船舶制造业JIT供需采购模型研究

鉴于船舶制造业存在的库存量大、供应链管理效率低下、生产成本过高等问题,通过构建船舶制造业JIT供需采购模型,分别从单一采购方利益和供需双方利益两方面,对船舶制造业JIT供需采购模型进行了分析。结果表明,综合考虑供需双方利益能有效降低船舶制造业采购成本,提高船舶制造业供应链管理效率,强化供需采购双方合作关系。     

船舶制造业JIT供需采购模型研究

鉴于船舶制造业存在的库存量大、供应链管理效率低下、生产成本过高等问题,通过构建船舶制造业JIT供需采购模型,分别从单一采购方利益和供需双方利益两方面,对船舶制造业JIT供需采购模型进行了分析。结果表明,综合考虑供需双方利益能有效降低船舶制造业采购成本,提高船舶制造业供应链管理效率,强化供需采购双方合作关系。     

供应链采购与传统采购的比较分析

采购作业是企业运营管理工作中的重要一环，在采购环节所形成的成本是企业生产成本的重要组成部分，是企业降低成本的重要领域文章运用比较的方法．分析了供应链采购与传统采购的不同特点,指出供应链采购能改进与供应商的关系，减少传统采购中许多不增值的作业,是企业降低成本、增加效益的重要方法。     

电子化采购与供应链管理浅谈

当今经济环境中的激烈竞争和市场不确定性的增加为企业带来了越来越大的压力。企业纷纷转向战略供应管理,加强与供应链上、下游企业的合作,改善与供应商的关系,使供应链流程自动化以降低成本、缩短采购提前期,最终赢得市场竞争优势。电子化采购则是企业实现上述运营目标的关键管理模式。文中首先简要论述了供应链管理相关理论和电子采购的基本内涵,然后阐述了实施电子采购的必要性,最后提出了电子化采购的构成因素并分析其在供应链管理中的作用。     

基于供应链的物资采购管理研究

基于供应链的物资采购通过规范的定价和订货流程,建立企业和供应商之间的战略合作关系,从而达到降低采购价格、提高采购质量和供应商服务质量的目的。文章阐述了转变传统的物资采购模式的必要性,分析了传统的采购模式与基于供应链的采购模式的区别,最后提出了企业建立基于供应链的物资采购模式的对策建议。     

基于供应链的物资采购管理研究

基于供应链的物资采购通过规范的定价和订货流程,建立企业和供应商之间的战略合作关系,从而达到降低采购价格、提高采购质量和供应商服务质量的目的。文章阐述了转变传统的物资采购模式的必要性,分析了传统的采购模式与基于供应链的采购模式的区别,最后提出了企业建立基于供应链的物资采购模式的对策建议。     

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。     

基于供应链的电厂煤炭采购订货优化研究

企业之间的竞争已经转变为供应链之间的竞争,而采购工作是供应链的源头,采购成本的节约是供应链成本控制的重要环节。文中针对燃料煤供需紧张问题,把供应链管理的思想引入电厂的采购订货中,采用综合考虑供应链上的供方(煤炭供应商)及需方(电厂)的一体化采购策略,以期为供需双方建立战略合作伙伴关系。通过建立供需双方的综合采购数学模型,为电厂提供了最佳的订货量,实现供应链整体利益最大化,最后利用算例验证模型的有效性。     

采购供应链的协同管理研究

采购供应链协同管理包涵企业内部不同部门间的协作,及供应链上产品需求方和供应商间构建长期战略合作关系,从而达到提高供应链效率及产品、服务质量等目的。采购供应链管理趋于与供应商长期协作的战略伙伴、单订采购、外部资源管理等方向发展。基于SCOR思想,对采购供应链协同管理进行研究,可构建三层次模型,即考核指标层、配置层与实施层。     

采购变革四重奏

奇瑞的采购动作更进一步,开始寻求与供应商的沟通,以打造一个尊重、平等、共赢的合作关系,拉动整个供应链的效率和效益如果说2011年,奇瑞汽车在采购上的调整是理顺与供应商的关系,建立起更加规范的管理流程,那么2012年,奇瑞在采购上的动作更进一步,它们开始寻求与供应商的沟通,进而打造一个尊重、平等、共赢的合作关系,拉动整个供应链的效率和效益。2012年10月,从1997年奇瑞汽车初创阶段就来到公司的张国忠被任命为奇瑞汽车采购公司总经理,并将公司日常采购、     

