Impact of firms׳ policies on Chinese industrial purchasers׳ ethical decision making

This article investigates the impact of firms׳ policies with respect to procurement, sales, and interfirm personal relationship (guanxi) on industrial purchasers׳ inclination to adopt gray procurement (a particular type of unethical behaviors in industrial purchasing) using data from industrial purchaser’s in China. The effect of a firm׳s purchasing policy on purchasers׳ behavioral intention towards gray procurement was, in addition to the direct effect, mediated by the purchasers׳ ethical judgment of the practice. The application of double standards (i.e., a firm forbids gray procurement by its own purchasers but tolerates its salespersons offering inducements to its customers׳ industrial purchasers) had both main effects and moderating effect on the purchasers׳ ethical judgment of the practice, which increases the purchasers׳ behavioral intention towards the practice. The two moderating effects of guanxi policy counteracted each other in direction, so jointly the effect of guanxi policy on the purchasers׳ intention may depend on the relative strength of the two moderating effects.     

Critical success factors for managing purchasing groups

In this article, we identify critical success factors for managing small and intensive purchasing groups by comparing successful and unsuccessful purchasing groups in a large-scale survey. The analysis of our data set suggests the following success factors: no enforced participation, sufficient total contribution of efforts, all members contribute with knowledge, continuity in member representation, communication, and fair allocation of savings. The findings suggest among other things that it is important that after a voluntary decision has been taken to cooperate, the members need to show that they are committed. Other factors such as interorganisational trust and formal structures are important when establishing interorganisational cooperation, but should otherwise be considered as necessary yet not sufficient in the management phase of a successful purchasing group.     

Managing sourcing team effectiveness: The need for a team perspective in purchasing organizations

To meet today’s high demands on the purchasing function, sourcing teams have become the standard in contemporary corporate purchasing organizations. Sourcing teams are often started with high expectations. However, after making a promising start many of these teams appear to be unable to operate effectively and to meet management expectations. This study shows that sourcing team effectiveness is particularly hindered by a lack of team perspective in many purchasing organizations. In this paper, the results of a large-scale, cross-sectional survey to address the success factors for sourcing teams are discussed. We aim to clarify the factors behind sourcing team performance, taking into account the specific task and organizational context. It is concluded that purchasing executives should shift their focus towards employee involvement and team processes, to enable teams to actually meet and even surpass the expectations placed on them.     

“小产权房”购买信息搜寻研究——以武汉市“小产权房”为例

本文研究目的,总结“小产权房”购买信息搜寻的渠道,揭示影响购房者信息搜寻努力的影响因子,并测度各影响因子对于购房者信息搜寻努力的作用关系和作用程度。研究方法,文献资料法、问卷调查法、实证分析法。研究结论,“小产权房”购买信息搜寻的渠道主要有中介代理信息搜寻、亲戚朋友信息搜寻、广告网络信息搜寻和官方中立信息搜寻四种,其中最重要的渠道是亲戚朋友信息搜寻;影响购房者信息搜寻努力的影响因子有搜寻认知态度、感知持有风险、中介经纪服务、先前房产知识、自我价值认知、购买时间压力;购房者信息搜寻努力与搜寻认知态度、感知持有风险、自我价值认知之间有正关系,与中介经纪服务之间有负关系。     

基于博弈模型的采购腐败原因及预防对策研究

采购腐败问题是所有企业需要面对的问题,对企业的经营产生重大的影响。运用博弈模型,从企业和采购员两个角度对采购过程中存在的腐败原因进行深入分析,提出系统的、全面的控制企业采购腐败的有效措施,提高企业监控采购腐败的动力和降低采购员违规的动机,为企业控制采购腐败、提高企业效率,最终改进企业运营绩效提供有意义的思路。     

Influence of freight transport purchasing processes on logistical variables related to CO2 emissions: a case study in Sweden

