Supply-management maturity, cost savings and purchasing absorptive capacity: Testing the procurement–performance link

The relationship between the development level a purchasing organisation has reached—maturity—and its impact on the performance of a firm has received only limited attention until now. We conducted extensive purchasing audits using a comprehensive tool to assess firms’ maturity level. These firms’ performance was then measured by their success in a purchasing cost-reduction programme. The results showed a highly significant relationship between purchasing's maturity level and cost-reduction results. Somewhat counter-intuitively, larger saving potential was identified in more developed firms. This finding may be explained by a new concept called “purchasing absorptive capacity”. If an organisation's maturity is too low, the introduction of best practices, such as an innovative cost-reduction method, may fail.     

The impact of performance measurement on purchasing group dynamics: The Canadian experience

Purchasing groups were first created in the healthcare sector, which has faced unprecedented challenges in terms of cost control for over two decades. Purchasing groups are indeed supposed to generate additional savings and more efficient purchasing processes. However, although various aspects of purchasing groups have been studied since the early 2000s, both their performance measurement and the influence that this measurement has on inter-organizational dynamics have been neglected. In purchasing groups, the dynamics between the group itself and its members often results in tensions between both parties. Performance measurement within purchasing groups could alleviate those tensions, since “objective” data could then be used to improve communication.Based on a case study, this research sheds light on performance measurement in a purchasing group, on the dynamics between the group and its members, and on the interaction between performance measurement and inter-organizational dynamics. Results indicate that measuring performance impacts the dynamics between both parties, but that the relationship is also the other way around, and that the inter-organizational dynamics is quite complex. In addition, this paper proposes a framework summarizing the research findings.     

How to achieve cost savings and strategic performance in purchasing simultaneously: A knowledge-based view

The competitive advantage purchasing provides has been debated for decades. For a novel perspective we derive a theoretical framework grounded in the knowledge-based view in order to examine how purchasing knowledge and purchasing integration impact cost and strategic performance. The derived hypotheses are tested based on extensive secondary data from a large European multinational utility company. The 179 studied ‘purchasing-internal client relationships’ contain real contracted savings data and internal client ratings of purchasing knowledge, purchasing integration and strategic purchasing performance. We show that purchasing knowledge is a major antecedent for both savings and strategic purchasing performance. This effect is further amplified by purchasing integration. With this study, we extend the understanding of the purchasing knowledge–performance link. We conclude that purchasing knowledge becomes particularly valuable when combined with other functions' processes through purchasing integration. This causal chain is also supported through general knowledge-based view theory. Moreover, we provide numerical evidence of the value of knowledge creation and integration processes to purchasing professionals in our managerial implications based on results obtained from actual purchasing savings data.     

Moving purchasing & supply management beyond a cost-focused identity

Practitioners and researchers recognize that purchasing and supply management (PSM) contributes value to business performance beyond reported cost reductions, though capturing and evaluating such contributions is often challenging. The goal of this research is to understand roadblocks impeding the recognition of PSM's contributions beyond cost reduction, and suggest potential solutions to these challenges. Social identity theory offers a conceptual framework to study PSM's self-identity and how it is perceived by others in the organization. Gaining acceptance for value-added metrics is critical to move perceptions of PSM's contribution beyond cost reduction and achieve its full potential. Social identity theory is used as a lens to assess the data and develop propositions. Using a qualitative interview method, the researchers identified important roadblocks hindering PSM's attainment of a broader value-based perception. PSM's identity is closely linked to cost-savings by itself, other functions and upper management. These perceptions are further reinforced by PSM through excessive cost reporting metrics. We provide two suggested solutions for PSM to expand its recognition beyond cost savings: 1) PSM must change its narrative and associated self-identity; and 2) PSM needs to develop metrics that are meaningful across multiple areas of the business.     

关于我国构建邮政储蓄银行若干问题的思考

2006年6月,经国务院同意,银监会正式批准筹建中国邮政储蓄银行。这标志着备受各界关注的邮政储蓄银行组建工作开始进入具体实施阶段。在分析我国组建邮政储蓄银行的现实条件和难点、障碍的基础上,重点对中国邮政储蓄银行的具体制度安排进行了探讨。     

我国城乡居民消费行为研究中的分歧及原因——基于文献综述

自2002年以来,有关城乡居民消费行为的研究日趋丰富,学者们基于收入差距、城乡二元体制、财政政策、消费结构等宏观视角和预防性储蓄、消费过度敏感、消费短视、消费惯性等微观视角对我国城乡居民的消费行为进行了深入的研究,但尚未达成统一认识。为对城乡居民消费行为研究存在的争议及其原因进行探析,在对关于城乡居民消费行为的文献进行梳理和归纳的基础上,从研究基本单位、消费函数模型和统计数据等三个方面对我国城乡居民消费行为研究存在的争议及其原因进行分析,并提出了未来开展城乡居民消费行为研究的政策建议。     

Purchasing in a supply chain environment

Why the interest in purchasing? In the typical company, material costs are 40% to 75% of the cost of goods sold, labor is 5% to 15%, and the balance is burden. The typical company has $4-$5 in purchased cost to $1 in labor. Most companies are implementing material requirements planning (MRP II) and enterprise resource planning systems to control the $1 in labor and have little expectation in the area of purchasing savings. Yet a dollar saved in purchasing goes directly to the bottom line. I ran a survey of 100 Class A users of MRP II; in all 100 of the companies, the biggest payback was in the area of purchasing.     

