strategies	117	(78)
Determining the boundaries of the firm	119	(16)
Benefits of specialization through outsourcing
Make or buy?---a decision in a new light
Core competence---a problematic concept
Outsourcing and insourcing
An alternative view of boundaries
Managerial tasks
Key issues
Developing relationships with suppliers	135	(20)
Economic consequences of supplier relationships
High- and low-involvement relationships
Relationship continuity
The need for variety in relationships
Variation among high-involvement relationships
Managerial tasks
Monitoring and modifying relationships
The role of the customer
Mobilization and motivation of suppliers
Key issues
Designing supply networks	155	(20)
Single and multiple sourcing
The size of the supply base
Combining single and multiple sourcing
Nike's supplier network
Strategic centres and webs of partners
Building supply networks
Managerial tasks
Key issues
Network strategies and networking	175	(20)
Efficiency in networks
Efficiency in a single transaction
Efficiency in a series of transactions with a specific supplier
Efficiency in transactions with all suppliers
Network efficiency
Network strategies
Network thinking
Network organizing
Network acting
Final comments
References	195	(6)
Index	201