Tactics at the category level of purchasing and supply management: sourcing levers, contingencies and performance

Hesping, Frank Henrik

doi:10.3990/1.9789036540025

Cited by 3 publications

(12 citation statements)

References 259 publications

(642 reference statements)

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“…Azadegan and Dooley added the aspects of target achievement and comparison with competitors to the measurement of purchasing performance (Azadegan & Dooley, 2010). These scales were later refined by Hesping, who asked whether the performance was better than average and better than expected (Hesping, 2015). We again slightly modified these questions by adding an inter-department comparison.…”

Section: Ma4mentioning

confidence: 99%

“…Azadegan and Dooley added the aspects of target achievement and comparison with competitors to the measurement of the purchasing performance (Azadegan & Dooley, 2010). These scales were later on refined by Hesping, who asked for every purchasing performance category whether the performance was better than average and better than expected (Hesping, 2015). We again slightly modified these questions by adding an inter-department comparison as the second question of each construct because we were convinced that due to data access, an internal performance benchmarking can sometimes be easier than an external comparison with competitors.…”

Section: Innovation Performance How Successful Do You Rate Your Innovmentioning

confidence: 99%

“…We state that knowing and analyzing your supplier relationships already improves purchasing performance. However, some researchers have figured out that the application of additional sourcing levers such as volume bundling or risk management can again increase the performance (Hesping, 2015). Therefore, future studies may add such levers as mediators between information quality/SNM and the purchasing performance to our model, in order to fully grasp the functionality of the tool and to give recommendations for its use.…”

Section: Limitations In Explanatory Power Offer Possibilities To Modimentioning

confidence: 99%

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Increasing supply network transparency: structure model, mapping procedure and performance impact

Kappel¹

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Tobias and my two paranymphs Frederik and Vincent from Twente-as well as Holger, Andreas, Eika, Patrick, Colin, Constantina, Sebastian, Micha and Catja from Münster. While climbing different stages and enjoying good times together, I am glad that some of you became close friends of mine. Looking forward, several of you already completed their academic journey, while others are still on different heights of their mountains. Good luck to all of you in completing your projects-just keep climbing, I am sure you will make it! Special thanks go to my family-above all my mother Edith and my brother Benedikt. Thank you very much for your patience, understanding and unconditional support in the last years. You helped me keeping my motivation and recharging my batteries when energy was low. I could always count on you. This thesis is dedicated to you. Last but not least, I am very grateful to have my longtime friends Marina, Daniela, Laura, Anne and Vanessa from my hometown Wiedenbrück; the "Stuttgart Crew" Jule, Johanna, Martina, Kathrin, Eva, Bene and Konrad; and my dear friends Tatiana and Josiane in Münster. On my journey towards the top of the mountain, you always kept celebrating small stage victories with me and encouraging me when muscles were aching. All of you have been part of this exciting hike and joined me climbing it to the summit cross. Thanks a lot. Without you, this project would have been impossible.

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Section: Ma4mentioning

confidence: 99%

Section: Innovation Performance How Successful Do You Rate Your Innovmentioning

confidence: 99%

Section: Limitations In Explanatory Power Offer Possibilities To Modimentioning

confidence: 99%

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Increasing supply network transparency: structure model, mapping procedure and performance impact

Kappel¹

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“…De tal forma, o alinhamento entre as prioridades competitivas e capacidades competitivas, bem como o alinhamento da estratégia de negócio e estratégia da função, são fundamentais para que a entrega da proposta de valor da organização seja possível (BAIER, 2008;EASTON, 2010;HESPING;SCHIELE, 2015), pois as estratégias funcionais agregam detalhes à estratégia de negócios e especificam como as atividades funcionais devem operacionalizar a estratégia de negócios escolhida (KRAUSE et al, 2001;BAIER et al, 2008). Essa interdependência entre os níveis de estratégia corporativa (ou de negócios) e funcional pode ser conceituada como uma correlação; portanto, as estratégias funcionais devem ser enquadradas e elaboradas de acordo com a estratégia de negócios (BAIER et al, 2008).…”

Section: Introductionunclassified

“…Em suma, a decomposição hierárquica de estratégia ocorre por meio do desdobramento da estratégia corporativa em ações executáveis e controláveis; desdobrando a estratégia corporativa em uma estratégia de compras, em seguida em uma estratégia de categoria e, por fim aplicando-se a ações táticas, por exemplo, à seleção de fornecedores (HESPING;SCHIELE, 2015;CORNELIUS DU PREEZ;FOLINAS, 2019).…”

Section: Introductionunclassified

Da estratégia corporativa às práticas de compras: um survey exploratório sobre o alinhamento estratégico aplicado à seleção de fornecedores

Kunimura¹

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The purchasing function has been recognized as having strategic importance and being a potential generator of competitive advantages, especially in the process of supplier management. Thus, there has been a growing interest in the supplier selection process and its strategic role within the organization, since it supports the corporate strategy by structuring formal decision models that support the long-term strategy and strategic positioning. Therefore, the alignment between corporate strategy, competitive priorities and purchasing strategy are key elements for achieving a good economic performance. In order to understand this relationship in detail, the purpose of this article is to clarify how the corporate strategy is deployed to the practices of the purchasing function, in particular the selection of suppliers, taking into consideration criteria of sustainability and innovation. Ten propositions regarding the alignment between corporate strategy and practices of the function were presented based on the review of literature. The database was collected through a survey with professionals of the purchasing function through the publication of an online questionnaire and tabulation of the answers. To analyze the collected data, contingency tables, multiple correlation analysis, and cluster analysis were used. Results suggest that the strategic alignment between corporate strategy and supplier selection occurs, however, there is a strong influence of the procurement categories in this process. This indicates that there is still an intermediate element between the purchasing strategy and the supplier selection process, which carries out the strategic selection of the criteria coming from function strategy to be applied in the supplier selection process in each of the procurement categories.

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Purchasing Strategies, Tactics, and Activities in Engineer-to-Order Manufacturing

Shlopak

Rød

Jünge

2019

IFIP Advances in Information and Communication Technology

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This paper presents a six-step method for matching strategic purchasing goals with relevant tactics and operationalizing them through specific activities. The paper provides some of the observations from three Norwegian engineer-to-order companies that are currently working on implementing the proposed method. This paper contributes to purchasing and supply chain management research by providing and testing a method that helps companies to develop strategic goals for different segments of their purchasing portfolios and to match them with relevant tactics and specific activities.

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Tactics at the category level of purchasing and supply management: sourcing levers, contingencies and performance

Cited by 3 publications

References 259 publications

Increasing supply network transparency: structure model, mapping procedure and performance impact

Increasing supply network transparency: structure model, mapping procedure and performance impact

Da estratégia corporativa às práticas de compras: um survey exploratório sobre o alinhamento estratégico aplicado à seleção de fornecedores

Purchasing Strategies, Tactics, and Activities in Engineer-to-Order Manufacturing

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