A Strategic Approach to Managing Buyer‐Seller Relationships

Krapfel, Robert E.; Salmond, Deborah J.; Spekman, Robert E.

doi:10.1108/eum0000000000622

Cited by 175 publications

(129 citation statements)

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“…Other portfolio models have been developed since then, focusing on clients (e.g., Turnbull & Zolkiewski, 1997), on suppliers (e.g., Olsen & Ellram, 1997;Bensaou, 1999;Nellore & Söderquist, 2000;Hartmann, Ritter, & Gemünden, 2001;Gelderman & van Weele, 2002) or generally on business relationships (Krapfel, Salmond, & Spekman, 1991;Zolkiewski & Turnbull, 2000). These matrix models vary in terms of the factors, factor weights, or number of analysis steps.…”

Section: Understanding and Managing Supplier Network As Portfoliosmentioning

confidence: 99%

Managing interdependencies in supplier networks

Roseira

Brito

Henneberg

2010

Industrial Marketing Management

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a b s t r a c t a r t i c l e i n f oBuilding and managing a supplier base has been referred to in the literature as a key aspect of supplier management. Scholars have proposed a number of models aimed at enhancing the effectiveness of supplier network management, mainly based on a portfolio approach. In the IMP tradition of research, those models are often criticized as they ignore the interdependencies between the different existing dyadic relationships of a focal buyer company and its suppliers. Such interdependencies are the main focus of this paper, which has four objectives: (1) To analyze the types of relationships linking suppliers, (2) to understand the factors and dynamics underlying the creation and management of these relationships (3) to uncover existing links between buyer-supplier and supplier-supplier relationships, and (4) to clarify how different configurations of supplier relationship interactions impact on the performance of the actors involved. The paper discusses two empirical case studies, using the supplier networks of two focal buyer companies. We find that supplier interdependencies are mainly a by-product of the buyer-supplier dyads. Furthermore, the nature and dynamics of these dyads are a strong determinant of the scope and frequency of supplier connections and the corresponding effects on performance.

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Section: Understanding and Managing Supplier Network As Portfoliosmentioning

confidence: 99%

Managing interdependencies in supplier networks

Roseira

Brito

Henneberg

2010

Industrial Marketing Management

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“…Shapiro et al (1987) focus on profitability and discuss both customer pricing behaviour and the "cost to serve" by offering a breakdown of the cost elements of overall profit into pre-sale, production, distribution and post-sale service costs. Krapfel et al (1991) offer an approach incorporating the breaking down of dependence into four contributing factors: criticality, quantity, replaceability and slack that they argue make up a construct they call "relationship value". One may infer that relationships with buyers involving lower levels of supplier dependence will be regarded as more attractive.…”

Section: Indirect Referencesmentioning

confidence: 99%

Organisational Supplying Behaviour: Understanding supplier needs, wants and preferences

Ramsay

Wagner

2009

Journal of Purchasing and Supply Management

105

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The overall objective of this research is to improve the P&SM field"s understanding of the behaviour of suppliers with a longer term view to improving the ability of all buyers to influence the behaviour of suppliers in ways that match the buyers" requirements and preferences. The research identifies forty-nine elements in buyers" purchase offerings, behaviours and characteristics that suppliers regard as important. These have been conceptualised as Sources of Supplier Value (SOSV). This paper seeks to establish a common vocabulary for describing supplier needs, wants and preferences and their impact on buyer attractiveness. In view of the current paucity of research and understanding in this subject area, the paper"s main contribution is a coherent theoretical framework, terminology and rationale for investigations into the phenomenon of Organisational Supplying Behaviour. Paper type: Notes and Debates

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“…These are typically two-dimensional matrices for classifying multiple relationships for the purpose of balancing relationship investment relative to relationship intensity, and for guiding firms in appropriate relationship development and management tasks (e.g. Krapfel et al, 1991;Bensaou, 1999;Wynstra and ten Pierick, 1999). Bensaou (1999) suggests that portfolio models can enable firms to better choose the types of relationships required under different sets of 'external contingencies' and how best to manage each relationship.…”

Section: Types Of Suppliers and Supplymentioning

confidence: 99%

Suppliers' opportunity enactment through the development of valuable capabilities

Philipsen¹,

Damgaard²,

Johnsen³

2007

Jnl of Bus & Indus Marketing

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Suppliers' opportunity enactment through the development of valuable capabilities AbstractPurpose -The contribution of this paper is the development and application of a theoretical framework to examine the connections between different types of suppliers, their capabilities and opportunities in customer relationships, and the illustration of these connections through the findings from empirical case studies of small and medium-sized suppliers in the metal industry in Denmark.Methodology/approach -Multiple case studies involving seventeen small and medium-sized suppliers within the Danish metal industry were undertaken.Findings -By focusing on the development of capabilities that are 'valuable' to customers in specific types of supply, small and medium-sized suppliers may improve their responses to opportunities in their customer relationships. Research limitations/implications -Further investigation is needed on the longer-termimpacts of valuable capabilities on opportunity enactment by suppliers, and the examination of key issues arising from these findings across different industries and countries.Practical implications -Small and medium-sized suppliers, their customers and government agencies involved with suppliers should advocate and actively support the development of valuable capabilities to enhance the effectiveness of suppliers' relationship and network strategies and their potential to seize opportunities.Originality/value -This study highlights that different types of suppliers require different types of current and future valuable capabilities to seize opportunities and sustain current customers or develop new customer relationships.

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A Strategic Approach to Managing Buyer‐Seller Relationships

Cited by 175 publications

References 0 publications

Managing interdependencies in supplier networks

Managing interdependencies in supplier networks

Organisational Supplying Behaviour: Understanding supplier needs, wants and preferences

Suppliers' opportunity enactment through the development of valuable capabilities

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