Emissions from freight transport stem from logistical variables such as vehicle utilisation, fuel efficiency, and distance. The purpose is to determine how shippers’ freight transport purchasing processes influence logistical variables. A multiple case study of freight transport purchasing processes was conducted, based on interviews with transport purchasers and providers. Three causes of influence of shippers’ purchasing processes on logistical variables were found: specific requirements, network structure of transport providers, and scope of contract. Specifications by purchasers, especially time requirements, influence several logistical variables (‘mode used’, ‘length of haul’, ‘load factor’, ‘empty running’, and ‘fuel efficiency’). This paper clarifies the implications of transport purchasing on CO₂ emissions in terms of logistical variables, which are understood in transportation research and practice. It describes the effects of shippers’ requirements on transport providers’ execution of transport. The results provide a foundation for shippers to discuss their influence on logistical variables with transport providers.     

The reluctance of construction purchasers towards project partnering

While the literature argues that there are several benefits for construction purchasers who join forces to co-develop the project with contractors and to increase cooperation between the various project stakeholders (construction partnering), little research has been done on the reasons for the lack of extensive diffusion of such methods in the construction industry. This paper aims at understanding the rationale behind the reluctance of construction purchasers for this coordination mechanism in France. In particular the paper investigates the impact of the characteristics of the project but also of the characteristics of the purchasing companies in their project procurement behaviour. The findings reveal that the characteristics of the purchasing companies in terms of purchasing strategy, structure and culture seem more explanatory of their procurement behaviour than of the project characteristics. The paper suggests that the lack of diffusion and understanding of construction partnering may be due to the resistance of purchasers who feel threatened by the structural changes it involves in their purchasing habits.     

Purchasing principles to reduce acquisition and inventory costs

Knowing how, what, when, and where to negotiate are all part of the system that finally determines how much you pay for products and services. Knowing the primary and secondary objectives of materiel management is important in establishing purchasing and inventory policies and procedures. Negotiating all of the terms and conditions up front, before you finalize any deal, is important to minimize your acquisition, operating, disposal, and inventory costs and to maximize profit. Most purchasers and negotiators only bargain for part of the costs; then they have to bargain to try to control the rest of the costs or they are at the mercy of others. Prepare to negotiate for all the factors that will influence the final operating cost from the beginning to the end of the negotiation process.     

The cultural embeddedness of professional service purchasing—A comparative study of German and Swedish companies

Research on professional service purchasing generally takes a culturally universalistic approach, implicitly assuming the generalizability of research findings and normative models to different cultural contexts. However, research in related disciplines points to the influence of national culture on managers’ decisions, thereby questioning the culturally universalistic approach. The purpose of this paper is to explore differences in professional service purchasing in different cultural contexts. Based on a survey of large organizations, we analyze how the purchasing process for a specific type of professional services – management consulting services – is organized in two cultural contexts (i.e. Germany and Sweden). The results indicate that organizations in Germany and Sweden differ in the way they approach key aspects of the purchasing process. These differences are discussed in relation to two central cultural dimensions – uncertainty avoidance and masculinity–femininity – in which Germany and Sweden take very different positions. It is proposed that uncertainty avoidance mainly influences the first steps in the purchasing process (specify, select and contract) whereas masculinity–femininity mainly influences the remaining steps (order, expedite and evaluate). The paper contributes to the purchasing and supply management literature by empirically illustrating differences in purchasing practices in different cultural contexts and developing theory-driven propositions for the influence of national culture on the professional service purchasing process.     

Sustaining Innovation in the Midst of Success

It seems strange to claim that it is dangerous for organizations to achieve the success they seek; however, there are numerous cases of successful organizations facing decline soon after achieving success. This often occurs because these organizations fall into the trap of focusing too much on execution once they achieve success, which causes them to neglect the innovative approach that enabled achieving success in the first place. To avoid this trap, leaders must ensure that their organizations have a clearly identified and transformative purpose that guides organizational member work and inspires them to improve. The leader must also ensure that there is a well‐established and understood process for improvement that facilitates learning and innovation. Finally, the leader must model, and organizational policies must reflect, the proper balance between execution and innovation.     

