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Journal articles on the topic 'Sourcing Strategy'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Ishii, Ryuta, Hidetoshi Shiroishi, and Akinori Ono. "A Dual Sourcing Strategy:." Japan Marketing Journal 40, no. 2 (2020): 83–93. http://dx.doi.org/10.7222/marketing.2020.051.

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2

Ramsay, J., and I. Wilson. "Sourcing/Contracting Strategy Selection." International Journal of Operations & Production Management 10, no. 8 (1990): 19–28. http://dx.doi.org/10.1108/01443579010005100.

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3

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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4

Jensen, Per Anker. "Strategic sourcing and procurement of facilities management services." Journal of Global Operations and Strategic Sourcing 10, no. 2 (2017): 138–58. http://dx.doi.org/10.1108/jgoss-10-2016-0029.

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Purpose The purpose of this paper is to provide insights into strategic sourcing concerning facilities management (FM) and how it can contribute to a sourcing decision that combines the benefits of internal and external provision with consideration of business risk and cost. Design/methodology/approach The paper investigates a strategic sourcing and procurement process in a large public organisation in Denmark based on participating in internal meetings, a workshop, document studies and interviews. The process is compared to a new ISO standard with guidance on strategic sourcing and developmen

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5

Freytag, Per V., and Lone Kirk. "Continuous strategic sourcing." Journal of Purchasing and Supply Management 9, no. 3 (2003): 135–50. http://dx.doi.org/10.1016/s1478-4092(03)00006-2.

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6

Ventovuori, Tomi. "ELEMENTS OF SOURCING STRATEGIES IN FM SERVICES - A MULTIPLE CASE STUDY." International Journal of Strategic Property Management 10, no. 4 (2006): 249–67. http://dx.doi.org/10.3846/1648715x.2006.9637556.

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The aim of this paper is to identify the different elements of the sourcing strategy decision‐making process and to clarify what are the factors that lead to the selection of a certain sourcing strategy in FM services. The study is based on a literature review and a multiple case study, which was conducted with four organizations representing different types of FM service clients. To find the optimal sourcing strategy and understand the consequences of different sourcing options, five decision categories must be analysed: sourcing interface, organizational decision‐making, the scope of service

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7

Liu, Hong, and Peter J. McGoldrick. "International Retail Sourcing: Trend, Nature, and Process." Journal of International Marketing 4, no. 4 (1996): 9–33. http://dx.doi.org/10.1177/1069031x9600400403.

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Despite substantial research on international sourcing by manufacturers and the rapid development of international sourcing channels by retailers, both conceptual and empirical studies on international retail sourcing have been few and far between. This article examines current trends of international retail sourcing and draws distinctions between international sourcing by manufacturers and international sourcing by retailers. Drawing upon the disciplines of business strategy, economics, and organizational behavior, it develops a framework for international retail sourcing that links the conte

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8

Chen, Jingxian. "Sourcing for Quality: Cooperating with a Single Supplier or Developing Two Competing Suppliers?" Mathematical Problems in Engineering 2016 (2016): 1–13. http://dx.doi.org/10.1155/2016/3040343.

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Supplier efforts regarding product quality are an important issue in outsourcing and play a critical role in a manufacturer’s choice of sourcing strategy. Consider a manufacturer that wants to outsource the manufacturing of two substitute products to external suppliers. This paper studies the strategic interactions under two sourcing strategies: single and dual sourcing. A four-stage noncooperative game model is established to describe each member’s decisions. We further propose four decision scenarios: single sourcing with and without manufacturer quality investment sharing and dual sourcing

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9

Bagul, Avinash Dinkarrao, and Indrajit Mukherjee. "Centralized vs decentralized sourcing strategy for multi-tier automotive supply network." International Journal of Productivity and Performance Management 68, no. 3 (2019): 578–607. http://dx.doi.org/10.1108/ijppm-02-2018-0083.

