Strategic Purchasing and Supply Management: A Strategy-Based Selection of SuppliersSpringer Science & Business Media, 2007. dec. 11. - 243 oldal Roger Moser analyses the relationships between business priorities and PSM strategy and shows in detail how business strategies influence PSM. He develops a PSM strategy concept which enables supply managers to break down strategic priorities from a business strategy level to a PSM level and to define appropriate actions when dealing with suppliers, supply markets and internal customers. |
Tartalomjegyzék
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| 13 | |
| 15 | |
Doctoral thesis structure | 17 |
A theorybased perspective on the value of purchasing and supply management | 18 |
Comparison of marketbased resourcebased and relational view | 41 |
Summary of basic rent possibilities and consequences for PSM | 44 |
Basic types of behavior insecurities | 45 |
Matching supply chains with market requirements | 94 |
Volvos module suppliers performance evaluation | 104 |
Siemens supplier separation approach | 105 |
Relationship value drivers | 115 |
Relationship value profiles | 119 |
Supplier selection as prerequisite of successful supplier development | 120 |
XBSC development process | 121 |
Supplier valuing concept | 122 |
A basic model of transaction cost theory | 47 |
The new St Gallen management model | 52 |
Evolution steps from reactive to strategic procurement | 57 |
Four stages of purchasing development | 58 |
Sourcing strategy elements | 67 |
The World of Products and the World of Parts | 71 |
Capability base and value production | 72 |
Strategybased supplier selection | 75 |
A shifting paradigm for buyersupplier relationships | 76 |
Key strategic management questions | 78 |
Strategy level interaction system | 79 |
Capabilitygap analysis | 80 |
Extended productmarket matrix | 86 |
Possible structures of future competition between companies | 90 |
Examples of supply chain capability enhancements | 93 |
Research model with three main hypotheses | 129 |
Breakdown process of strategic priorities | 130 |
Supplier capabilities influence on strategic PSM performance levers | 133 |
PSMs influence on competitive advantages | 135 |
Hypotheses model | 136 |
Research methodology data analysis and empirical results | 161 |
Structural equation modeling | 162 |
Comparison between variancebased and covariancebased analysis | 164 |
Measurement model results for competitive strategy constructs | 177 |
Measurement model results for supply chain strategy constructs 178 Table 3 Measurement model results for strategic PSM performance lever constru... | 183 |
Detailed hypotheses model | 187 |
StoneGeisserTest criterion values | 190 |
Summary | 199 |
References | 209 |
Más kiadások - Összes megtekintése
Strategic Purchasing and Supply Management: A Strategy-Based Selection of ... Roger Moser Nincs elérhető előnézet - 2007 |
Gyakori szavak és kifejezések
achieve activities Adapted analysis applied approach aspects buyer buying firms capabilities changes chapter companies company’s competing competitive advantages concept concerning constructs contribution corporate cost criterion decision defined delivery determined discussed doctoral thesis effect efficiency elements Especially et al evaluation example existing explained factors Figure Finally flexibility focus focusing formative four functions hypothesized identified impact implementation important improve increase indicators industry influence innovation integrated internal latent variable leadership long-term materials measurement necessary objectives operational optimal organization overall perspective position possible potential practice presented problem proposed PSM managers PSM strategy PSM’s purchasing reflective relational relationships relevance rents requirements risk significant sourcing specific strategic priorities strategic suppliers structural success supplier selection criteria supply base supply chain supply management theory transaction weighting
Népszerű szakaszok
28. oldal - Second, a core competence should make a significant contribution to the perceived customer benefits of the end product. Clearly Honda's engine expertise fills this bill. Finally, a core competence should be difficult for competitors to imitate.
27. oldal - A firm may achieve rents not because it has better resources, but rather the firm's distinctive competence involves making better use of its resources.
45. oldal - The first is the agency problem that arises when the desires or goals of the principal and agent conflict and it is difficult or expensive for the principal to verify what the agent is actually doing.
28. oldal - behavioural' aspects of strategy in contrast to the traditional structural model. But whereas core competence emphasizes technological and production expertise at specific points along the value chain, capabilities are more broadly based, encompassing the entire value chain.
27. oldal - A firm's resources and capabilities include all of the financial, physical, human, and organizational assets used by a firm to develop, manufacture, and deliver products or Services to its customers." AMIT/SCHOEMAKER (1993) „[...] will be defined as stocks of available factors that are owned or controlled by the firm.
38. oldal - We define dynamic capabilities as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments. Dynamic capabilities thus reflect an organization's ability to achieve new and innovative forms of competitive advantage given path dependencies and market positions (Leonard-Barton, 1992).
239. oldal - Configurations of manufacturing strategy, business strategy, environment, and structure, Journal of Management, 22.
227. oldal - An empirical investigation of supplier development: reactive and strategic processes.
3. oldal - Customers now tell suppliers what they want, when they want it, how they want it, and what they will pay.
215. oldal - Lamming, R., 1997. Managing supply in the firm of the future. European Journal of Purchasing & Supply Management 3 (2), 53-62.
Hivatkozások erre a könyvre
The Alignment Performance Link in Purchasing and Supply Management ... Christian Baier Nincs elérhető előnézet - 2008 |