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Journal articles on the topic 'Sourcing and global sourcing'

Author: Grafiati
Published: 29 June 2021
Last updated: 1 February 2022

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1

Antràs, Pol, and Elhanan Helpman. "Global Sourcing." Journal of Political Economy 112, no. 3 (2004): 552–80. http://dx.doi.org/10.1086/383099.

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Allon and Van Mieghem. "The Mexico-China Sourcing Game: Teaching Global Dual Sourcing." INFORMS Transactions on Education 10, no. 3 (2010): 105–12. http://dx.doi.org/10.1287/ited.1090.0045.

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Allon, Gad, and Jan A. Van Mieghem. "The Mexico-China Sourcing Game: Teaching Global Dual Sourcing." INFORMS Transactions on Education 10, no. 3 (2010): 105–12. http://dx.doi.org/10.1287/ited.1100.0045.

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4

Strozek, Adam, Christian Bakker, and Victor Sanchez. "Kostenreduzierung durch Global Sourcing." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 104, no. 6 (2009): 518–22. http://dx.doi.org/10.3139/104.110106.

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Steinle, Claus, and Holger Schiele. "Limits to global sourcing?" Journal of Purchasing and Supply Management 14, no. 1 (2008): 3–14. http://dx.doi.org/10.1016/j.pursup.2008.01.001.

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6

Trent, Robert J., and Robert M. Monczka. "Understanding integrated global sourcing." International Journal of Physical Distribution & Logistics Management 33, no. 7 (2003): 607–29. http://dx.doi.org/10.1108/09600030310499286.

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7

Nunes, Moema Pereira. "Insights of the Strategic Approach of Global Sourcing and the Modes of International Sourcing Strategies." International Business Research 9, no. 9 (2016): 134. http://dx.doi.org/10.5539/ibr.v9n9p134.

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<p>The modes of international sourcing entry strategies still an unusual research topic in International Business. The different entry modes still not well investigate in the literature. The increase in the research related with Global Sourcing reveal the importance to deeply investigate this subject. Recent research investigated the International Purchasing Offices as part of Global Sourcing. Other modes of international sourcing entry modes still not analyzed with the Global Sourcing and International Sourcing approaches. This article aims to investigate how the conceptual models of Global Sourcing and the modes of international sourcing entry strategies can be integrated. A literature review was made in order to develop this analysis. As a result, we present a set of entry modes that can be related with international sourcing and another list related with Global Sourcing. Though this article is limited by its theoretical approach, the model proposed here could be used to an empirical research.</p>
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8

Arrigo, Elisa. "Global Sourcing in Fast Fashion Retailers: Sourcing Locations and Sustainability Considerations." Sustainability 12, no. 2 (2020): 508. http://dx.doi.org/10.3390/su12020508.

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For decades, apparel companies have profited from moving their manufacturing to low-cost countries and several academic studies have focused on understanding whether low-cost locations could support optimal supply chain configurations. However, the exploitation of resources in foreign sourcing countries often resulted in many environmental and social issues and apparel companies became progressively more concerned about the negative exposure that they could face with a limited supply chain transparency. Therefore, this paper aims at investigating global sourcing strategies of fast fashion retailers in order to understand whether the decision criteria influencing sourcing locations have changed over time to also embrace sustainability considerations. Drawing on a literature review on sustainability in fashion supply chains, offshore outsourcing, and fast fashion global sourcing, a new theoretical framework concerning fast fashion retailers’ sourcing locations is proposed together with a content analysis of their reports. The findings show that fast fashion retailers identify sustainability as a key element to consider in selecting sourcing locations since sustainability issues at suppliers’ factories may represent relevant hidden costs. Moreover, actions aimed at checking and improving sustainable practices in global sourcing policies are proven to support the development of a strategic sourcing reputation for their fast fashion brands.
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9

Sachdeva, S. K. "Global Sourcing and Global Manufacturing Competitiveness." Paradigm 1, no. 2 (1998): 100–108. http://dx.doi.org/10.1177/0971890719980216.