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Purpose Multiple stages of procurement for a product in a supply chain (SC) altogether form a “multi-Tier” supply network. The purpose of this paper is to develop and verify a systematic solution approach to ascertain the realistic cost advantage of a coordinated centralized sourcing strategy as compared to an isolated decentralized sourcing strategy for a multi-tier supply network under demand uncertainty. Design/methodology/approach The proposed systematic solution approach consists of seven steps to compare and contrast the cost advantage of a centralized coordinated sourcing strategy over

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10

Soh, Khai Ying, Shirley Jin Lin Chua, Azlan Shah Ali, Cheong Peng Au-Yong, and Anuar Alias. "Relationship between building maintenance sourcing strategy selection factors and performance." Journal of Facilities Management 17, no. 2 (2019): 157–74. http://dx.doi.org/10.1108/jfm-04-2018-0026.

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Purpose The building maintenance management becomes more complicated nowadays, with several sourcing strategies springing up for building maintenance work provisions. Various studies demonstrate that the selection factors and performance measurements are both essential aspects in determining and evaluating the sourcing strategy for building maintenance management. Thus, the purpose of this paper is to examine the relationships between the selection factors and performance measurements of sourcing strategy. Design/methodology/approach The paper targeted to evaluate and analyse the perceptions o

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11

Pearce, Chris. "Sequoia Sourcing - Deriving a Technology Strategy." IFAC Proceedings Volumes 33, no. 24 (2000): 1–5. http://dx.doi.org/10.1016/s1474-6670(17)36859-3.

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12

Lowson, Robert H. "Offshore sourcing: An optimal operational strategy?" Business Horizons 44, no. 6 (2001): 61–66. http://dx.doi.org/10.1016/s0007-6813(01)80074-4.

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13

Eltantawy, Reham A., and Larry Giunipero. "An empirical examination of strategic sourcing dominant logic: Strategic sourcing centricity." Journal of Purchasing and Supply Management 19, no. 4 (2013): 215–26. http://dx.doi.org/10.1016/j.pursup.2013.07.001.

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14

Ribas, Imma, Amaia Lusa, and Albert Corominas. "Multi-step process for selecting strategic sourcing options when designing supply chains." Journal of Industrial Engineering and Management 14, no. 3 (2021): 477. http://dx.doi.org/10.3926/jiem.3391.

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Purpose: This paper, devoted to the selection of strategic sourcing options as a part of the supply chain design, aims to provide supply chain designers with guidelines for selecting the best strategic sourcing option for each item (i.e., products, modules, parts and services).Design/methodology/approach: The study is based on a review of the literature on sourcing options, buyer-supplier relationships, factors and criteria to select a sourcing strategy as well as the authors experience in this field.Findings: We propose a multi-step process by considering the three dimensions of the strategic

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15

Huma, Sehrish, Waqar Ahmed, and Arsalan Najmi. "Understanding the impact of supply-side decisions and practices on supply risk management." Benchmarking: An International Journal 27, no. 5 (2020): 1769–92. http://dx.doi.org/10.1108/bij-06-2019-0272.

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PurposeIn the era of market turbulence, sourcing specialists consistently face challenges to keep the availability of the material efficiently and effectively without any disruption. Sourcing strategies and planning have a huge impact on procurement performance. The purpose of this paper is to examine the relationships among different sourcing strategies and supply risk management and performance and additionally, the role of procurement practices in different strategic settings.Design/methodology/approachThis is empirical research that collected data gathered from 223 procurement specialists

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16

Driedonks, Boudewijn A., Josette M. P. Gevers, and Arjan J. van Weele. "Success factors for sourcing teams: How to foster sourcing team effectiveness." European Management Journal 32, no. 2 (2014): 288–304. http://dx.doi.org/10.1016/j.emj.2013.01.009.

