PIM Ch 1

2002

B-to-B Electronic Marketplaces, 2002

International Journal of Purchasing and Materials Management, 1996

... alliances • An emphasis on implementing alliance purchasing agreements 2. Total QualityPurchasing Management • The use of total quality management (TQM) principles • Increased technical qualifications of purchasing employees • Material and service needs forecasting • A ...

International Journal of Research and Innovation in Social Science, 2020

The profit potentials of a manufacturing firm through an efficient and effective supplier selection process of the purchasing function is high and guaranteed. Profit is the ultimate goal of shareholders in establishing business enterprises. This paper attempt to examine supplier selection a strategic tool of the purchasing function and its role in profit maximization. The authors discussed three dimensions of supplier selection such as negotiation, competitive bidding, and constrains in the contemporary supplier selection process. Since purchasing function is responsible for controlling a dominant share of the company's revenue. The authors, therefore, recommend that it should be the duty of the purchasing personnel to negotiate, select supplier(s) and execute all company commitments within the purchasing framework to get the optimal profit — right quality at the lowest cost, to develop the satisfactory supply chain and maintain good partnering relationships with suppliers. Thus, to maximize profit, manufacturing firms in Nigeria should adopt a well-organized and functional purchasing systems where the supplier selection process is handled by highly qualified professionals in line with the purchasing ethics, principles, and practice. Keywords: Supplier Selection, Strategic tool, Purchasing, Profit maximizatio...

2014

Companies can select from different purchasing orientations in relation to how they manage their supplier relationships, what supplier selection criteria they use, and how many suppliers they employs for a specific product. One of the most commonly used categorizations divides the purchasing orientations into buying orientation, procurement orientation, and supply management orientation. This research concerns purchasing orientation. More precisely, the study focuses on the effects and implications of purchasing orientation on purchasing manager profile, company characteristics, and the criteria that companies employ in selecting their suppliers. The study analyzed the responses of 85 Finnish purchasing managers working in a businessto-business environment. The overall results show that reliability is ranked as the most critical supplier selection criterion among purchasing managers. Managers who emphasized low purchasing prices were significantly less interested in the reliability ...

Purpose – Purchasing has emerged as a key source of competitive advantage. This paper aims to explore how different purchasing strategies are connected to complex supply relationships and to the goal of purchasing. Design/methodology/approach – The study draws on the literature on industrial network theory and industrial buying behaviour. Findings – The contribution describes six types of purchasing strategies that firms exert. These strategies depend on the complexity of supply relationships and the buyer's purchasing goal. Conventional products and services are bought through transactional exchange relationships, whereas strategically important items are purchased through intentional supply networks. Practical implications – Purchasing strategies of a firm emphasise either efficiency or effectiveness of operation. The type of exchange varies according to the nature of supply relationships: it is either transactional or relational. A key implication for managers is that they should recognise the goal of buying, the strategic importance of the object of purchasing, and choose accordingly between the different types of supplier structures. Originality/value – The paper shows that firms' purchasing strategies depend on the nature of their supply relationships and the motive for purchasing. Different strategies emphasise different aspects and events that ultimately manifest themselves in the firms' business models.

International Journal of Integrated Supply Management, 2012

International Journal of Procurement Management, 2012

International Journal of Physical Distribution & Logistics Management, 2006

PurposeTo analyze the impact of supplier selection and buyer‐supplier engagement on the performance benefits attributable to buyer‐supplier relationships, and the effect of these benefits on broader measures of buyer performance.Design/methodology/approachAnalysis is conducted using a structural equation model using survey data.FindingsResults demonstrate the positive influence of engagement and supplier selection on relationship performance. They also demonstrate that the success of the relationship directly and positively affects buyer performance.Research limitations/implicationsAdditional analysis is required to examine whether the results hold for specific industry or purchase scenarios, and to identify other dimensions of the constructs of interest.Practical implicationsBuyers should pay attention to selecting the right suppliers and developing the infrastructure that will enable successful buyer‐supplier relationships.Originality/valueThe paper provides empirical evidence of ...