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We are at the beginning of a major change in global economy. The decade will see increasing polarisation of super regional trade agreements. With increasing world trade great opportunities are developing thrust on global manufacturing competitiveness and formation of international, multinational and transnational firms percolating various aspects of glolml sourcing for achieving internationalisation in their operations with utilisation of local resources and creating source partnering throughout the world.
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10

Su, Jin, and Vidyaranya B. Gargeya. "Strategic sourcing, sourcing capability and firm performance in the US textile and apparel industry." Strategic Outsourcing: An International Journal 5, no. 2 (2012): 145–65. http://dx.doi.org/10.1108/17538291211257592.

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PurposeWith the intense competition in the global textile and apparel industry and the uncertainty of the global textile and apparel business environment, sourcing has increasingly assumed a pivotal strategic role in textile and apparel supply chain management. Strategic sourcing is crucial for firms to obtain or sustain competitiveness in world marketplace. The purpose of this paper is to examine empirically how strategic sourcing and sourcing capability impact firm performance in the US textile and apparel industry.Design/methodology/approachEmpirical survey‐based research methodology was implemented to examine the research questions and model. Data were collected from the 152 firms in the US textile and apparel industry.FindingsThe findings show that strategic sourcing leads to greater emphasis on sourcing capability and positively impacts firm performance.Originality/valueThe study contributes to understanding of supply chain management using data from the US textile and apparel industry to investigate the relationships between strategic sourcing, sourcing capability, and firm performance and to test the research hypotheses by quantitative survey‐based research method. The textile and apparel industry is dynamic, global, diverse, and complex, and is a prime exemplifier of globalization. The study clearly demonstrates that strategic sourcing plays a vital role in a firm's business operations and puts greater emphasis on developing the sourcing manager's business capability.
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Ila Manuj. "Risk Management in Global Sourcing:." Transportation Journal 52, no. 1 (2013): 80. http://dx.doi.org/10.5325/transportationj.52.1.0080.

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12

Erling, Eckhard, and Erhard Schwedler. "Global Sourcing am Beispiel IBM." WiSt - Wirtschaftswissenschaftliches Studium 38, no. 1 (2009): 53–64. http://dx.doi.org/10.15358/0340-1650-2009-1-53.

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13

Schaibly, Susan L. "Making global sourcing a success." World Pumps 2004, no. 450 (2004): 34–36. http://dx.doi.org/10.1016/s0262-1762(04)00143-9.

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14

Hult, G. Tomas M. "Cultural Competitiveness in Global Sourcing." Industrial Marketing Management 31, no. 1 (2002): 25–34. http://dx.doi.org/10.1016/s0019-8501(00)00101-2.

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15

Short, Ben. "Global sourcing for ring construction." Journal of Cell Biology 199, no. 5 (2012): 714. http://dx.doi.org/10.1083/jcb.1995iti3.

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Jain, Nitish, Karan Girotra, and Serguei Netessine. "Managing Global Sourcing: Inventory Performance." Management Science 60, no. 5 (2014): 1202–22. http://dx.doi.org/10.1287/mnsc.2013.1816.

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17

Ara, Tomohiro. "Global Sourcing in Industry Equilibrium." Japanese Economic Review 65, no. 1 (2013): 93–115. http://dx.doi.org/10.1111/jere.12010.

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18

Shen, Leilei. "Global sourcing and credit constraints." Canadian Journal of Economics/Revue canadienne d'économique 50, no. 3 (2017): 778–803. http://dx.doi.org/10.1111/caje.12278.

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19

Monczka, Robert M., and Robert J. Trent. "Global Sourcing: A Development Approach." International Journal of Purchasing and Materials Management 27, no. 2 (1991): 2–8. http://dx.doi.org/10.1111/j.1745-493x.1991.tb00527.x.

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20

Edgell, Jon, Gabriel E. Meister, and Nigel Stamp. "Global sourcing trends in 2008." Strategic Outsourcing: An International Journal 1, no. 2 (2008): 173–80. http://dx.doi.org/10.1108/17538290810897174.