Levels of strategic purchasing: Impact on supply integration and performance

The growing importance of supply chain management has led to an increasing recognition of the strategic role of purchasing, which has recently evolved and expanded from “buying” to “procurement” and “supply management”. In this study, we chart our sample firms’ advance in strategic purchasing, characterized by the strategic focus, strategic involvement of the purchasing function and the status and visibility of the purchasing professionals, into three stages.This study provides strong empirical support for the importance of strategic purchasing by showing that, by moving towards the more advanced stages, firms at the nascent stage of strategic purchasing can achieve better supply integration, a second-order construct composed of four facets of relational, process, information, and cross-organizational team integration. Our analyses further reveal that strategic purchasing can have a profound impact on supply chain performance for both buyer and supplier firms.     

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.     

A contingency-configurational view of purchasing operations: The mediating role between supplier relationship and firm performance

The literature has considered purchasing and supply management activities from a strategic perspective, but the tactical role of purchasing operations has yet to be explored. Purchasing operations represent the internal modus operandi for transactions with suppliers, comprising three main activities – purchasing transactions, purchasing document management, and purchasing assessment – and supportive activities like purchasing knowledge management. Following the contingency theory, we hypothesize that these internal activities mediate between external supplier relationship management and firm performance (financial, customer and delivery performance). Complementarily, we adopt the configurational theory to hypothesize that this link between external and internal activities can be combined to increase firm performance. To test this contingency-configurational view of purchasing operations, we conducted a quantitative survey with 234 companies. The regression results of the contingency analysis show that purchasing operations activities have a full mediation role in most relationships between supplier relationship management and firm performance, while knowledge management positively moderates the association between purchasing assessment and customer performance. Moreover, the cluster analysis for the configurational analysis shows that supplier relationship management and purchasing operations follow maturity levels of joint implementation of internal and external activities. Our findings shed light on the purchasing operations by defining the activities representing this concept and showing their role in supply management. We also contribute to practice by proposing an integrative system that helps managers organize the firm's purchasing and supply management activities.     

The boundary spanning capabilities of purchasing agents in buyer-supplier trust development

This study examines how individual purchasing agents function as boundary spanners with suppliers to influence trust development in themselves and the buying firms that employ them. Building upon boundary theory and supply chain cooperation research, we identify three boundary spanning capabilities of purchasing agents and empirically test how these capabilities shape buyer-supplier trust development. Using two samples of data collected from suppliers in the automotive industry and food industry, we found that a purchasing agent's effectiveness in strategic communication with suppliers affects a supplier's trust in the buying firm, while an agent's professional knowledge and ability toreach compromises with suppliers affect a supplier's trust in the purchasing agent representing the firm. Trust in the purchasing agent in turn affects trust in the buying firm. Theoretical and managerial implications are discussed.     

Organizing the purchasing department for innovation

Innovation is by far one of the most important competitive priorities in the current business context. Companies increasingly rely on their supply base to support their innovation potential. As a consequence, the purchasing department might dramatically affect the firm??s innovation capability. This paper aims to investigate??using a multiple case study approach??how the organizational design of the purchasing department could determine a firm??s capability to foster and manage innovation. Seven highly innovative companies were visited and the structures of their purchasing departments were analyzed. Three different configurations for the purchasing department were identified and described.     

The impact of purchasing strategy-structure (mis)fit on purchasing cost and innovation performance

The organizational design literature strongly supports the notion of “structure follows strategy”, and suggests that a misfit between the two has a negative effect on performance. Building on this line of argument, we examine to what extent the (mis)fit between purchasing strategy and purchasing structure impacts purchasing performance. We focus on cost and innovation purchase category strategies, and examine how the deviation from an ideal purchasing structure defined along three dimensions (centralization, formalization, and cross-functionality) impacts purchasing performance. Analysing data collected from 469 firms in ten countries, we demonstrate that a strategy-structure misfit negatively impacts purchasing performance in both cost and innovation strategies. We also find that purchasing proficiency is a mediator in this relationship between misfit and performance. Our findings aid managerial decision making by empirically validating the necessity of having the right purchasing structure for successfully executing different purchasing strategies.     

