A strategic skill based model of supplier integration and its effect on supply management performance

Supply chain integration and firm financial performance: A meta-analysis of positional advantage mediation and moderating factors

“…Such integration can generate positional advantage through new product development, responsiveness, process innovation and operational excellence (Mentzer, Min, & Zacharia, 2000). Moreover, joint problem solving with key suppliers and synergistic utilization of unique complementary resources and capabilities facilitate the identification of opportunities for achieving lower relative cost as well as superior customer value positional advantages (Eltantawy, Giunipero, & Fox, 2009;Lado, Paulraj, & Chen, 2011). However, positional advantages associated with supplier integration are largely actualized as superior operational performance (Wong et al, 2011).…”

“…In the current context, the quality of relationships plays a critical role in determining the effectiveness of collaborative interactions between supply chain partners (Chen, Preston, & Xia, 2013;Eltantawy et al, 2009;Lado et al, 2011). Strong, close relationships based on mutual trust and commitment encourage openness in knowledge sharing, reduce monitoring costs for opportunistic behaviors and increase supply chain partners' willingness to adapt systems to benefit the overall supply chain.…”

Aligning Marketing and Purchasing for new value creation

“…In this respect, Sheth, Sharma, and Iyer (2009) discuss the trend towards integrated solution offers in order to avoid "silo-thinking" behavior. If companies succeed in integrating marketing with purchasing this will have an impact on the development and implementation of the strategic plans of a company, and as a consequence, performance and competitive advantage might be realized (Eltantawy, Giunipero, & Fox, 2009). It is important to notice that such integration should not be seen as a one-way perspective but as a continuous intertwined phenomenon creating new value (also called value innovation; Bocconcelli & Tunisini, 2012).…”

Developing Capability of Public Sector Procurement in Ghana: An Assessment of the Road Subsector Client

“…According to Thai (2001), it is impossible to integrate these disciplines into the government procurement knowledge, but it is imperative for procurement workforce to be able to communicate effectively with these professionals. Even though this difficulty exists, the current paradigm shift of public sector procurement to more strategic practice needs to develop core skills reckoned as significant for implementing and managing the changing trends (Kolchin and Giunipero, 1993;Giunipero and Pearcy, 2000;Carr and Smeltzer, 2000;Giunipero and Handfield, 2004;Tassabehji and Moorhouse, 2008;Eltantawy et al, 2009). Despite the resemblance, different typologies and nomenclatures are often given to the same skills category by different authors.…”