Purchasing strategies in the Kraljic matrix—A power and dependence perspective

Kraljic's purchasing portfolio approach has inspired many academics to undertake further research into purchasing portfolio models. Refined models typically recommend one purchasing strategy for each portfolio quadrant. Yet, it has been shown that purchasers make a clear distinction between alternative purchasing strategies within each quadrant. The fundamental assumption of portfolio models seems to be that differences in power and dependence between buyers and suppliers exist. Still, little is known about how these concepts influence the choice for a specific purchasing strategy. In this paper, ‘relative power’ and ‘total interdependence’ for a number of portfolio-based purchasing strategies have been quantified empirically, using data from a comprehensive survey among Dutch purchasing professionals. The survey data largely confirmed the hypotheses that were deduced from the literature.     

Overcoming the main barriers in initiating and using purchasing-BSCs

The Balanced Scorecard (BSC), as a strategic management and control tool with an integrated set of leading and lagging performance measures, can secure successful implementation of purchasing strategies. However, the quality of the BSC itself as well as the effectiveness of the process to set up, implement, and use the BSC are crucial. Recognizing the growing importance of the purchasing-BSC (P-BSC) combined with the problems companies are facing, the authors emphasize the necessity for a better management process for purchasing strategies, introduce the P-BSC concept as a means to improve implementation success, and study the main barriers companies are facing when they initiate and use P-BSCs. This study and the recommendations how to overcome these barriers are based on seven in-depth case studies which derived from an action research project with European multinational firms.     

Remanufacturing for the Circular Economy: An Examination of Consumer Switching Behavior

For the circular economy to be tenable, consumers need to not only return products after use, but also purchase products that are remanufactured. However, research finds that consumers have a poor opinion of remanufactured products and are typically not prepared to adopt them. Thus, development of the circular economy is dependent upon deeper understanding of consumers’ attitudes and behaviors. Research typically considers either micro‐level or macro‐level factors when assessing consumer perceptions of remanufactured products. The current research incorporates macro‐level factors of price, government incentives and environmental benefits with the moderating influence of micro‐level consumer attitudes to examine consumers’ intention to switch from purchasing new products to remanufactured products. The findings suggest that a consumer's attitude toward remanufactured products is an important moderating factor predicting consumer switching behavior to remanufactured products. Copyright © 2016 John Wiley & Sons, Ltd and ERP Environment     

Drivers of green supply management performance: Evidence from Germany

Five potential drivers of green supply management performance were identified in the literature review: green supply management capabilities, the strategic level of the purchasing department, the level of environmental commitment, the degree of green supplier assessment, and the degree of green collaboration with suppliers. These constructs were used to form a structural model explaining the environmental performance and the purchasing performance. The model was analysed with SmartPLS 2.0 using data collected among German purchasers. The results suggest that the degree of green supplier assessment and the level of green collaboration exert direct influence on environmental performance. These two practices are driven by the strategic level of the purchasing department and the level of environmental commitment of the firm. Whereas commitment influences green assessment directly, the impact of commitment on green collaboration is mediated by the capabilities of the purchasing department. Furthermore, the results show that environmental performance has a positive impact on purchasing performance.     

无限时域下价格与需求相关时的订货问题研究

讨论了无限时域下采购商面对价格变化以及需求与价格相关情形下的最优订货问题,在已有文献的基础上,分析了采购商面对价格变化时的决策。分析表明,只有当价格上升时,采购商在拥有最后一次低价采购的机会下才有可能追加订货,从而改变了基本EOQ模型中需求是稳定的情形,而将需求与价格相关联,并用仿真分析了不同的价格上升幅度以及不同的期初库存对订货策略的影响。     

Microfoundations of dynamic capabilities: Insights from circular economy business cases

