Allied groups on the road to complex networks

Zentes, Joachim; Swoboda, Bernhard

doi:10.1016/s0160-791x(99)00040-8

Cited by 24 publications

(31 citation statements)

References 5 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Fundamental for competition, and hence a foundation for strategic strengths and weaknesses, is the creation of economies of scale and scope. In fact, a major driver for the existence of retail purchasing groups is to create economies of scale and scope in above all purchasing, but also other company functions such as merchandise management, accounting, financing, personnel training and education (Zentes and Swoboda, 2000). According to Chandler (1990) economies of scale could be gained by producing or distributing an increased volume of a unit, which results in a reduction of unit cost.…”

Section: Strategic Strengths and Weaknesses Of Retail Purchasing Groupsmentioning

confidence: 99%

See 1 more Smart Citation

Exploring strategic strengths and weaknesses of retail purchasing groups

Sandberg

Mena

2014

The International Review of Retail, Distribution and Consumer R

View full text Add to dashboard Cite

Retail purchasing groups consist of small, independent, specialised stores that join together and collaborate on purchasing and other areas. In comparison to large-scale corporate retail chains, often labelled mega-retailers, retail purchasing groups are based on collaborative external integration between a central unit and the independent, local dealers. The overall purpose of this research is to explore the specific characteristics that underscore a retail purchasing group. The paper has two research questions: (1) What are the strengths and weaknesses of a supply chain structure based on external integration?, and (2) In what areas is the purchasing groups' ownership structure particularly advantageous in comparison to the mega-retailers' vertically integrated organisations? This exploratory research is empirically grounded in a case study of two Swedish purchasing groups. The paper argues that under certain market conditions, a decentralised supply chain, which relies on collaborative external relationships, can provide a competitive alternative to a more traditional centralised structure. The paper elaborate three areas where the structure is particularly advantageous: (1) servicebased competition in an industry otherwise focused on cost leadership, (2) indepth understanding of local conditions and presence, and (3) the ability to incorporate entrepreneurial strengths and innovations in the supply chain.

show abstract

Section: Strategic Strengths and Weaknesses Of Retail Purchasing Groupsmentioning

confidence: 99%

“…such as retail shop design, product range, and store concepts. In retail purchasing groups, an additional level is added in the supply chain, which results in more complex and longer decision-making processes (Zentes and Swoboda, 2000).…”

Section: Strategic Strengths and Weaknesses Of Retail Purchasing Groupsmentioning

confidence: 99%

Exploring strategic strengths and weaknesses of retail purchasing groups

Sandberg

Mena

2014

The International Review of Retail, Distribution and Consumer R

View full text Add to dashboard Cite

show abstract

“…The history of such coalitions can be traced back to the late In 1999, more than seventy percent of all hospital purchases in the United States were made through group-buying contracts (Muse & Associates 2000). Today, group-buying coalitions can be found in many industries concerned with the purchase of raw materials and supplies (Zentes and Swoboda 2000).…”

Section: History Of Online Group-buyingmentioning

confidence: 99%

A Core Broking Model for E-Markets

Sun

Odetayo

Iqbal

et al. 2012

2012 International Conference on Cyber-Enabled Distributed Computing and Knowledge Discovery

View full text Add to dashboard Cite

“…The first healthcare GPO was created in 1910 by the Hospital Bureau of New York. Today, purchasing coalitions can be seen in virtually every sector spanning health care (Doucette 1997, Mitchell 2002, education (Doucette 1997), retail (Zentes andSwoboda 2000, Dana 2006), etc. A study by Hendrick (1997) shows that in the U.S. about 20% of firms belong to some purchasing consortia, and this trend is rapidly increasing (Major 1997).…”

Section: Introductionmentioning

confidence: 99%