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.     

Using DEA to estimate potential savings at GP units at medical specialty level

The aim of this paper is to identify benchmark cost-efficient General Practitioner (GP) units at delivering health care in the Geriatric and General Medicine (GMG) specialty and estimate potential cost savings. The use of a single medical specialty makes it possible to reflect more accurately the medical condition of the List population of the Practice so as to contextualize its expenditure on care for patients. We use Data Envelopment Analysis (DEA) to estimate the potential for cost savings at GP units and to decompose these savings into those attributable to the reduction of resource use, to altering the mix of resources used and to those attributable to securing better resource ‘prices’. The results reveal a considerable potential for savings of varying composition across GP units.     

Achieving purchasing competence through purchasing performance measurement system design—A multiple-case study analysis

Purchasing competence, the level of strategic integration and alignment, is a key determinant of the purchasing function's impact on overall corporate success. Previous research has revealed that the implementation of a mature purchasing performance measurement system (PPMS) can be a means to attain a high level of functional strategic integration. In this research, we develop five propositions on how PPMS should be designed to facilitate strategic integration. We challenge these propositions using data gathered from four case studies with German companies from different industrial sectors. While each of these companies pursues multiple strategic objectives within Purchasing, the PPMSs designs focus heavily on cost-related strategy and performance dimensions. Thus, our findings indicate the need to develop PPMS schemes allowing a direct linkage between financial performance and non-financial performance measures in order to incentivize the desired multiple strategic goals beyond periodical cost reduction. Moreover, such measurement systems need to be adapted at the category level of purchasing practices to obtain the desired level of pre-defined strategic performance dimensions. Hence, the level of purchasing competence is determined at category level and a PPMS must transform strategy into measurable goals at this level.     

The “ugly twins”: Failed low-wage-country sourcing projects and their expensive replacements

International sourcing and sourcing from low-wage countries remain topics of high priority for firms in industrialized countries. Lower factor costs, particularly in low-wage countries, have led to high expectations of savings from both managers and academics. All too often, scientific and particularly practitioner publications present international sourcing as a conditio sine qua non for becoming a (more) successful company. However, research has shown that these extensive savings do not materialize automatically, particularly when sourcing customer-specific items, such as automotive components. This paper analyzes the operational and financial implications and real effects of cost-oriented sourcing from China, based on the specific example of a European automotive OEM. Furthermore, it sheds light on the ambivalent and often overrated savings impact of sourcing from low-wage countries. Our analysis of a comprehensive set of secondary data from a company data warehouse reveals that more than three quarters of the analyzed China-sourcing projects do not reap the expected benefits. Moreover, each failed low-wage-country sourcing project has its so-called “ugly twin”, the need to resort back to suppliers from high-wage countries at a higher cost. Implications for managerial practice include the suggestion to employ extended calculation methods, entailing influence factors other than from procurement, particularly for low-wage-country sourcing. Furthermore, we recommend creating an awareness of potentially biased decision-making among purchasing personnel who follow standard industry recipes.     

The purchasing market entry process—A study of 10 Swedish industrial small and medium-sized enterprises

While an area of importance and concern to managers, international purchasing remains an under researched phenomenon, especially in the context of small and medium-sized firms. Therefore, this article presents a study of the international purchasing market entry processes of 10 industrial SMEs. The findings indicate that managers of SMEs are often reluctant to source abroad. Purchasing markets entries are generally more reactive than proactive, occurring as a consequence of needs for certain products that cannot be found domestically, high domestic costs, unsolicited opportunities and pressures from owners and customers. Nearby purchasing markets typically dominate throughout the process unless cost savings motivate firms to explore more remote markets.     