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17

Xie, Jiaping, Lihong Wei, Weisi Zhang, Yu Xia, and Jing Li. "A Responsive Pricing Grid Operator Sourcing from Competing Generators under Uncertain Supply and Demand." Sustainability 11, no. 15 (2019): 4061. http://dx.doi.org/10.3390/su11154061.

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Electricity supply chains involve more sources of uncertainty than typical production and manufacturing supply chains, owing to the intermittent nature of renewable energy generation. Therefore, it is critical but challenging to mitigate supply disruption risks by improving management methods. The extant literature has mainly investigated the sourcing strategies of manufacturers with price-taking suppliers. Where there is an option to source from multiple generators, including regular but unreliable generators and reliable backup generators, a flexible sourcing strategy is usually regarded as

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18

Lowson, R. H. "Apparel Sourcing Offshore: An Optimal Operational Strategy?" Journal of the Textile Institute 93, no. 3 (2002): 15–24. http://dx.doi.org/10.1080/00405000208658355.

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19

Gottfredson, Mark, and Stephen Phillips. "A sourcing strategy for enhancing core capabilities." Strategy & Leadership 33, no. 6 (2005): 48–49. http://dx.doi.org/10.1108/10878570510631675.

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20

Baukal Jr, Charles E. "A strategy for sourcing continuing engineering education." International Journal of Training and Development 16, no. 4 (2012): 284–89. http://dx.doi.org/10.1111/j.1468-2419.2012.00408.x.

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21

Mukherjee, Arijit, and Yingyi Tsai. "Multi-sourcing as an entry deterrence strategy." International Review of Economics & Finance 25 (January 2013): 108–12. http://dx.doi.org/10.1016/j.iref.2012.04.003.

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22

Kotabe, Masaaki, and Janet Y. Murray. "Global sourcing strategy and sustainable competitive advantage." Industrial Marketing Management 33, no. 1 (2004): 7–14. http://dx.doi.org/10.1016/j.indmarman.2003.08.004.

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23

Park, Woo-Yong. "Managing hazards of the make-buy decision in the face of radical technological change." Industrial Management & Data Systems 118, no. 7 (2018): 1345–64. http://dx.doi.org/10.1108/imds-12-2016-0542.

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Purpose The purpose of this paper is to consider the management of hazards arising from the make-buy choice in the face of radical technological change. This sourcing choice can lead to distinctive exchange and hierarchical hazards. This study’s main interest is in investigating the research question “How can firms reduce those distinctive exchange and hierarchical hazards arising from the make-buy sourcing strategy when dealing with radical technological change?” Design/methodology/approach The author develops hypotheses that the in-house retention of outsourced component knowledge will likel

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24

Sumarsono, Sumarsono, and Nur Muflihah. "PENENTUAN STRATEGI RANTAI PASOK UMKM YANG KOMPETITIF BERDASARKAN LOGISTICAL-CROSSFUNCTIONAL DRIVERS: STUDI KASUS UMKM DI KABUPATEN JOMBANG – JAWA TIMUR." J@ti Undip : Jurnal Teknik Industri 16, no. 1 (2021): 42–55. http://dx.doi.org/10.14710/jati.16.1.42-55.

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Pengembangan UMKM diperlukan, dengan cara penentuan strategi rantai pasok kompetitif. Penelitian ini bertujuan menentukan strategi rantai pasok UMKM yang kompetitif, dengan menganalisis kebaikan hasil prediksi, kemudian mengidentifikasi strategi kompetitif dari aspek fasilitas, inventori, transportasi (logistical drivers) dan dari aspek informasi, sourcing, pricing (crossfunctional drivers). Selanjutnya menganalis pengaruh tiap aspek tersebut terhadap strategi rantai pasok UMKM kompetitif. Desain penelitian menggunakan desain kuantitatif analitik, dengan data penelitian hasil survei dengan tek

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25

Yu, Ui-Jeen, and Ji-Hyun Kim. "Financial productivity issues of offshore and “Made-in-USA” through reshoring." Journal of Fashion Marketing and Management: An International Journal 22, no. 3 (2018): 317–34. http://dx.doi.org/10.1108/jfmm-12-2017-0136.

