我国企业战略采购的问题及实施策略研究

文中首先阐述了战略采购定义和内涵、战略采购对企业战略实施的价值,然后通过分析我国企业战略采购存在问题,提出了实施企业战略采购的对策建议。战略采购对企业采购具有重要的意义,要做好战略采购,建议从采购计划、供应商的选择和管理、采购组织和业务流程重组、战略采购目标管理体系构建等方面着手实施。     

浅谈如何降低采购成本的措施

本文主要从实施战略采购应采取的对策和实施战略采购的方法入手,如何有效地实施战略采购策略就是提升我们的采购理念?走出传统物资采购的误区,指导我们正确定位采购、合理配置采购组织、优化采购流程,有效降低供应链上每一个环节的成本,最终给企业带来了可观的经济效益。     

基于信息化的企业采购管理模式探析

如何有效地进行企业的采购是国内企业面临的重大难题之一,在企业经营战略中占有十分重要的地位。信息时代企业实施战略采购,必须要基于信息时代采购管理的特征,站在企业战略发展目标的角度上,去计划和实施采购决策。     

战略采购对提升企业竞争力的作用

在分析企业经营环境变化以及战略采购内涵的基础上,探讨战略采购对提升企业竞争力的贡献,最后提出战略采购实施要点,从而实现提升企业竞争力的目的。     

论家电连锁企业战略采购

由于采购在企业供应链中的意义以及现阶段家电连锁企业采购中存在的问题,家电连锁企业的战略采购就变的十分必要。家电连锁企业实施战略采购的核心就是成本及供应商关系。     

战略采购对提升企业竞争力的作用

在分析企业经营环境变化以及战略采购内涵的基础上,探讨战略采购对提升企业竞争力的贡献,最后提出战略采购实施要点,从而实现提升企业竞争力的目的.     

论家电连锁企业战略采购

由于采购在企业供应链中的意义以及现阶段家电连锁企业采购中存在的问题,家电连锁企业的战略采购就变的十分必要。家电连锁企业实施战略采购的核心就是成本及供应商关系。     

浅谈供应链与企业采购管理

企业采购管理是供应链管理中关键的环节。本文分析了供应链模式对企业采购管理的重要影响,提出了供应链模式下企业采购管理要实施战略采购、推进采购信息化、以适时生产订单驱动采购、建立战略联盟等建议。     

集团公司战略采购管理规划研究

随着全球化的推进和市场竞争的加剧,战略采购管理规划的实施成为集团公司实现可持续竞争优势的关键因素。战略采购管理是一种先进的采购管理模式,旨在提高企业的竞争力、降低成本并实现可持续发展。现对集团公司战略采购管理规划进行深入研究,并制定有效的采购策略,以期为企业的采购管理提供理论支持与实际操作指导。     

供应链管理环境下的采购战略研究

本文分析了供应链管理环境下采购管理的发展关系,提出了供应链管理下的采购管理所面临的挑战和要求,并分别对供应链管理,供应商管理,集中采购,战略采购进行了分析。以及对如何加强采购战略的实施和将要进行重点描述。     

Notes and debate paper: Should merchandising and sourcing be worlds apart? The opportunity for more integrated strategic sourcing research

Whereas retailers are some of the biggest buyers that have some of the highest percentages of external spend as a share of revenue, they are not typically included in strategic sourcing research. Strategic sourcing research originated with a focus on supplies for manufacturing. But the strategic sourcing of merchandise by retailers is not as commonly studied. Merchandise sourcing is often approached very differently from manufacturing sourcing and often different teams of buyers with different roles and responsibilities are involved. Leveraging author industry experience and interviews with strategic sourcing executives in manufacturing and merchandise sourcing this notes and debate paper compares strategic sourcing across these domains and identifies fruitful research opportunities for developing a more comprehensive supply chain approach to strategic sourcing research.     