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21

Fagan, Mark L. "A Guide to Global Sourcing." Journal of Business Strategy 12, no. 2 (1991): 21–25. http://dx.doi.org/10.1108/eb039398.

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22

Kohler, Wilhelm, and Marcel Smolka. "Global sourcing and firm selection." Economics Letters 124, no. 3 (2014): 411–15. http://dx.doi.org/10.1016/j.econlet.2014.06.031.

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23

Van Assche, Ari, and Galina A. Schwartz. "Input specificity and global sourcing." Journal of the Japanese and International Economies 24, no. 1 (2010): 69–85. http://dx.doi.org/10.1016/j.jjie.2009.11.001.

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24

Kukharskyy, Bohdan. "Relational contracts and global sourcing." Journal of International Economics 101 (July 2016): 123–47. http://dx.doi.org/10.1016/j.jinteco.2016.04.002.

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25

Farrokhi, Farid. "Global sourcing in oil markets." Journal of International Economics 125 (July 2020): 103323. http://dx.doi.org/10.1016/j.jinteco.2020.103323.

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26

Gupta, Vandana, Neha Gupta, and Nirmal Yadav. "Global Sourcing Options in Textile and Apparel Industry - A Review." Global Journal For Research Analysis 3, no. 8 (2012): 1–3. http://dx.doi.org/10.15373/22778160/august2014/1.

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27

Kim, Saehee. "Global sourcing of South Korean apparel industry: sourcing trend and supplier selection." Journal of the Textile Institute 103, no. 12 (2012): 1335–51. http://dx.doi.org/10.1080/00405000.2012.685268.

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28

Jin, B. "Global sourcing versus domestic sourcing: Implementation of technology, competitive advantage, and performance." Journal of the Textile Institute 96, no. 5 (2005): 277–86. http://dx.doi.org/10.1533/joti.2003.0066.

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29

ANDERSSON, Martin, and Trudy-Ann STONE. "GLOBAL SOURCING AND TECHNICAL EFFICIENCY – A FIRM-LEVEL STUDY ON THE ICT INDUSTRY IN SWEDEN." Journal of Business Economics and Management 18, no. 5 (2017): 877–96. http://dx.doi.org/10.3846/16111699.2017.1356367.

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We analyse the relationship between international sourcing, measured as imports of intermediate inputs, and the technical efficiency of firms in the information and communications technologies (ICT) manufacturing industry in Sweden. Using stochastic frontier analysis, we provide evidence that global sourcing improves firms’ capabilities to combine and re-combine inputs in productive ways, thereby increasing technical efficiency. We find a robust relationship between technical efficiency and international outsourcing. First, we find that firms that are deeply integrated into global sourcing networks are closer to their own production frontier. Second, firms that are engaged in international sourcing are also closer to the industry efficiency frontier. These findings are consistent with the argument that international sourcing stimulates firms’ capabilities by enabling them to identify and adopt higher quality inputs or more efficient production and management practices. These findings also suggest that the variety and extent of firms’ global sourcing networks constitute an important source of differences in efficiency levels among firms the ICT manufacturing industry.
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30

Murray, Janet Y. "Strategic Alliance–Based Global Sourcing Strategy for Competitive Advantage: A Conceptual Framework and Research Propositions." Journal of International Marketing 9, no. 4 (2001): 30–58. http://dx.doi.org/10.1509/jimk.9.4.30.19938.

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In an era of intense global competition, firms realize that the effective use of global sourcing contributes significantly to their market performance. Increasingly, successful firms use a higher level of strategic alliance–based global sourcing for major components by cooperating with their suppliers, even when highly specific assets are involved. This phenomenon is contradictory to the recommendation of transaction cost analysis, in which global internal sourcing should be used by firms when asset specificity is involved. Through the integration of different perspectives, the author examines variables that may influence buyer firms to rely more on strategic alliance–based global sourcing for major components when highly specific assets are involved. In addition, the author suggests that strategic alliance–based global sourcing when highly specific assets are deployed may enhance a firm's competitive advantage through the combination of resources in unique ways. This article is intended to increase managers' awareness of the strategic benefits that arise from outsourcing through partnerships with their suppliers.
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31

Antràs, Pol, Teresa C. Fort, and Felix Tintelnot. "The Margins of Global Sourcing: Theory and Evidence from US Firms." American Economic Review 107, no. 9 (2017): 2514–64. http://dx.doi.org/10.1257/aer.20141685.