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Purpose The purpose of this paper is to examine merchandise performance-based financial productivity of offshore vs reshore sourcing scenarios for fashion/seasonal products with higher demand uncertainty, using computer simulation software. Design/methodology/approach Using Sourcing SimulatorTM, the researchers generated a data set of 530 simulations concerning merchandising performance measures for offshore and reshore sourcing scenarios. Analysis of covariance was conducted for data analysis. Findings Results show financial productivity differs, depending on a sourcing decision between offsh

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26

Lin, Feng, Jinzhao Shi, Peng Wu, and Xingxuan Zhuo. "Retailer’s Optimal Procurement Strategy under Supply Disruption and Stochastic Demand: Backup Sourcing or Simultaneous Sourcing." Complexity 2020 (August 28, 2020): 1–15. http://dx.doi.org/10.1155/2020/9612648.

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Practically, supply disruption may lead production process to entirely halt (completely disrupted) or the output to differ in the order size (partially disrupted), which makes it more difficult for the retailer to satisfy stochastic market demand. Under the circumstance, the retailer is likely to procure products from two suppliers to effectively alleviate the demand-supply mismatches. Thus, under supply disruption and stochastic demand, this paper develops both backup sourcing and simultaneous sourcing (SS) strategies to analyze the retailer’s performance, where backup sourcing includes whole

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27

Min, Hokey, and Seok-Beom Choi. "Green sourcing practices in Korea." Management Research Review 43, no. 1 (2019): 1–18. http://dx.doi.org/10.1108/mrr-11-2018-0446.

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Purpose Based on the empirical findings from a survey of Korean firms with greater environmental risks, this paper aims to identify variables that either promote or inhibit the successful implementation of green sourcing strategy and to evaluate the effects of green sourcing on the firm’s supplier selection, waste management, packaging and regulatory compliance. Design/methodology/approach To help multinational firms configure an environmentally conscious (green) sourcing strategy, this paper conducted a mail-questionnaire survey and then analyzed the survey results obtained from more than 300

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28

Dong, Binwei, Wansheng Tang, and Chi Zhou. "Strategic sourcing under recall loss sharing and product quality investment." RAIRO - Operations Research 54, no. 4 (2020): 1133–60. http://dx.doi.org/10.1051/ro/2019053.

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Product recall has been a widespread practical operation risk in the production outsourcing. To remit even avoid product recall risk, this paper considers a two-echelon supply chain where the original equipment manufacturer (OEM) orders a critical component from one or two contract manufacturers (CMs) and uses it to produce finished product with potential quality defect. The CMs can decide investment level to reduce defect possibility and share recall loss with the OEM once product recall is implemented. When the recall loss sharing rate is fixed, the OEM may adopt the single sourcing strategy

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29

Cox, Andrew. "Sourcing portfolio analysis and power positioning: towards a “paradigm shift” in category management and strategic sourcing." Supply Chain Management: An International Journal 20, no. 6 (2015): 717–36. http://dx.doi.org/10.1108/scm-06-2015-0226.

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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

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30

Kim, Hyunseob, and Jaideep Anand. "Effective Knowledge Sourcing Strategy for Reducing Technological Gaps." Academy of Management Proceedings 2017, no. 1 (2017): 16499. http://dx.doi.org/10.5465/ambpp.2017.16499abstract.

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31

ALLRED, BRENT B., and K. SCOTT SWAN. "PROCESS TECHNOLOGY SOURCING STRATEGY ACROSS PRODUCT TECHNOLOGY CONTEXTS." Academy of Management Proceedings 2003, no. 1 (2003): I1—I6. http://dx.doi.org/10.5465/ambpp.2003.13792218.

