Strategic sourcing with multi-stakeholders through value co-creation: An evidence from global health care company

From design to operations: a process management life-cycle performance measurement system for Public-Private Partnerships

“…This resulted in performance measurement becoming a multi-dimensional construct laying the building blocks for Kaplan andNorton's (1992) Balanced Scorecard andNeely et al's (2001) Performance Prism. Thereafter, a number of studies have been undertaken that have contributed to development of PMS or empirical examination of their impacts on public or private-sector organisations (Greatbanks and Tapp, 2007;Pavlov and Bourne, 2011;Baker and Bourne, 2014;Nudurupati et al, 2015). As a result of such research, the theoretical construct of performance measurement has matured into a robust system that aims to: (1) identify an organisations' success, customer satisfaction, and where problems exist and improvements can be made; (2) understanding an organisations' processes and determine what they do and do not know; (3) ensure the effective decision-making; and (4) indicate whether the expected outcomes have been met (Gunasekaran and Kobu, 2007;Franco-Santos et al, 2012).…”

Management dilemmas in innovative supplier networks

“…Moreover critique claims that portfolio approach is less suitable in context where the suppliers are taking part in product developing. On the other hand, a recent action research study by Nudurupati et al (2015) show Kraljic's matrix was utilised in a global healthcare company to recognise from its supplier base those companies that had the potential to become value cocreation partners. Despite its deficiencies, the purchasing portfolio models (by Kraljic or similar) are still widely adopted in industry -the findings by Gelderman and Van Weele (2005) indicate that portfolio usage is indeed a sign of purchasing sophistication -they are easy to communicate and understand, and give practical guidelines for how to manage different purchasing situations and supplier relationships (Viio and Grönroos, 2014).…”

Strategic supplier selection using multi-stakeholder and multi-perspective approaches

“…The paper, "Strategic sourcing with multi-stakeholders through value co-creation: An evidence from global health care company" by Nudurupati et al (2015), conducts a case study to understand the process of value co-creation in a service context. The paper shows how a global health care company uses the Kraljic portfolio purchasing matrix for initial screening of potential suppliers, identifies multiple internal and external stakeholders, mediates their goals to establish behavioral factors for strategic supplier selection, and evaluates the effectiveness of multi-stakeholder collaborative decision-making during the process to develop a value co-creation system.…”