The undervaluation of corporate reputation as a supplier selection factor: An analysis of ingredient branding of complex products in the manufacturing industry

Lienland, Bernhard; Baumgärtner, Alexander; Knubben, Evelyn

doi:10.1016/j.pursup.2013.04.001

Cited by 31 publications

(26 citation statements)

References 69 publications

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“…For example, cycle time (Sharland, Eltantawy, & Giunipero, 2003) can affect logistics, inventory costs and the pace of innovation. Softer factors, such as reputation (Lienland, Baumgartner, & Knubben, 2013), and relationship characteristics such as openness of communication (Choi & Hartley, 1996), can arguably connect to every dimension of supplier performance.…”

Section: Decision-making Approaches Used In Sourcingmentioning

confidence: 99%

Value first, cost later: Total value contribution as a new approach to sourcing decisions

Gray

Helper

Osborn

2020

J of Ops Management

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Firms compete on value, not cost alone. However, sourcing decisions are often heavily weighted towards minimizing costs, even though these decisions also can affect revenue, risk, and other stakeholder values. To address this disconnect, we introduce a new approach to strategic sourcing, “total value contribution” (TVC). The TVC name by itself promotes attention to value. TVC's structured approach begins with the question: “what do our customers, current and future, value about our products?” The TVC approach builds on insights from the literature on individual and group decision‐making to offset human biases and organizational incentives that emphasize cost reduction. TVC builds on gains already achieved by “total cost of ownership” (TCO) sourcing methods, which broadened the list of factors considered in sourcing. We provide examples of TVC‐like thinking in real organizations and argue that such thinking would be more common with the dissemination of TVC. We also provide access to a version of this JOM Forum piece suitable to assign to students, and discuss a new teaching note which describes how to implement TVC in a popular strategic sourcing teaching case. We believe widespread implementation of TVC would improve both organizational and social outcomes.

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Section: Decision-making Approaches Used In Sourcingmentioning

confidence: 99%

Value first, cost later: Total value contribution as a new approach to sourcing decisions

Gray

Helper

Osborn

2020

J of Ops Management

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“…We populated our sampling framework with FT suppliers in the automotive industry. FT suppliers within the automotive sector have been selected as our unit of analysis since (1) approximately 75% of a car's value creation takes place on a supplier level (OICA 2018), giving upstream processes a significant influence on company metrics, (2) stakeholder expectations and requirements concerning sustainability are increasingly articulated on a product and operations level, making sustainability as a whole a strategic issue in the automotive industry (Koplin et al 2007;Orsato and Wells 2007;Lienland et al 2013), and (3) supply chain management in the automotive industry is characterized by relatively long supply chains (Choi and Hong 2002) compared to those of other industries such as the textile, chemical or food industry. Consequently, OEMs can above all not manage the high number of upstream suppliers alone with regard to sustainability (Wilhelm et al 2016b).…”

Section: Samplingmentioning

confidence: 99%

Influence of different stakeholders on first-tier suppliers’ sustainable supplier selection: insights from a multiple case study in the automotive first-tier industry

Lechler¹,

Canzaniello²,

Wetzstein³

et al. 2019

Bus Res

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Public and academic attention towards sustainably managing companies and corresponding supply chains has been gaining significant momentum in recent years. While extensive literature is available on corporate sustainability and the original equipment manufacturers' (OEMs) downstream supply chains, there is little empirical knowledge concerning why first-tier (FT) suppliers in the upstream supply chain implement sustainability into their supplier selection (SS) processes. However, FT suppliers have a crucial role in ensuring sustainability in upstream supply chains, as they are a key transmitter and often accountable for their OEMs' subsupplier portfolios. Grounded on a cross-case study approach of five FT suppliers, two associations and three non-governmental organizations (NGOs) as well as stakeholder theory, this paper investigates how different stakeholder groups are influencing the integration of sustainability aspects into FT suppliers' SS processes. Therefore, government, NGOs, OEMs and employees are investigated as stakeholder groups. Characteristics, such as FT suppliers' size, legal structure, material criticality, employees' distance to the supply chain function, company culture and industry culture, could be identified as factors that influence the urgency of stakeholders' sustainability claims and thus FT suppliers' perceived sustainability pressure. Moreover, with regard to the OEM stakeholder group, it was found that,

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“…(12)- (17), where Eqs. (12)-(15) represent minimum of multi-objective, (16) and (17) represent constraints of objective expectations and MR attributions.…”

Section: Mrco-mentioning

confidence: 99%

“…The customer individual requirements, http://dx.doi.org/10.1016/j.mechatronics.2015.03.005 0957-4158/Ó 2015 Elsevier Ltd. All rights reserved. complicated structures and parts, single or small batch production are main characteristics of LCE manufacturing which leads to a more complex resource management in resource selection, cost and delivery control [16]. Supposing a LCE has m sub-tasks to manufacture, and the MRs for each sub-task can choose n MRs in group members, then the choices will be reached to m n with a geometric increase.…”

Section: Introductionmentioning

confidence: 99%

Manufacturing resource combinatorial optimization for large complex equipment in group manufacturing: A cluster-based genetic algorithm

Guo¹,

Du²,

Zhao³

et al. 2015

Mechatronics

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The undervaluation of corporate reputation as a supplier selection factor: An analysis of ingredient branding of complex products in the manufacturing industry

Cited by 31 publications

References 69 publications

Value first, cost later: Total value contribution as a new approach to sourcing decisions

Value first, cost later: Total value contribution as a new approach to sourcing decisions

Influence of different stakeholders on first-tier suppliers’ sustainable supplier selection: insights from a multiple case study in the automotive first-tier industry

Manufacturing resource combinatorial optimization for large complex equipment in group manufacturing: A cluster-based genetic algorithm

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