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32

Petersen, Kenneth J., David J. Prayer, and Thomas V. Scannell. "An Empirical Investigation of Global Sourcing Strategy Effectiveness." Journal of Supply Chain Management 36, no. 2 (2000): 29–38. http://dx.doi.org/10.1111/j.1745-493x.2000.tb00075.x.

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33

Handfield, Robert B. "The Impact of Energy Deregulation on Sourcing Strategy." Journal of Supply Chain Management 40, no. 2 (2004): 38–48. http://dx.doi.org/10.1111/j.1745-493x.2004.tb00168.x.

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34

Tsai, W. C. "A dynamic sourcing strategy considering supply disruption risks." International Journal of Production Research 54, no. 7 (2016): 2170–84. http://dx.doi.org/10.1080/00207543.2015.1129465.

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35

Koch, Stefan. "Open source as a sourcing strategy for corporations." International Journal of Business Innovation and Research 5, no. 1 (2011): 1. http://dx.doi.org/10.1504/ijbir.2011.037253.

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36

Freytag, Per V. "The Firm's Sourcing Strategy: The Importance of Culture." Journal of Customer Behaviour 3, no. 3 (2004): 257–80. http://dx.doi.org/10.1362/147539204323366390.

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37

Krzeminska, Anna, Glenn Hoetker, and Thomas Mellewigt. "Reconceptualizing plural sourcing." Strategic Management Journal 34, no. 13 (2013): 1614–27. http://dx.doi.org/10.1002/smj.2062.

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38

Hou, Jing, and Lijun Sun. "Backup Sourcing Decisions for Coping with Supply Disruptions under Long-Term Horizons." Discrete Dynamics in Nature and Society 2016 (2016): 1–16. http://dx.doi.org/10.1155/2016/6716058.

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This paper studies a buyer’s inventory control problem under a long-term horizon. The buyer has one major supplier that is prone to disruption risks and one backup supplier with higher wholesale price. Two kinds of sourcing methods are available for the buyer: single sourcing with/without contingent supply and dual sourcing. In contingent sourcing, the backup supplier is capacitated and/or has yield uncertainty, whereas in dual sourcing the backup supplier has an incentive to offer output flexibility during disrupted periods. The buyer’s expected cost functions and the optimal base-stock level

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39

Moon, Karen Ka-Leung, Fung-Yi Tam, Mei-Mei Lau, and Jimmy M. T. Chang. "Production Outsourcing: Perspectives from Small and Medium-sized Enterprises." Research Journal of Textile and Apparel 18, no. 2 (2014): 65–83. http://dx.doi.org/10.1108/rjta-18-02-2014-b009.

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Given the intense international competition brought on by globalisation, an organization's profit is largely determined by how it leverages its internal and external resources. This paper studies the production sourcing strategies adopted by the small and medium-sized enterprises (SMEs) in the clothing industry together with their motivations for outsourcing, adoption of buyer-seller relationships, and satisfaction with their production sourcing performance. A conceptual framework was developed from the literature and tested using a questionnaire survey. Quantitative analysis showed that motiv

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40

Che, Tong, Zijing Wu, Yaoyu Wang, and Rui Yang. "Impacts of knowledge sourcing on employee innovation: the moderating effect of information transparency." Journal of Knowledge Management 23, no. 2 (2019): 221–39. http://dx.doi.org/10.1108/jkm-11-2017-0554.

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PurposeInnovation is the combination of idea generation and idea implementation. Sourcing relevant and credible external knowledge is critical for individuals to generate new feasible ideas and reduce the uncertainty of implementation. The purpose of this study is to investigate the effects of knowledge sourcing on employee’s innovations behavior.Design/methodology/approachThe data were collected by paper-based survey in four Chinese companies’ R&D departments and consisted of 569 valid responses. Structure equitation modeling method was used to test the hypotheses.FindingsThe results indi

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41

Bhaduri, Gargi. "Influence of consumers’ brand expectations on apparel brands’ US-based sourcing strategy." Journal of Consumer Marketing 34, no. 1 (2017): 74–83. http://dx.doi.org/10.1108/jcm-11-2015-1620.