An empirical examination of strategic sourcing dominant logic: Strategic sourcing centricity

Recently, much of the thought in strategic sourcing, i.e., dominant logic, has shifted away from the exchange of tangible goods and toward the exchange of intangibles, specialized skills and knowledge, and processes. This study refers to strategic sourcing dominant logic as strategic sourcing centricity (SSC) and describes it as a sourcing management′s mindset based on learning, performance, planning, and relational orientations and manifests itself in the implementation of SS to meet supply management objectives and satisfy stakeholder requirements. Building on insights on intangibility derived from resource-based theory (RBV), the study proposes and empirically tests strategic sourcing centricity (SSC). The authors test the operational measures of SSC dimensions and its impact on performance on a sample of 174 supply management executives. The results indicate strong support for the theorized framework. Managerial implications and future research agenda are provided.     

Analyzing the sourcing literature: Over two decades of research

Sourcing is an essential component of purchasing and supply chain management and has been extensively studied by academic researchers. A comprehensive scholarly literature review of sourcing was undertaken to provide guidance for future scholars through an in-depth review of past research. A total of twenty journals were selected, and 520 articles addressing sourcing topics were identified from 1995 to the present. The review process identified seven major sourcing categories within the literature. These included: strategic and relational, transactional/tactical, sourcing tools, global, sustainability, services, and new product development. Each of the seven sourcing categories is separately discussed by focusing on main themes, theories and methods. Findings indicated that strategic and transactional categories received the most attention from researchers. The area of sustainable sourcing has increased the most dramatically, while sourcing tools proved the most stable over the four time periods studied. Over 120 different theories were used to explain sourcing actions, with transaction cost economics being the most prominent. Surveys and quantitative modeling were the two most widely utilized research methods. Finally, conclusions to our findings are presented.     

An optimization approach to strategic sourcing: A case study of the United States Air Force

The DoD annually procures billions of dollars worth of systems, supplies, and services in support of the national military strategy. Faced with budget cuts and other resource constraints, the DoD must transform its procurement process to ensure cost-effective sourcing of critical supplies and services. One aspect of current transformation in the DoD is the use of a strategic sourcing approach for the procurement of services at military installations. Using the Air Force's strategic sourcing process as our context, we developed an optimization model for selecting a set of proposals from among multiple offerors for services to be performed at multiple installations. The selection achieves the most favorable objective by balancing the confidence level in an offeror's past performance with the cost of services to the Air Force. The research findings, which are based on a realistic scenario, demonstrate improvements over the current sourcing process in both overall performance and cost.     

Limits to global sourcing?: Strategic consequences of dependency on international suppliers: Cluster theory,resource-based view and case studies

This paper argues for the inclusion of an analysis of industry clusters when making decisions about global or local sourcing. Suppliers are viewed as valuable resources that can contribute to a firm's competitive advantage. Two contrasting case studies illustrate that, contrary to common expectations, a high global sourcing quota does not necessarily improve a firm's competitiveness. Rather, there may be limits to global sourcing, if a firm is unable to become a preferred customer of its strategic suppliers. Achieving preferred customer status is easier for firms located in the same regional or national cluster than it is for foreign firms attempting to access a remote supplier. This paper contributes a new and more differentiated approach to global sourcing decisions by integrating the cluster concept. Furthermore, our findings enrich the discourse of strategic management by supporting the view that resources which enable a firm to achieve sustainable competitive advantages can be located beyond its legal boundaries.     

Information systems and technology sourcing strategies of e-Retailers for value chain enablement

In the e-Retail industry, a well-designed IT infrastructure is essential in creating a tightly integrated value chain and delivering high quality service. With intense competition for market share and profits, information systems and technology (IST) sourcing decisions are becoming increasingly important to e-Retail firms to support continued growth and market responsiveness. Drawing on the contingency theory, we examine organizational and environmental factors that influence an e-Retailer's IST sourcing strategy of make versus buy in enabling its value chain activities, and we also look at firm-level performance impacts of IST sourcing decisions that involve bundling across value chain activities. We test the proposed model and hypotheses using a panel data set of 307 firms over the period of 2006–2010. The results show that firms that make transformative IT investments tend to source a smaller portion of IST for their e-Retail value chain activities than firms that pursue automate or informate as their strategic role for IT investment. Capabilities are positively associated with IST sourcing. Firms experienced in e-Retail are more likely to build rather than buy their IST. In addition, we find mimicking behavior for IST sourcing among firms in the same merchandizer category. We find that IT strategic role is strongly associated with growth metric, whereas sourcing decisions predominantly impact operational performance measures. There is partial evidence that alignment between IT strategic role and IST sourcing decisions results in better performance effects. Moreover, complementary IST sourcing of synergistic marketing and sales activities positively impacts Web sales and conversion rate, but the sourcing combination of logistics, operations, and sales activities is associated with lower Web sales and conversion rate.     

