Purchasing and supply management at the purchase category level: Strategy, structure, and performance
Başlık çevirisi mevcut değil.
- Tez No: 401593
- Danışmanlar: Belirtilmemiş.
- Tez Türü: Doktora
- Konular: İşletme, Business Administration
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 2014
- Dil: İngilizce
- Üniversite: Erasmus Universiteit Rotterdam
- Enstitü: Yurtdışı Enstitü
- Ana Bilim Dalı: Belirtilmemiş.
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 253
Özet
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Özet (Çeviri)
Over the past decade in particular, purchasing and supply management has transformed from a purely tactical and operational function into a strategic one which can substantially contribute to the competitiveness of organizations. In line with practitioners' growing interest in purchasing's impact on performance, researchers have also examined various assumed correlates with performance, such as purchasing strategies, supply base management, and purchasing organization design. However, in the majority of these studies the focus has been on purchasing strategies and practices at the function/department level. What has not yet been covered to the same extent in the literature is purchasing and supply management at the purchased item/purchase category level. It is crucial for firms to successfully manage the large variety of products and services they purchase by formulating and implementing different purchasing strategies for different purchase categories, but scientific knowledge about this topic is still limited. This dissertation contributes both to theory and practice by examining purchasing strategy formation and implementation at the purchase category level. Building on the strategystructure- performance paradigm of contingency theory three main questions are investigated: i) What are the different purchase category strategies?, ii) What are the links between purchase category strategies, purchasing structure, and purchasing performance?, and iii) What are the links between purchase category strategies, supply base structure, and purchasing performance? In Chapter 2, I first develop a taxonomy of purchasing strategies based on the competitive priorities emphasized for a purchase category. Various purchasing portfolio models have been discussed in the literature, but these typically focus on a limited set of contingencies (such as purchase importance and supply risk) to identify purchasing strategies. Examples from practice suggest that strategic intent is a more direct differentiator of purchasing strategies, but there is a scarcity of research on this topic. In this chapter, strategic intent is defined on the basis of competitive priorities in operations (i.e. cost, quality, delivery, innovation, sustainability), which have conceptually been argued to be highly valid in purchasing, yet without substantial empirical evidence. Analyzing a large scale survey data set (from the International Purchasing Survey (IPS) project, www.ipsurvey.org) collected in ten countries, I identify five purchase category strategies: Emphasize All, Cost Management, Product Innovation, Delivery Reliability, and Emphasize Nothing. I subsequently investigate the link between this purchase category strategy taxonomy and the Kraljic matrix, a frequently utilized purchasing portfolio model in practice. The results show that some strategies are more likely to be implemented in certain quadrants of the matrix, but that within each quadrant it is possible to implement various purchase category strategies in an effective way. Thus, the findings of this chapter suggest that practitioners should not just focus on purchase category characteristics to define purchase category strategies, but also consider competitive priorities as a complementary layer. Having identified five key purchase category strategies in Chapter 2, in Chapter 3 I focus on the two most distinctive types of purchase category strategies - cost management and product innovation - and study the implementation of these strategies. More specifically, I investigate how the deviation from an ideal purchasing structure impacts purchasing performance when implementing cost management and product innovation strategies. Hypotheses are developed combining organization, innovation, and purchasing literatures. It is predicted that a purchasing structure characterized by high centralization, high formalization, and low crossfunctionality is better for implementing cost management strategies whereas a purchasing structure characterized by low centralization, low formalization, and high cross-functionality is better for implementing product innovation strategies. The results obtained using the IPS data set demonstrate that the strategy-structure misfit negatively impacts purchasing performance in both strategies. Furthermore, the results show that purchasing proficiency (the level of quality in executing purchasing processes) is a mediator on this relationship. The findings aid managerial decision making by illustrating the detrimental impact of purchasing strategystructure misfit on purchasing processes and purchasing performance. Due to using a large scale, international survey data set in two key chapters of this dissertation, it is deemed important to also discuss measurement equivalence which can impact the validity of the findings in such data collection efforts where multiple respondent groups are present. In Chapter 4 of this dissertation, first the current state of measurement equivalence in operations and supply management (OSM) literature is analyzed. A detailed review of 465 survey papers in six leading OSM journals between the period of 2006-2011 indicates that the awareness and use of measurement equivalence tests is very limited, yet there is a substantial amount of studies that collect and use data from apparently heterogeneous groups of respondents which hence carry a threat of measurement inequivalence. After this review, building on the experiences gained and the best practices implemented in designing and implementing the above mentioned survey project, a detailed framework based on novel approaches is developed. The chapter concludes by suggesting OSM scholars to use this framework in order to increase the validity of the findings in their survey projects where data is collected from transparently different groups. In Chapter 5, I investigate the link between purchase category strategies and supply base structure. Five supply base structure dimensions are examined: The number of suppliers, differentiation of suppliers, interaction between suppliers, relationship and contract duration, and level of supplier information sharing. Additionally, the role of purchase category characteristics (i.e. supply risk and financial impact) as an alternative mechanism explaining the supply base structure is also discussed. By means of the multiple case study method, I investigate 13 direct purchase categories in two international firms operating in the food and beverages industry, and develop several hypotheses to be tested in future studies. The findings of this chapter suggest that although purchasing strategy and purchase category characteristics impact the supply base structure, the ideal supply base structures for implementing a cost leadership or a product innovation strategy are not completely different from each other – several supply base dimensions overlap. Detailed discussions of several supply base structure dimensions in this chapter provide rich insights for practitioners regarding supply base design. Consequently, the findings of this dissertation contribute to the scientific and managerial knowledge about developing purchase category strategies and successfully implementing them by designing the purchasing structure as well as the supply base structure in line with these strategies. With the purchasing and supply management function having a more strategic role in many organizations today, the findings of this dissertation are deemed to be both timely and useful for both practitioners and researchers.
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