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Purpose This study aims to understand how consumers evaluate Made in USA messages that are congruent/incongruent to consumers’ prior expectations about the brand’s US-based sourcing initiatives. Design/methodology/approach Two separate studies were conducted. Online experiment was designed implementing both message and treatment variance to increase internal and external validity of the study. Data collected from two distinct samples were analyzed using MANOVA and ANOVA. Findings Findings from Study 1 indicated that consumers’ perceived message credibility, attitude toward message and attitude

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42

Murray, Janet Y., Masaaki Kotabe, and Albert R. Wildt. "Strategic and Financial Performance Implications of Global Sourcing Strategy: A Contingency Analysis." Journal of International Business Studies 26, no. 1 (1995): 181–202. http://dx.doi.org/10.1057/palgrave.jibs.8490171.

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43

Guercini, Simone. "Matching format strategy and sourcing strategy in clothing retail: a conceptual representation." International Journal of Process Management and Benchmarking 2, no. 3 (2008): 185. http://dx.doi.org/10.1504/ijpmb.2008.017959.

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44

Mols, Niels Peter. "Economic explanations for concurrent sourcing." Journal of Purchasing and Supply Management 16, no. 1 (2010): 61–69. http://dx.doi.org/10.1016/j.pursup.2009.09.001.

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45

Жернакова, Marina ZHyernakova, Вострова, and A. Vostrova. "Matrix Models of Resource Selection Strategy in Crisis Management." Administration 4, no. 4 (2016): 86–90. http://dx.doi.org/10.12737/22794.

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46

Kotabe, Masaaki, and Preet S. Aulakh. "An optimal level of technology reliance on foreign partners in a global sourcing partnership: components procurement, technology management and market performance." Revista de Administração de Empresas 36, no. 4 (1996): 20–33. http://dx.doi.org/10.1590/s0034-75901996000400003.

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Existing studies on global sourcing strategy have implicitly adopted a cJosed-systems perspective in which sourcing activities are managed within a multinational company across national boundaries. Produd and process innovations and components procurement that are jointly managed by a consortium of cooperating firms have not been examined. In this paper, we empiricallyexamine the issues concerning sourcing partnerships in an open-systems perspective. Findings suggest that even in a sourcing partnership arrangement with a foreign supplier, the principal firm's ability to procure and control the

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47

Li, Cuihong, and Laurens G. Debo. "Second Sourcing vs. Sole Sourcing with Capacity Investment and Asymmetric Information." Manufacturing & Service Operations Management 11, no. 3 (2009): 448–70. http://dx.doi.org/10.1287/msom.1080.0232.

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48

Cherian, Tisha Meriam, Shanmugam Munuswamy, and K. Mohamed Jasim. "Strategic sourcing: An empirical study among Indian construction retailers." International Journal of Construction Supply Chain Management 11, no. 1 (2021): 34–48. http://dx.doi.org/10.14424/ijcscm110121-34-48.

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The Indian retail industry is an emerging sector particularly in the construction segment. Retailers play a major role in sourcing of construction materials. This paper aims to identify the factors responsible for strategic sourcing and to find the influence between them for effective business transactions among construction material retailers in India. Primary data was collected using a structured questionnaire and an adequate sample of 330 responses were obtained from the targeted respondents using convenient sampling method. Following statistical tests for validity and reliability, Structur

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49

Bozarth, Cecil, Robert Handfield, and Ajay Das. "Stages of global sourcing strategy evolution: an exploratory study." Journal of Operations Management 16, no. 2-3 (1998): 241–55. http://dx.doi.org/10.1016/s0272-6963(97)00040-5.

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50

Zullo, Roland. "In-sourcing as a Strategy for Reclaiming Union Work." Labor Studies Journal 29, no. 1 (2004): 91–108. http://dx.doi.org/10.1177/0160449x0402900106.

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