Inclusive purchasing and supply chain resilience capabilities: Lessons for social sustainability

In the face of unexpected changes in their dynamic business environment, purchasing and supply chain (SC) managers have been challenged to boost SC resilience while maintaining their sustainability concerns. In this changing environment, this paper aims to explore: (1) how (social) sustainability affects SC resilience and (2) what the role of purchasing is for SC resilience. Through a dynamic capability view as the theoretical lens, we investigate whether and how an inclusive purchasing programme could enhance SC resilience capabilities to cope with the Covid-19 outbreak. We developed a Case study with various SC members of a multinational cosmetics company that, despite suffering from a sudden demand disruption during the outbreak, maintained its sustainability actions. The results show that four operational SC resilience capabilities were amplified: ‘visibility’, ‘adaptability’, ‘collaboration’ and ‘financial strength’. In addition, a new capability entitled ‘empowerment’ was mobilised during this period. These factors helped the inclusive purchasing maintenance and were essential to supporting social sustainability. In addition, our results show that sustainable PSM, which is overlooked in the literature, is key for SC resilience. This article contributes to theory and practice because it demonstrates the role and relevance of (inclusive) purchasing in a company's ability to cope with SC disruptions, such as those resulting from the outbreak.     

Sex and salary: A survey of purchasing and supply professionals

The purpose of this paper is to test a series of hypotheses, derived from compensation theory, on predictors of purchasing and supply management salaries. One of the hypotheses, on the effect of sex on salary, assesses competing theories, i.e. human capital versus discrimination. These hypotheses are tested using the results of a survey on purchasing and supply management salaries in Canada. Six variables were found to be significant predictors of salary. Purchasers with a professional designation, more education, more experience, greater spend responsibility, at larger organizations, and with greater share of compensation coming as a bonus reported larger salaries. In addition, after controlling for these human capital and organizational context variables, sex had a significant impact on salary. Male purchasing and supply managers reported earning significantly higher salaries than their female counterparts. The paper concludes with implications for purchasing employees and employers, along with discussion of future research opportunities.     

An interrelation model of power and purchasing strategies: A study of vaccine purchase for developing countries

The purpose of this study is to further understand the relationship between purchasing strategies practiced by less-powerful buyers and their purchasing power. Drawn on the resource dependency theory, a two-way relationship was predicted where power is both a cause and an effect. The theoretical predictions were then explored in a multiple-case study in the context of vaccine procurement for developing countries. This context presents an asymmetric power situation, favoring suppliers, and changes some of the basic assumptions of theories used; i.e. nonprofit, public procurement, and end customer satisfaction. Cases were selected to represent different strategies towards similar power constraints. The results of the study indicated that purchasing strategies were set in response to individual constraints from sources of purchasing power, and not in response to the power positions as the cumulative effect of all sources of power. In practice, some of these purchasing strategies changed the level of sources of power, and some contributed to a changed buyer power position. Based on the findings, it is recommended that less-powerful buyers, like that of vaccines, practice purchasing strategies with the orientation towards an attempt to change the environment, such as encouraging new supply market entries.     

Does purchasing recognition help or hinder purchasing quality performance in developing market SMEs? Effects of resource conditions

Prior studies contend that top managers’ ability to harness purchasing recognition to enhance purchasing quality performance is crucial for boosting competitive advantage. However, there are doubts about the universal benefits of purchasing recognition, particularly in developing market small and medium enterprises (SMEs). This research uses upper echelons theory (UET) to move the literature forward by suggesting that the purchasing recognition-purchasing quality performance link depends on varying conditions of financial resource and environmental munificence. Consistent with the study hypotheses, survey data from one hundred and thirty-eight SMEs in Ghana indicates that financial resource and environmental munificence positively moderate the relationship between purchasing recognition and purchasing quality performance. In particular, the study results show that, under low and high conditions of financial resource and environmental munificence, the link between purchasing recognition and purchasing quality performance is significantly negative and positive, respectively. Theoretical and practical implications alongside the limitations of the results are discussed.