The economics of partnership sourcing versus adversarial competition: a critique

Parker, David; Hartley, Keith

doi:10.1016/s0969-7012(97)00004-x

Cited by 88 publications

(72 citation statements)

References 9 publications

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“…However, counter-arguments advocate the benefits of an open competitive process: better prices; lower risk, as poor suppliers can more easily be replaced; enhanced quality through suppliers' learning and innovation, driven by a desire to win future contracts; and finally, it is argued that trust can develop, especially if repeat business is sought (Parker and Hartley, 1997;Erridge and Greer, 2002).…”

Section: Developments In Uk Government Procurementmentioning

confidence: 99%

“…Whilst partnership sourcing does not necessarily lead to single sourcing (Lamming, 1993), it is accepted that there will be a reduction in the number of suppliers. Parker and Hartley (1997) raise the concern that this may lead to suppliers behaving opportunistically, clearly an abuse of the trust relationship advocated. Alternatively, buyers may possess greater economic power compared with their suppliers, producing unequal power in the partnership.…”

Section: Developments In Uk Government Procurementmentioning

confidence: 99%

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Supporting SMEs through Government Purchasing Activity

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2005

The International Journal of Entrepreneurship and Innovation

112

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As major consumers of goods and services, governments have an opportunity to support SMEs directly through their purchasing policies. This study examines the experience of SMEs in the north-east of England in their attempt to supply UK public sector organizations, and finds that, despite recent initiatives, barriers are being experienced by the majority of SMEs surveyed. The findings suggest that both government and small business sectors face challenges, such as resolving policy conflicts, managing resource demands and facilitating organizational change, in overcoming these barriers. Further investigation is required to inform the resolution of these demands.

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Section: Developments In Uk Government Procurementmentioning

confidence: 99%

Section: Developments In Uk Government Procurementmentioning

confidence: 99%

Supporting SMEs through Government Purchasing Activity

Loader

2005

The International Journal of Entrepreneurship and Innovation

112

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“…Some firms form partnerships and alliances with suppliers as a strategy for competitive advantage [13,15,19,25,32,39], while others tackle this challenge by involving their suppliers early in the product development phase [3,10,14,29]. A growing number of high-tech firms (such as computer, semiconductor, communication, and electronics firms) have embraced new approaches, such as postponement and mass customization [18,22], to the management of their new product development, design, manufacturing, and supply chain management activities.…”

Section: Downloaded By [University Of Tennessee Knoxville] At 15:31 mentioning

confidence: 99%

Cost and flexibility optimization — the module-based IC design service system in Taiwan

Wang¹,

Horng²

2009

Journal of Statistics and Management Systems

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Today's electronics and semiconductor companies are under extreme pressure to reduce costs while decreasing time-to-market on increasingly complex products. This pressure has driven the trend to focus internal resources on core competencies and to outsource functions that can be better serviced by other specialized companies. IC design service providers with module-based design system can minimize the risk of new product development to lower market uncertainty caused by time-to-market delays. The client and service provider will use module-based design system to design product with more flexibility and time effectiveness. In the future, collaboration among electronics companies, semiconductor makers and IC design service providers will be critical to ensure the success of a new product development. Keywords and phrases :Module-based design system, business model, outsourcing, new product development, IC design service, silicon intellectual property. *

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“…Replacing 'adversarial competition' for contracts with 'mutually beneficial partnerships' has become a fashionable means of procuring services in the private sector since the 1980s (Lamming, 1993;Cox and Hines, 1997;Parker and Hartley, 1997). Where adversarial relationships are considered to create barriers to innovation and knowledge transfer, some form of 'relationship contracting' may have benefits over traditional competitive bidding.…”

Section: The Economics Of Contractingmentioning

confidence: 99%