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Purpose – This paper aims at summing up the main criticisms concerning quality management (QM) in order to address them through objective arguments or extant research. Since its diffusion in the Occident in the 70s, QM gained as much approvals as criticisms. Therefore, with 40 years distance, it seems useful to sum up the main criticisms addressed to QM, to present a synthesis of the answers provided by researchers to these criticisms and to propose extant research when it appears that some criticisms have not received yet the adequate response. Design/methodology/approach – This paper is based on a literature review. Findings – This paper comes up with a list of the main criticisms addressed to QM. Then, main causes of criticisms are identified: ignorance of QM, confusion concerning QM definitions and theory and misuse of QM by senior managers. At last, QM organizational solutions are proposed which answer most expressed criticisms. Extant research tracks are considered for those relevant criticisms which have not been sufficiently addressed until now. Research limitations/implications – Further research will look into depicting a survey conducted among QM professionals concerning QM criticisms in their organization and confronting them to these academic results. Originality/value – This paper actualizes and completes Giroux and Landry’s (1998) article which dealt extensively with QM criticisms. Professionals will find in this paper answers to most criticisms against QM and a better understanding of the present limits of this discipline. Researchers will be provided with a state of the art concerning this sensitive topic, allowing them to go deeper in the fields that require special attention.

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During any strategic development, a ® rm has to position itself in its supply chain. The decision as to how many activities in the chain to occupy is known as vertical integration and is termed as make-or-buy when an individual activity is considered. Because of its very nature, this category of decisions may be made only within the framework of an extended enterprise. To support such a decision-making process, a model is described that de® nes all key elements needed to make such critical decisions. More precisely, a set of rules must present all items which have to be de® ned and valued, and the relationships between them, in order to conclude if an activity must be processed internally (Make) or supplied externally (Buy). This paper details such a hierarchy of rules.

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