Circular economy is a key strategy to achieve corporate sustainability. However, so far, most firms are unable to translate the concept of circular economy into their corporate strategies, business models, and operations. Some scholars have argued that firms need to develop new (and dynamic) capabilities for circular economy implementation. Yet there is a little discussion on how firms can develop such capabilities. Notably, there is a paucity of research on specific skills, processes, and organizational activities (microfoundations of dynamic capabilities) that may facilitate circular economy implementation. To address this knowledge gap, using a multiple‐case studies approach, we explore microfoundations of dynamic capabilities in successful circular economy business cases. Our findings indicate that dynamic capabilities positively contribute to circular economy implementation. Our case studies show that case firms identified circular economy opportunities by using four microfoundations of sensing capability. Further, case firms acted on the identified opportunities by using simultaneously three microfoundations of seizing capability and four microfoundations of reconfiguring capability. This paper contributes to the literature on the relations between dynamic capabilities and corporate sustainability by providing insights on how sensing, seizing, and reconfiguring dynamic capabilities act in successful operationalization of circular economy strategies.     

Bundling and joint marketing by rival firms

We study joint marketing by firms who price discriminate between consumers who patronize only one firm (single purchasers) and those who purchase from both (bundle purchasers). Firms either set the price of the bundle and then compete along side the bundle; or they determine a rebate that is applied to joint purchasers and then set prices. Even though the pricing structure in the joint marketing scheme is determined noncooperatively, the commitment to the joint marketing agreement allows firms to leverage their stand‐alone prices—leading to higher profits and lower consumer surplus in either case, compared to both uniform pricing and independent price discrimination without a joint marketing agreement. Nevertheless the two schemes differ dramatically, in that rebates increase joint purchasing, whereas bundle pricing diminishes bundle purchases.     

企业采购回扣等现象的三方动态博弈分析

随着我国社会主义市场经济的不断发展,大部分商品市场成为了买方市场。这就使在企业采购过程中相关人员收受非法回扣、滥用职务便利等手段来损害企业利益而满足个人的私欲的行为时有发生。本文试运用博弈论方法从买方企业、买方采购人员、卖方企业三方对该现象作一分析研究,得出均衡解,并在此基础上,提出有效遏制该现象的对策。     

Developing a typology of organisational forms of cooperative purchasing

This paper develops a typology for purchasing groups. In the typology, five main forms of cooperative purchasing are distinguished based on seven main dimensions. The forms are positioned in a matrix according to two distinguishing dimensions. These two dimensions are the ‘influence by all members on the group activities’ and the ‘number of different group activities’. Underlying the two-dimensional matrix, there are five other dimensions that do not distinguish all forms from each other, but further detail the forms of cooperative purchasing. The typology can serve as a guideline for purchasing groups when a suitable organisational form needs to be chosen. In a suitable form, the dimensions of a group fit together. For all groups, it is recommended to find this best fit. This is something in which the typology may help. The paper concludes by emphasising the importance of clearly defining and positioning studied forms, because different forms imply different research models and have different advantages, disadvantages, and critical success factors.     

Purchasing process models: Inspiration for teaching purchasing and supply management

Most scholars of purchasing and supply management (PSM) are familiar with some form of a purchasing process model (PPM). A PPM is the visual representation of the sequence of activities that constitute purchasing and supply management. Such a visual representation can be a tool in teaching PSM since it gives students an overview of an otherwise intangible process. Moreover, a PPM can also be viewed as a representation of the identity of PSM, providing a schema of what is PSM (and what it is not). In this notes and debates article, a systematic overview of different types of PPMs, and their evolution, is presented, based on a literature review and a survey, with the models being classified as tactical/operational, strategic, cyclical, or decision-making processes. Our first aim is to inspire PSM scholars and educators when they are considering various PPMs to be used in their teaching of PSM. Our second aim is to debate the question where the evolution of PPMs is heading and explore whether a single holistic model can provide an accurate and representative framework to structure purchasing activities both today and in the future.