对我国居民高储蓄现象的理性分析

长期以来,我国的居民储蓄率水平一直居高不下。居民的高额储蓄无疑是把双刃剑,对经济既有积极作用,又有负面影响。分析了居民高储蓄现象的原因及其对经济的影响,最后提出了相应的对策建议。     

现代企业成本控制机制研究

传统意义上的成本控制方法体系构建于"收入-费用=利润"的数量关系之上,不惜一切代价绝对地削减成本以保持一定的利润水平是其最显著特征。现代企业成本控制突破了企业这种价值观,而是将利润观念与成本控制语境演进进行对称研究,并进而建立了现代企业成本控制机制整体框架。在具体操作上,成本核算、成本控制与成本分析三位一体的实现是企业生产方式再造、成本流程设计与最佳成本控制方式选择的整体性制度安排。最后提出企业制度效应决定了成本控制方法体系的选择,任何期望不改变企业组织现存状态的成本控制都有必要进一步改进。     

商品品牌价值的研究

本文从分析消费者的购买心理开始,描述商品品牌可给企业带来的效益,名牌的培育与花费.进而论述对品牌本身价值的评估和举例说明评估方法.最后指出,对商品品牌的评价,应该遵循价值观、企业整体效益去进行.同时还论述了在评价品牌和策划树名牌时,应该考虑的诸因素.     

Measuring TQEM returns from the application of quality frameworks

This study addresses one of the major perceived barriers to total quality environmental management (TQEM): cost measurement. Operations managers have difficulty assessing the impact of TQEM programs because of the lack of appropriate measures. In order for TQEM to be given serious consideration, a cost framework is required for evaluating TQEM by appropriately including all the environmental costs and savings for each investment option. At present, frameworks such as life‐cycle assessment (LCA) and environmental cost accounting (ECA) exist, but they have both been recognized as too difficult to implement at the plant level among operations managers. This study focuses on identifying and formulating a set of easy‐to‐use quantitative cost measures. The structure of these measures is taken from the operations management (OM) literature itself, and specifically the total quality management (TQM) and cost of quality (COQ) frameworks developed by Joseph Juran. However, an empirical examination of this remains untested. The findings of this study provide an important foundation for theory development and set the stage for further research in this burgeoning field of TQEM. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment.     

Change within purchasing and supply management organisations – Assessing the claims from maturity models

It is a wide-held assumption that professional development and change within purchasing and supply management (PSM) organisations can be explained and guided by a maturity model. In this paper the guidance which the maturity model concept offers to understand a PSM organisation's performance is assessed. The methodology is based on the outcomes of a literature review of PSM maturity models, development of an organisational change framework and the learning from three qualitative case studies. An alternative understanding of the development of the PSM organisation is offered through an organisational change framework, composing 1) movement transitions, 2) scalability of change, 3) acceptability of change, and 4) the substantive element of change. The research found that extant PSM maturity models are too rigid for PSM managers to apply, and although maturity models are commonly accepted in PSM literature, in practice, they may produce the opposite effect of what is promised. The PSM maturity models suggest that their application will lead to increased status and influence of PSM within the organisation; expectations that may not be met. PSM organisations’ change processes are subjected to a range of situational and contextual power relations which must be considered in order to advance the specific PSM organisation roles and responsibilities.     

Implementing organizational change in supply towards decentralization

This paper presents the findings from research in large companies investigating implementation issues faced by chief purchasing officers as their supply organization changed to greater decentralization. Once the decision was made to decentralize, responsibility for implementation was given to the chief purchasing officer (CPO). Firms changing their supply organization to a more decentralized structure faced a number of implementation issues, including the business unit concerns, role of the chief purchasing officer, top management involvement, changes to existing purchasing staff and the involvement of consultants. In the nine changes studied across seven companies, the decentralization process also required the CPO to address a number of simultaneous activities, including cost reduction objectives and implementation of information technology systems. A surprising “purchasing paradox” was also uncovered as top management still expected decentralized supply units to provide additional savings.     

An exploratory cross-country comparison of strategic purchasing

This research utilises a survey to explore differences in three antecedents of strategic purchasing between seven North American and European countries. The extant literature identifies three factors associated with strategic sourcing: (1) Professionalism: purchasing's skills, knowledge, and professionalism; (2) Status: purchasing's status within the organisation; and (3) Supply Management: purchasing's sophistication in managing external relationships. Based on the international purchasing and management literature, we propose that these factors will differ depending on the nation in which the purchasing function operates. Factors are derived from the data and MANOVA are used to test the proposed differences. The results indicate that differences exist among several countries within these three strategic purchasing factors. In addition, the exploratory survey captured both current and desired levels across these factors. Comparisons between current and desired levels are measured and discussed.     

Do Private Prisons Really offer Savings Compared with their Public Counterparts?

Private contracting of public services has been alleged to reduce costs. We address the critical question of whether private contracting really saves money, using the US prison privatisation experience as an example. Although the consensus in the literature identifies such savings, we raise economic issues of incomplete contracting, asymmetric information and moral hazard, which complicate matters. We discuss explicit, implicit, and agency costs that show that measuring the savings and quality impact of private contracting is more challenging than the literature suggests, and often inconclusive. This may suggest caution in designing solutions to cost pressures.