The Dark Side of Japanese Business: Three Industry Novels

Shimizu, Ikko; Prindle, Tamae K.; Johnson, G.

doi:10.4324/9781315286136

Cited by 2 publications

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“…The supply chain we study has a dominant partner which controls all the critical aspects of the supply chain. This partner is a company, operating in the aerospace industry, which has a structured hierarchy of relatively dependent suppliers, who individually present no particular threat to the supply chain, but add value to the dominant partner (Cox, 1999;Shimizu, 1996). Although these suppliers are not easily replaceable (a characteristic of the aerospace industry), and therefore they should have relatively high bargaining power, the company studied is dominant, not only because of its market power, but also because of the social responsibility it bears as the supplier of the final product.…”

Section: Introductionmentioning

confidence: 99%

The governance of inter-organisational relationships during different supply chain maturity phases

Varoutsa

Scapens

2015

Industrial Marketing Management

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Supply chains and inter-organisational relationships have increased in popularity in recent years and supply chain management has received a vast amount of academic attention. The objective of this paper is to explore the implementation of supply chain management and, in particular, the changing phases of a supply chain as it moves towards maturity. We employ the minimal structure framework of van der Meer-Kooistra and Scapens ["The governance of lateral relations between and within organisations", Management Accounting Research, 2008] to analyse the governance of a supply chain as it moves through the various phases. Drawing on the findings from a case study in an aero-manufacturing company, we explore how the minimal structures emerge and evolve as the supply chain matures.

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Section: Introductionmentioning

confidence: 99%

The governance of inter-organisational relationships during different supply chain maturity phases

Varoutsa

Scapens

2015

Industrial Marketing Management

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“…This means that collaborative ways of working are always potential options in many other quadrants. Indeed, there is considerable evidence that best practice in collaboration often occurs in the Leverage quadrant (Shimizu, 1996;Cox and Chicksand, 2008).…”

Section: Limited Range Of Strategic Sourcing Options and Tactical Levers Identifiedmentioning

confidence: 99%

Sourcing portfolio analysis and power positioning: towards a “paradigm shift” in category management and strategic sourcing

Cox¹

2015

Supply Chain Management: An International Journal

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Purpose – The paper aims to present the case for a “paradigm shift” in current thinking about how to undertake category management and develop sourcing strategies using power positioning techniques. The case is made based on the growing evidence of a mismatch between currently dominant academic and consulting methodologies and the reality of professional managerial practice. Design/methodology/approach – The paper provides a critique of the currently dominant thinking about how to conduct category management and strategic sourcing using the Kraljic Purchasing Portfolio Analysis methodology and the more recent Purchasing Chessboard approach. The critique focuses on their lack of analytical rigour when segmenting categories of supply, and their lack of robustness when making practical recommendations for managers when developing sourcing strategies. Findings – The paper demonstrates how (building on the initial power positioning approach outlined, but not fully developed, by Kraljic) a new approach to portfolio analysis can be developed. Sourcing Portfolio Analysis identifies over 30 strategic sourcing strategies for managers to utilise. Using a simple case study, the power of this new methodology to provide managers with more comprehensive and effective sourcing strategies is demonstrated. Research limitations/implications – Because of the power of this new approach, and the need to challenge existing methodologies, researchers are encouraged to utilise it and try help to generate a “paradigm shift” in current thinking within the profession. Practical implications – The paper provides the basis for a future more strategic supply management, rather than the currently tactical spend management, approach to sourcing. Originality/value – This paper provides a new approach to portfolio analysis.

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The Dark Side of Japanese Business: Three Industry Novels

Cited by 2 publications

References 0 publications

The governance of inter-organisational relationships during different supply chain maturity phases

The governance of inter-organisational relationships during different supply chain maturity phases

Sourcing portfolio analysis and power positioning: towards a “paradigm shift” in category management and strategic sourcing

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