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We develop a quantifiable multi-country sourcing model in which firms self-select into importing based on their productivity and country-specific variables. In contrast to canonical export models where firm profits are additively separable across destination markets, global sourcing decisions naturally interact through the firm's cost function. We show that, under an empirically relevant condition, selection into importing exhibits complementarities across source markets. We exploit these complementarities to solve the firm's problem and estimate the model. Comparing counterfactual predictions to reduced-form evidence highlights the importance of interdependencies in firms' sourcing decisions across markets, which generate heterogeneous domestic sourcing responses to trade shocks. (JEL D24, F14, F23, L14, L21)
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32

Jin, Byoungho. "Achieving an optimal global versus domestic sourcing balance under demand uncertainty." International Journal of Operations & Production Management 24, no. 12 (2004): 1292–305. http://dx.doi.org/10.1108/01443570410569056.

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As manufacturers face demand uncertainty and new retailing practices, such as filling frequent, small replenishment orders, agility has become an important competitive tool. By sourcing globally, manufacturing firms can reduce production costs, but may not be agile enough to meet retailers' needs on a timely basis. To minimize the cost/agility trade‐off, many firms are combining global and domestic sourcing. However, factors to be considered for mixed strategies have not been suggested. Based on Bucklin's concepts of postponement and speculation, this study tried to find the ideal point, “I”, at which the optimal amount of global and domestic sourcing can be formulated considering the total cost and delivery time simultaneously. In mixing domestic and global sourcing to reach the optimum profit, this study provided four conditions under which the larger portion of domestic sourcing can be formulated: greater level of demand uncertainly, information and manufacturing technology, local subcontractor clusters, and long‐term relationship with a subcontractor.
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33

Cantwell, John, and Salma Zaman. "Connecting local and global technological knowledge sourcing." Competitiveness Review: An International Business Journal 28, no. 3 (2018): 277–94. http://dx.doi.org/10.1108/cr-08-2017-0044.

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Purpose Through increasing globalization, cities are becoming increasingly interconnected with each other. To remain competitive, it is necessary for cities to combine complementary non-local sources of knowledge with local knowledge sources. The authors contend that an increase in non-local knowledge sourcing tends to enhance local knowledge sourcing too. The purpose of this study is to examine the influence of international knowledge sources on the capacity to build upon local knowledge sources in a city region. In addition, the authors investigate whether information and communication technologies (ICT) knowledge sources have a bigger impact than do other fields of knowledge on local knowledge connectivity. Design/methodology/approach Using the US Patent and Trademark Office data, the authors study knowledge sourcing trends for the years 1980-2016 across 33 global cities. Backward patent citations from these granted patents are used to identify the location of inventors of prior knowledge sources, and the geography of knowledge building connections over time is assessed by using the inventor locations of cited (source) and citing (recipient) patents. Findings The authors show that international knowledge sourcing is highly connected with local knowledge sourcing. The authors also find that ICT have a significant effect on this relationship. However, there are significant differences across cities in the extent and nature of this relationship. Originality/value This study contributes to the literature on the changing geography of knowledge connections. It provides a detailed picture of changing knowledge sourcing trends at a city region level, and it improves our understanding of the role played by a variety of knowledge connections in helping a city remain competitive.
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Xue, Meimei, Biying Yu, Yunfei Du, Bin Wang, Baojun Tang, and Yi-Ming Wei. "Possible Emission Reductions From Ride-Sourcing Travel in a Global Megacity: The Case of Beijing." Journal of Environment & Development 27, no. 2 (2018): 156–85. http://dx.doi.org/10.1177/1070496518774102.