The benefits and constraints of temporary sourcing diversification in supply chain disruption and recovery

Sourcing diversification is the preferred hedge to supply chain disruption risks, but many companies insist on single-sourcing for long-term strategic benefits. For rare-but-catastrophic disruptions of fortified supply chains, temporary sourcing diversification has been seen as a desirable response strategy. However, little is known about the conditions to temporary sourcing diversification and the situations where it is applicable. Our fieldwork and comparison of two disaster recoveries at Aisin Seiki and Riken Corporation shows that while temporary sourcing diversification worked in the Aisin Seiki case, it was impossible at Riken due to the high degree of specificity required in the design and manufacturing methods of the disrupted product item, suggesting product and process specificity limits recovery alternatives. Unawareness of such constraints to temporary sourcing diversification may result in over-optimism regarding its feasibility and insufficient disaster preparedness. In addition, the case of Riken’s recovery from an earthquake in 2007 is systematically documented in this paper for the first time.     

Strategic sourcing and corporate social responsibility: Aligning a healthcare organization's strategic objectives

Strategic sourcing has long been utilized by organizations to maximize budget efficiency. The process includes a spend analysis, which historically has been performed by identifying the commodities and services purchased that resulted in the greatest spend, and establishing contracts with suppliers for these items in an effort to decrease the overall price through quantity discounts. This process restricts the data used in the spend analysis process to basic transactional information, and has not considered corporate social responsibility objectives as part of the strategic sourcing process. This paper modifies an existing spend analysis process framework, and applies the framework in a case study that uses additional data points to identify opportunities that allow an organization to simultaneously achieve both strategic purchasing and social responsibility objectives. The case study uses healthcare purchasing data from eight Department of Veterans Affairs medical centers. The goal of the model generated using regression analysis in the case study is to determine the buy characteristics that are most likely to generate mandated savings within the medical centers, in conjunction with achieving sustainability goals. The extensions of the regression model were examined to determine how collaborative buyer/supplier relationships can achieve organizational strategic objectives.     

Managing the global supply base through purchasing portfolio management

‘How to source globally’ has become a critical strategic decision for companies competing on a global basis. Despite an increased focus on global sourcing and supply chain management, little is known about the challenges and solutions surrounding such sourcing practices. Extant literature points at the critical importance of developing and sharing knowledge in multinational companies (MNCs). However, little work has been undertaken to examine the organizational mechanisms used by MNC headquarters for knowledge leveraging across subsidiaries, especially in the area of purchasing and supply management. Based on an in-depth case study, focusing on a chemical company, the actual buying systems for managing the global supply base are explored. Kraljic's purchasing portfolio approach appears useful, both for developing effective purchasing strategies as well as for managing a global supply base.     

Organizing IT purchases: Evidence from a global study

Information technology (IT) purchasing is covering an increasing part of companies’ expenditure. Scholars mainly investigated IT purchasing in terms of make or buy drivers from an IT perspective. Similarly, companies have been focusing on make or buy decisions and specifications definition in relation to technological characteristics. This often resulted in failures related to the goods/services purchased due to e.g. lack of negotiation skills, contracting, and suppliers’ relationship management. Accordingly, IT purchasing might require new structures and processes management.The purpose of the paper is to investigate what are the possible configurations for IT purchasing, and how these configurations are characterized in terms of purchasing process (i.e., strategic purchasing, sourcing and supply) and organization (i.e., roles involved, level of centralization, and span of control). Furthermore, the paper asks how IT relevance and purchasing maturity might affect these configurations. Through 12 case studies of leading international companies, four main configurations of the organization and the purchasing process for IT purchasing were identified, namely neutral (no specific approach is in place), IT oriented (the IT department takes the lead over the purchasing department), purchasing oriented (the purchasing department manages the whole IT sourcing process) and IT strategic (IT and purchasing departments jointly manage the IT purchasing process). The choice of the configuration is driven by IT strategic importance (low for neutral and purchasing oriented) and purchasing maturity of the company (low for neutral and IT oriented).