On risk and cost in global sourcing

Holweg, Matthias; Reichhart, Andreas; Hong, Eui-Chul

doi:10.1016/j.ijpe.2010.04.003

Cited by 131 publications

(114 citation statements)

References 24 publications

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“… Consistent with Holweg et al (2011) and Micheli et al (2014). Table I: Summary of our findings and their consistency to previous literature.…”

Section: Discussionsupporting

confidence: 87%

“…Local sourcing and industrial clusters in particular have proven effective for enhancing suppliers' capabilities and skills, because of the proximity between suppliers and buyers (Tunisini et al, 2011). Holweg et al (2011) argue that firms are less likely to adopt a global sourcing model in the presence of uncertain demand, high customer service, high costs of expediting shipments, or more complex product manufacturing. Micheli et al (2014) also note that global sourcing risks could negatively affect firms' performance, in terms of quality and time in particular.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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How purchasing and supply management practices affect key success factors: the case of the offshore-wind supply chain

D’Amico

Mogre

Clarke³

et al. 2017

JBIM

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. (2017) 'How purchasing and supply management practices aect key success factors : the case of the oshore-wind supply chain.', Journal of business and industrial marketing., 32 (2). pp. 218-226. Further information on publisher's website:https://doi.org/10.1108/JBIM-10-2014-0210Publisher's copyright statement:This article is c Emerald Group Publishing and permission has been granted for this version to appear here http://dro.dur.ac.uk/17209/. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. 2 ABSTRACTPurpose-In reference to the offshore-wind industry, this study shows that innovative purchasing and supply management practices can increase not only firm-but also industrylevel performance. This article also includes a description of the offshore-wind supply chain, which remains under studied in academic literature, despite increasing global development of offshore-wind farms.Design/Methodology/Approach-Offshore-wind farm projects employ more and larger turbines, which greatly increase the complexity of the supply chain. Innovative purchasing and supply management practices, designed to tackle this growing complexity, could help companies achieve the key success factors that define this industry. The evidence comes from real-world, offshore-wind farm projects, with the London Array farm as a principal example.Findings-Innovative purchasing and supply management practices include decisions to make or buy, contract forms and local-to-global sourcing. These practices affect the key success factors of the industry by increasing competition, capabilities, and control.Originality/value-Purchasing and supply management practices could affect industry-level performance. This article is among the first ones to provide an analysis of the offshore-wind supply chain and its evolution.

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“… Consistent with Holweg et al (2011) and Micheli et al (2014). Table I: Summary of our findings and their consistency to previous literature.…”

Section: Discussionsupporting

confidence: 87%

Section: Theoretical Backgroundmentioning

confidence: 99%

How purchasing and supply management practices affect key success factors: the case of the offshore-wind supply chain

D’Amico

Mogre

Clarke³

et al. 2017

JBIM

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“…However, the move towards global sourcing in many apparel supply chains, appears to counter co-location and promote anti-clustering behaviour (Holweg et al, 2011). Where alternative strategies have been adopted the dynamism of the remaining firms can help SMEs in particular to find and service alternative, niche, markets and ways of organising production in order to add-value for specific groups of customers -for example where there is a need for fast response, flexibility, quality and exclusivity (Doeringer and Terkla 1995;Doeringer et al, 2009).…”

Section: Relationshipsmentioning

confidence: 99%

Regional resilience in recessionary times: a case study of the East Midlands

Oxborrow

Brindley

2012

International Journal of Retail &Amp; Distribution Management

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Purpose: Since the 1990's the fashion industry has reflected the issues generally arising in the manufacturing sector, namely rapid and deep structural changes, the development of new supply chain relationships, ICT impacts and increasing globalisation with the attendant issues of ethical sourcing, off-shoring, new emerging markets and recessionary ripples. This paper focuses on one particular aspect of the fashion industry, namely the apparel sector and in particular 'fast fashion' to explore the issues arising for the SMEs in the supply chain Approach: The research adopts a qualitative methodology and is longitudinal in nature, spanning 5 years from August 2006. The first stage of the research is reported here, where a series of focussed interview scenarios were conducted over an eighteenth month period. The sample of 12 SMEs was a convenience one, drawn from the 30 participants who took part in a business to business event in Leicester, a geographical location which acts as a microcosm of the apparel industry. Interviews were used to elicit narrative data about was what was actually happening in these apparel supply chains. Findings:The apparel supply chain has changed significantly due to recessionary ripples and structural changes. The SMEs have had more success in managing the upstream rather than the downstream relationships and relationships between buyer and suppliers continue to be fractious. Innovation has occurred but is hampered by the relationships that persist. Culture has proved to be a key dimension Implications: There is a lack of research on supply chains, especially, apparel supply chains that focus on reality rather than best practice. The relationships that are exerted in the supply chain and the cultural aspects that influence them have also lacked academic focus.Value: Adds empirical data to the paucity of theoretical work in the area by the construction of a model that articulates the key factors (relationships, innovation and culture) that operate within cluster supply chains. It also identifies the unequal relationships and how SMEs devise strategies to cope or not, to some extent dependent on their culture.

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“…In addition, an alternative option to outsourcing / offshoring has to be considered. Collaborative network of SME's can also satisfy the random nature of customer behaviour and dynamic changes of demand patterns [3].…”

Section: Value Of This Studymentioning

confidence: 99%

Offshoring Decision Based on a Framework for Risk Identification

Franconetti

Ortíz²

2013

IFIP Advances in Information and Communication Technology

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Abstract. Offshoring has been a growing practice in the last decade. This involves transferring or sharing management control of a business process (BP) to a supplier in a different country. Offshoring implicates information exchange, coordination and trust between the overseas supplier and the company that means to assume risk. In this paper categories and types of risk have been hierarchically classified using a new approach with the aim to propose a multilevel reference model for Supply Chain Risk evaluation. This classification has been used to analysis the offshoring decision taking into account not only operational and financial risks but other aspects as strategic, compliance, reputation and environmental. The proper risk identification can help to take the correct decision whether or not to bet on offshoring or maintain all the processes in the country of origin.

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On risk and cost in global sourcing

Cited by 131 publications

References 24 publications

How purchasing and supply management practices affect key success factors: the case of the offshore-wind supply chain

How purchasing and supply management practices affect key success factors: the case of the offshore-wind supply chain

Regional resilience in recessionary times: a case study of the East Midlands

Offshoring Decision Based on a Framework for Risk Identification

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