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Lean Thinking
- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
- ISSN
- 1359-8546
- DOI
- 10.1108/13598540410560793
- Publisher site
- See Article on Publisher Site
Abstract
This paper argues that supply chain management sourcing strategies are unlikely to be implemented successfully by many organisations because of a lack of internal buy‐in and non‐conducive external power regime structures. Furthermore, the paper contends that many of those arguing the case for “win‐win” outcomes from buyer and supplier relationship management fail to properly define or conceptualise what the concept of mutuality means. The paper contends that mutuality and the search for value capture (profitability) are not fully commensurable in business relationships, but that, since “win‐win” is not an absolute but a variable concept, business relationships can be aligned even when unequal exchange and tension exists between buyers and suppliers. The paper also demonstrates that under some circumstances “win‐lose” can be a preferable outcome than “win‐win” for buyers and suppliers managing business relationships.
Journal
Supply Chain Management An International Journal – Emerald Publishing
Published: Dec 1, 2004
Keywords: Buyer‐seller relationships; Sourcing; Business‐to‐business marketing