1,721,098 research outputs found
Creative procurement strategies to by-pass oligopolies in times of economic scarcity: a sectorial case study
No full textIn this paper we analysed the strategies buyers can use to creatively by-pass the negative consequences of the increasing number of oligopolistic markets they are faced with due to the economic crisis. The latter causes suppliers to go bankrupt, to curtail their product range and to lay off personnel. Very often oligopolists create a geographically segmented market with separate price policies. Thus they create a “logistical Chinese wall”, which buyers will have to bridge to become more effective. This can be bridged in several ways, as we have investigated by case analysis in one sector of industry. Results are promising in terms of pricing benefits and stability, while at the same time buyers maintained their good quality of delivery and reliability of supply. Constant monitoring of the results is needed. But above all, buyers have to be very creative to achieve success in these markets. Our analysis is mainly true for standardized products and raw materials, but can be expanded if efforts are undertaken towards more standardised supply
Creative procurement strategies to by-pass oligopolies in times of economic scarcity: a sectorial case study
No full textIn this paper we analysed the strategies buyers can use to creatively by-pass the negative consequences of the increasing number of oligopolistic markets they are faced with due to the economic crisis. The latter causes suppliers to go bankrupt, to curtail their product range and to lay off personnel. Very often oligopolists create a geographically segmented market with separate price policies. Thus they create a “logistical Chinese wall”, which buyers will have to bridge to become more effective. This can be bridged in several ways, as we have investigated by case analysis in one sector of industry. Results are promising in terms of pricing benefits and stability, while at the same time buyers maintained their good quality of delivery and reliability of supply. Constant monitoring of the results is needed. But above all, buyers have to be very creative to achieve success in these markets. Our analysis is mainly true for standardized products and raw materials, but can be expanded if efforts are undertaken towards more standardised supply
Growing from local to global, or not? An empirical testing of global sourcing's dominating stage model view.
No full textSeveral studies have explored the drivers and barriers of global sourcing and how this differs between countries. This study extends previous research by not only considering these variables, but also taking into account the stage models developed to explain the differences between companies within a single country. The results indicate that 6 different clusters can be formed, each with a different set of drivers and barriers, and corresponding to various stages of the stage models. Therefore, this study bridges two main aspects of sourcing internationalization processes
Growing from local to global, or not? An empirical testing of global sourcing's dominating stage model view.
No full textSeveral studies have explored the drivers and barriers of global sourcing and how this differs between countries. This study extends previous research by not only considering these variables, but also taking into account the stage models developed to explain the differences between companies within a single country. The results indicate that 6 different clusters can be formed, each with a different set of drivers and barriers, and corresponding to various stages of the stage models. Therefore, this study bridges two main aspects of sourcing internationalization processes
Purchasing internationalisation on both sides of the Atlantic
No full textThis article focuses on similarities and differences in the perception of companies in the United States (7 cases in New York State) and Europe (5 cases from Belgium) on global purchasing opportunities and on how they react to these. It addresses two questions. First, what forces drive companies to engage in international purchasing? Seemingly basic issues such as price, quality and availability appear to be the three most important elements in this respect. Second, how do organisations organise for international purchasing in terms of configuration of actors and activities and their use of intermediaries such as brokers or agents? Findings indicate that the ways companies are organised run parallel on both sides of the Atlantic. However, we find that the New York State cases rely much more on intermediaries for their international purchasing activities than Belgian companies doThe authors would like to thank the editor and two anonymous reviewers for their insightful comments and suggestions on earlier versions of this manuscript
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