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Urban transportation in China is undergoing a revolution due to ride-sourcing. The strong growth in ride-sourcing travel requires the government and the industry to adopt strategies for reducing environmental impact. Here, we address a key gap in knowledge on the emerging ride-sourcing travel model by designing a roadmap for realizing low-emission ride-sourcing drawing from an analysis of raw big trip data for Beijing. We found that adopting the most effective low-emission strategies requires joint efforts involving governance and management, enterprise operations, and consumer behavior change. With respect to issues of feasibility and effectiveness, the enterprise operation strategy, involving polices that shorten the pick-up time and increase the vehicle occupancy, is the best option, offering approximately 44% CO2 and NOx emission reductions compared with the current situation. Promoting ride-sourcing usage among car users or potential car users could help reduce emissions attributing to less cars being manufactured (26% CO2 and 24% NOx) but with uncertainty. To achieve low-emission ride-sourcing travel, governments, enterprises, and consumers must collaborate closely and define clear roles, responsibilities, and relationships.
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35

Thorlakson, Tannis, Joann F. de Zegher, and Eric F. Lambin. "Companies’ contribution to sustainability through global supply chains." Proceedings of the National Academy of Sciences 115, no. 9 (2018): 2072–77. http://dx.doi.org/10.1073/pnas.1716695115.

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Global supply chains play a critical role in many of the most pressing environmental stresses and social struggles identified by the United Nations’ Sustainable Development Goals (SDGs). Responding to calls from the global community, companies are adopting a variety of voluntary practices to improve the environmental and/or social management of their suppliers’ activities. We develop a global survey of 449 publicly listed companies in the food, textile, and wood-products sectors with annual reports in English to provide insight into how the private sector contributes to advancing the SDGs via such sustainable-sourcing practices. We find that while 52% of companies use at least one sustainable-sourcing practice, these practices are limited in scope; 71% relates to only one or a few input materials and 60.5% apply to only first-tier suppliers. We also find that sustainable-sourcing practices typically address a small subset of the sustainability challenges laid out by the SDGs, primarily focusing on labor rights and compliance with national laws. Consistent with existing hypotheses, companies that face consumer and civil society pressure are associated with a significantly higher probability of adopting sustainable-sourcing practices. Our findings highlight the opportunities and limitations of corporate sustainable-sourcing practices in addressing the myriad sustainability challenges facing our world today.
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36

Berry, Heather, and Aseem Kaul. "Global Sourcing and Foreign Knowledge Seeking." Management Science 61, no. 5 (2015): 1052–71. http://dx.doi.org/10.1287/mnsc.2014.2036.

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37

Bandick, Roger. "Global sourcing, productivity and export intensity." World Economy 43, no. 3 (2019): 615–43. http://dx.doi.org/10.1111/twec.12887.

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38

Horgos, Daniel. "Global sourcing: a family-firm's perspective." Journal of Small Business & Entrepreneurship 26, no. 3 (2013): 221–40. http://dx.doi.org/10.1080/08276331.2013.808028.

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39

Handfield, Robert B. "US Global Sourcing: Patterns of Development." International Journal of Operations & Production Management 14, no. 6 (1994): 40–51. http://dx.doi.org/10.1108/01443579410062077.

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Pretious, Mike, and Mary Love. "Sourcing ethics and the global market." International Journal of Retail & Distribution Management 34, no. 12 (2006): 892–903. http://dx.doi.org/10.1108/09590550610714620.

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41

Rea, Heather J., Jonathan R. Corney, Douglas E. R. Clark, John Pritchard, Micheal L. Breaks, and Roddy A. Macleod. "Part-sourcing in a Global Market." Concurrent Engineering 10, no. 4 (2002): 325–33. http://dx.doi.org/10.1177/a032004.

