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Towards a multi‐dimensional approach to supply management: a comparative case study

Towards a multi‐dimensional approach to supply management: a comparative case study Purpose – The article aims at contributing to a better understanding of the interdependence between supply management and the strategic position of the buying firm. Design/methodology/approach – The research follows a qualitative analysis of two cases: Adira, a family‐owned manufacturer of machinery to cut steel, and Vulcano, a manufacturer of instantaneous house gas water‐heaters and boilers. Findings – The article finds that supply management decisions depend not only on the network position of the buying firm, but also on the network vision of its managers. Research limitations/implications – The study is based on two contrasting cases. Further research should develop and test the findings by using other cases and methodological approaches more quantitative in nature. Practical implications – The article has three major practical implications: supply management should integrate three levels of decisions: dyadic, portfolio and network decisions; supply management does not depend solely on firms' strategic positioning and strategies, but also on managers' network theory about the role and capabilities of suppliers; and “no strategy” can also be a strategy. Originality/value – The study was conducted on the basis of a multi‐dimensional model that integrates three levels of analysis: dyadic, portfolio and network. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business and Industrial Marketing Emerald Publishing

Towards a multi‐dimensional approach to supply management: a comparative case study

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References (21)

Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
0885-8624
DOI
10.1108/08858620710722842
Publisher site
See Article on Publisher Site

Abstract

Purpose – The article aims at contributing to a better understanding of the interdependence between supply management and the strategic position of the buying firm. Design/methodology/approach – The research follows a qualitative analysis of two cases: Adira, a family‐owned manufacturer of machinery to cut steel, and Vulcano, a manufacturer of instantaneous house gas water‐heaters and boilers. Findings – The article finds that supply management decisions depend not only on the network position of the buying firm, but also on the network vision of its managers. Research limitations/implications – The study is based on two contrasting cases. Further research should develop and test the findings by using other cases and methodological approaches more quantitative in nature. Practical implications – The article has three major practical implications: supply management should integrate three levels of decisions: dyadic, portfolio and network decisions; supply management does not depend solely on firms' strategic positioning and strategies, but also on managers' network theory about the role and capabilities of suppliers; and “no strategy” can also be a strategy. Originality/value – The study was conducted on the basis of a multi‐dimensional model that integrates three levels of analysis: dyadic, portfolio and network.

Journal

Journal of Business and Industrial Marketing – Emerald Publishing

Published: Feb 6, 2007

Keywords: Supply chain management; Buyer‐seller relationships; Networking

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