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This paper explores managerial efforts in reverse supply chains (RSC), where the focus is on the capture and exploitation of used products and materials. The RSC can potentially reduce negative environmental impacts of extracting virgin raw materials and waste disposal. If so, investment in the reverse supply chain should not be made in isolation, but instead must be integrated with investments selected to improve the forward supply chain. After defining and operationalizing these constructs, a survey of plant managers was used to empirically assess the linkages between supply chain investments, organizational risk propensity (i.e., willingness to take risk) and business uncertainty. Reverse supply chain investment had two primary dimensions: reconditioning (i.e., high-value recovery) and recycling and waste management (i.e., low-or no-value recovery). Ongoing investment in the forward supply chain was significantly related to investment in recycling and waste management, but not to investment in reconditioning. Moreover, risk propensity was found to mediate the relationship between the external business uncertainty and investment in the forward and reverse supply chain. #

SUMMARY The purpose of this study is to enhance understanding of strategic sourcing and to discuss the challenges in adopting strategic sourcing. First, a literature review is undertaken to identify the key, characterizing elements of strategic sourcing. This is followed by an analysis of the relationships between different elements of strategic sourcing using data from 140 U.S. manufacturing companies. Results indicate that strategic sourcing is based on the status of the purchasing function within the firm, the level of internal coordination of purchasing with other functions within the firm, information sharing with key suppliers and development of key suppliers.