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Journal articles on the topic 'Sourcing and global sourcing'

Author: Grafiati

Published: 29 June 2021

Last updated: 29 July 2025

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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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2

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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3

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

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 Gl

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5

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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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

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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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 reta

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9

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 im

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10

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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11

ARUN K MENON. "The impact of commodity sourcing strategies on pricing models and profit margins in U.S. manufacturing supply chains." International Journal of Science and Research Archive 15, no. 1 (2025): 407–16. https://doi.org/10.30574/ijsra.2025.15.1.0723.

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In today’s rapidly evolving global marketplace, U.S. manufacturers face significant challenges in commodity sourcing, which directly influences pricing models, supply chain efficiency, and profit margins. This article explores the impact of various commodity sourcing strategies, including global sourcing, local sourcing, and just-in-time (JIT) practices, on the cost structures and operational efficiency of manufacturing supply chains. With geopolitical tensions, trade policy shifts, and market volatility influencing commodity prices, manufacturers must adapt their sourcing strategies to remain

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12

Hoang, Trang. "The Dynamics of Global Sourcing." International Finance Discussion Paper 2022, no. 1336 (2022): 1–73. http://dx.doi.org/10.17016/ifdp.2022.1337.

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This paper studies an import model that incorporates both static crosscountry interdependence and dynamic dependence in firm-level decisions. I find that the benefit of sourcing from one country increases as a firm imports from more countries. Furthermore, using a partial identification approach under the revealed preferences assumption, I provide evidence for the sunk costs of importing, which make establishing relationships with new sellers costlier than maintaining existing ones. The coexistence of cross-country interdependence and sunk costs implies that temporary trade policy changes can

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13

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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14

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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15

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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16

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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17

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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18

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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19

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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20

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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21

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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22

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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23

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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24

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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25

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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26

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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27

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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28

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 net

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29

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

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30

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

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31

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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32

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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33

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”,

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34

Ganpati Goel and Rahul Bhramhabhatt. "Dual sourcing strategies." International Journal of Science and Research Archive 13, no. 2 (2024): 4357–76. https://doi.org/10.30574/ijsra.2024.13.2.2155.

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The dual-sourcing strategy of Tesla is vital for gaining a competitive edge and operational efficiency in the electric vehicle (EV) market. While both TSLA and NOT share procurement of critical components like balance rings with a few suppliers and not just one, Tesla mitigates geopolitical tensions, tariffs, and supply disruptions by procuring critical components from various suppliers. By strategically increasing the diversification in its supply chain, it has a consistent stream of suppliers that provide services continually, even in the face of global fluctuations like the COVID-19 pandemi

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35

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

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36

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 techn

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37

Olarinkoye Ajiboye, Araoye, Micaiah Zhitsu Silas, Chinedu Chimdi Adindu, Elijah Aina Alhassan, and Stephen Sunday Kolo. "A Comparative Study of Local and Global Construction Materials Sourcing Strategies for Road Projects in Nigeria." CSID Journal of Infrastructure Development 7, no. 2 (2024): 247–61. http://dx.doi.org/10.7454/jid.v7.i2.1090.

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This study is a comparative analysis of local and global sourcing strategies to determine the impact of strategic material sourcing on road construction project performance. The study aimed to evaluate the effects of material-sourcing strategies on the performance of road construction companies in Nigeria. A mixed-methods approach was used, incorporating both qualitative and quantitative research. Data collection involved sampling techniques using structured questionnaires and oral interviews. Regression analysis evaluated the relationship between strategic material sourcing and road construct

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38

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

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39

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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40

Koerber, Thomas, and Holger Schiele. "Profound changes in global sourcing? The country of origin theory and its effects on sourcing decisions." Journal of Business & Industrial Marketing 39, no. 13 (2024): 68–81. http://dx.doi.org/10.1108/jbim-05-2023-0260.

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Purpose This study aims to examine decision factors for global sourcing, differentiated into transcontinental and continental sourcing to obtain insight into locational aspects of sourcing decisions and global trends. This study analyzed various country perceptions to reveal their influence on sourcing decisions. The country of origin (COO) theory explains why certain country perceptions and images influence purchasing experts in their selection of suppliers. Design/methodology/approach This study used a two-study approach. In Study 1, the authors conducted discrete choice card experiments wit

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41

Babin, Ron, Brian Nicholson, and Megan Young. "Indigena: Teaching case of IT Impact Sourcing." Journal of Information Technology Teaching Cases 9, no. 2 (2019): 64–71. http://dx.doi.org/10.1177/2043886919870547.

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This teaching case introduces the concept of Impact Sourcing, in the context of global IT outsourcing. While IT outsourcing is a well-established management technique, with a history of at least 30 years, Impact Sourcing is a relatively new concept, conceptualized by the Rockefeller Foundation in 2011 and recently defined by the Global Impact Sourcing Coalition. To summarize this case, a First Nations band collaborated with a successful global outsourcing firm, Accenture, to establish Indigena, a Canadian-based impact-sourcing enterprise. Indigena found it difficult to attract, hire and retain

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42

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 eith

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43

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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44

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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45

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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46

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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47

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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48

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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49

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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50

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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