Stages of global sourcing strategy evolution: an exploratory study

Bozarth, Cecil; Handfield, Robert; Das, Ajay

doi:10.1016/s0272-6963(97)00040-5

Cited by 163 publications

(140 citation statements)

References 19 publications

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“…However, in many occasions focal firms misread the above advantages without preparing themselves to deal with intangible factors associated with international purchasing (Bozarth et al 1998;Trent and Monczka 2002). The noteworthy attractions are gain in total cost, lower material cost and labour cost than others and mostly focal firms procured energy, raw materials, food and telecom products (Lockstrom 2007).…”

Section: Gs and Complexitiesmentioning

confidence: 99%

Supply chain resilience: role of complexities and strategies

Gunasekaran

Subramanian

Rahman

2015

International Journal of Production Research

237

133

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This article introduces the relationship between complexities and proactive management practices in supply chain resilience, particularly due to global sourcing (GS) strategies. The main objectives of this paper are as follows: (i) explain the various aspects of GS rather than reporting the trends and implications described in the literature, (ii) view GS in terms of complexity theory and (iii) investigate the resilience of supply chain due to GS complexity and suggest strategies to overcome complexities. We propose a GS resilience framework for future researchers to analyse the impact of GS complexity factors on supply chain resilience with respect to three outcomes: (i) risk and innovation, (ii) benefit in terms of sales promotion and (iii) challenges and responsiveness. Based on the framework, this introductory article summarises the papers appear in this special issue. This article would be useful to researchers and practitioners to further explore the role of complexities, proactive management strategies on GS resilience.

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Section: Gs and Complexitiesmentioning

confidence: 99%

Supply chain resilience: role of complexities and strategies

Gunasekaran

Subramanian

Rahman

2015

International Journal of Production Research

237

133

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“…For example, throughout the 1990s, a number of firms adopted a quick-response strategy to improve competitiveness (Hammond, 1990 andLowson et al, 1999). Authors such as Bozarth et al (1998) suggest delivery performance and quality as important measures in global supply chain management. Firms that had previously looked to their international manufacturing sites as a source of low-cost advantage now rely on their global production sites for improved access to customers, suppliers and skilled employees (Ferdows, 1997).…”

Section: Emerging Issues In Global Supply Chain Designmentioning

confidence: 99%

Global supply chain design: A literature review and critique

Meixell

Gargeya

2005

Transportation Research Part E: Logistics and Transportation Re

637

362

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Abstract:In this paper, we review decision support models for the design of global supply chains, and assess the fit between the research literature in this area and the practical issues of global supply chain design. The classification scheme for this review is based on ongoing and emerging issues in global supply chain management and includes review dimensions for (1) decisions addressed in the model, (2) performance metrics, (3) the degree to which the model supports integrated decision processes, and (4) globalization considerations. We conclude that although most models resolve a difficult feature associated with globalization, few models address the practical global supply chain design problem in its entirety. We close the paper with recommendations for future research in global supply chain modeling that is both forward-looking and practically oriented.

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“…The area is wide-ranging and covers sourcing decisions in foreign countries, such as near-or offshoring or low-cost country sourcing. Bozarth et al (1998) develop four sourcing strategies: 1) information exchange, 2) multiple sourcing, 3) formal contractual relationships and 4) informal partnering. These are differentiated depending on whether companies source domestically, internationally, reactively and proactively or through global sourcing networks.…”

Section: Global Sourcingmentioning

confidence: 99%

“…It seems there is a huge demand for future research in some industries given that most articles had no direct link to an industry and were mainly based on theory development or conceptual or heuristic modelling papers. The second common focus is on cross-industrial research, primarily driven by research in cooperation with different national associations of purchasing managers (NAPM) (Bozarth et al, 1998;Samli et al, 1998;Hult, 2002). Multiple industries, which relate to more than two selected industries, represent 31 (24%) articles of the reviewed base.…”

Section: Industry Selectionmentioning

confidence: 99%

Development of a risk-oriented strategic sourcing (ROSS) framework for the construction and electronics manufacturing industries

Kotula¹,

2014

Supply Management Research

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Strategic sourcing has increased in importance in recent years, and now plays an important role in companies' planning. The current volatility in supply markets means companies face multiple challenges involving lock-in situations, supplier bankruptcies or supply security issues. In addition, their exposure can increase due to natural disasters, as witnessed recently in the form of bird flu, volcanic ash and tsunamis. Therefore, the primary focus of this study is risk management in the context of strategic sourcing.The study presents a literature review on sourcing based on the 15 years from 1998-2012, and considers 131 academic articles. The literature describes strategic sourcing as a strategic, holistic process in managing supplier relationships, with a long-term focus on adding value to the company and realising competitive advantage. Few studies discovered the real risk impact and status of risk management in strategic sourcing, and evaluation across countries and industries was limited, with the construction sector particularly under-researched.This methodology is founded on a qualitative study of twenty cases across Germany and the United Kingdom from the construction sector and electronics manufacturing industries. While considering risk management in the context of strategic sourcing, the thesis takes into account six dimensions that cover trends in strategic sourcing, theoretical and practical sourcing models, risk management, supply and demand management, critical success factors and the strategic supplier evaluation.The study contributes in several ways. First, recent trends are traced and future needs identified across the research dimensions of countries, industries and companies. Second, it evaluates critical success factors in contemporary strategic sourcing. Third, it explores the application of theoretical and practical sourcing models in terms of effectiveness and sustainability. Fourth, based on the case study findings, a risk-oriented strategic sourcing framework and a model for strategic sourcing are developed. These are based on the validation of contemporary requirements and a critical evaluation of the existing situation. It contemplates the empirical findings and leads to a structured process to manage risk in strategic sourcing. The risk-oriented framework considers areas such as trends, corporate and sourcing strategy, critical success factors, strategic supplier selection criteria, risk assessment, reporting, strategy alignment and reporting. The proposed model highlights the essential dimensions in strategic sourcing and guides us to a new definition of strategic sourcing supported by this empirical study.

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Stages of global sourcing strategy evolution: an exploratory study

Cited by 163 publications

References 19 publications

Supply chain resilience: role of complexities and strategies

Supply chain resilience: role of complexities and strategies

Global supply chain design: A literature review and critique

Development of a risk-oriented strategic sourcing (ROSS) framework for the construction and electronics manufacturing industries

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