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The collaborative re-use of design and manufacturing data is one way that e-commerce can significantly reduce costs and lead times of new products in a demanding global market. This paper describes the development of a 3D Internet-based search engine, which will allow designers to locate parts already in production that have a similar shape to a desired 'newly designed' part. The project anticipates a time when manufacturers will post 3D computer-generated models of their product range on the Internet as a means of advertising their production capabilities (i.e., tooling). The models will either be uploaded to, or harvested from anywhere in the world by, the search engine, which will then analyse the models and store relevant feature indices in a database. To use the system a designer would upload a model of the desired part. The search engine then analyses the shape characteristics of the target model and performs a similarity match through a sieving technique as described in this paper. As a result, the designer is presented with a number of parts similar to the one uploaded. The designer may then modify the design to incorporate the closest matching part, or contact the company to quote for the original target model, as a variant of their existing product. The challenge of the research is to identify the key shape characteristics that produce meaningful representations of the 3D models for similarity comparison purposes. After reviewing the current literature on shape matching and describing the system architecture, this paper presents initial results of the matching capabilities of the search engine.
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이현아 and 천종숙. "Global Sourcing of Korean Apparel Firms." Research Journal of the Costume Culture 15, no. 3 (2007): 461–71. http://dx.doi.org/10.29049/rjcc.2007.15.3.461.

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Rea, Heather J., Jonathan R. Corney, Douglas E. R. Clark, John Pritchard, Micheal L. Breaks, and Roddy A. Macleod. "Part-sourcing in a Global Market." Concurrent Engineering 10, no. 4 (2002): 325–33. http://dx.doi.org/10.1177/106329302129140214.

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Karnik, Kiran. "Global Sourcing of Services: Vision 2020." Journal of Information Technology Case and Application Research 10, no. 4 (2008): 1–7. http://dx.doi.org/10.1080/15228053.2008.10856144.

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Dahm, Markus H. "Global Sourcing: Verweigerung ist nicht möglich." Bankmagazin 57, no. 10 (2008): 8. http://dx.doi.org/10.1007/bf03231024.

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Oshri, Ilan, Julia Kotlarsky, Joseph W. Rottman, and Leslie L. Willcocks. "Global sourcing: recent trends and issues." Information Technology & People 22, no. 3 (2009): 192–200. http://dx.doi.org/10.1108/09593840910981400.

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PurposeThe purpose of this paper is to review recent trends and issues in global IT sourcing and to introduce papers in the special issue: “Social, managerial and knowledge aspects in global IT sourcing”.Design/methodology/approachThe paper examines trends by regions including Brazil, Russia, India and China and also trends in Captive Centres and their strategies.FindingsThere will be a continuing rise in outsourcing revenues for global outsourcing, with BPO overtaking ITO within five years. Multi‐sourcing will continue to be the dominant trend. India will continue to dominate but its role will change. China heralds promise but will still struggle to achieve scale in Western European and North American markets. Emerging country competition will intensify. Software as a service will be a “slow burner” but will gain momentum in the second half of the next decade. Near‐shoring will be a strong trend. Outsourcing, by offering a potential alternative, will help discipline in‐house capabilities and service. Knowledge process outsourcing will increase as the BRIC and emerging countries move up the value chain. Captive activity – both buying and selling – will increase (see below). Outsourcing successes and disappointments will continue as both clients and suppliers struggle to deal with a highly dynamic set of possibilitiesOriginality/valueThe paper is of value to both academics and practitioners working in the field of IT sourcing. The study of captive centres is in its early stages and the paper introduces further work in this area.
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Christopher, Martin, Carlos Mena, Omera Khan, and Oznur Yurt. "Approaches to managing global sourcing risk." Supply Chain Management: An International Journal 16, no. 2 (2011): 67–81. http://dx.doi.org/10.1108/13598541111115338.

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Carluccio, Juan, and Thibault Fally. "Global Sourcing under Imperfect Capital Markets." Review of Economics and Statistics 94, no. 3 (2012): 740–63. http://dx.doi.org/10.1162/rest_a_00219.

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Lacity, M. "Lessons in global information technology sourcing." Computer 35, no. 8 (2002): 26–33. http://dx.doi.org/10.1109/mc.2002.1023785.

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Mazahir, Shumail, and Amir Ardestani-Jaafari. "Robust global sourcing under compliance legislation." European Journal of Operational Research 284, no. 1 (2020): 152–63. http://dx.doi.org/10.1016/j.ejor.2019.12.017.

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