Barriers to the “key supplierization” of the firm

The reinforcing effect of a firm's customer orientation and supply-base orientation on performance

“…A firm's supply-base orientation refers to the degree to which a firm analyzes, plans, and controls interactions with suppliers (Corsten & Felde, 2005;Ivens, van de Vijver, & Vos, 2013;Pardo, Missirilian, Portier, & Salle, 2011). It helps firms improve supplier-related routines and processes to adequately respond to technological and customer changes (Rosenzweig, 2009).…”

Aligning Marketing and Purchasing for new value creation

“…Suggestions on how the M&P interface should be organized include the installment of key account managers (Homburg, Workman, & Jensen, 2002) or key supplier management (Pardo, Missirilian, Portier, & Salle, 2011). Also the link between the degree of centralization and the M&P interface has been studied: Kumar, Scheer, and Kotler (2000) for instance, suggest that combining functions like marketing and supplier management in one department might become beneficial for companies.…”

How purchasing departments facilitate organizational ambidexterity

“…In other cases. Purchasing is responsible for executing purchasing strategies, with KPIs derived from the corporate strategybut are dealing with influential suppliers whose real-time actions influence the corporate level (Pardo et al 2011). When the purchasing department predominantly is meant to contribute to the strategic level of OA and exploitation issues best reflect their organisational mandate, they struggle with innovation demands towards suppliers raised by other organisational departments in contact with the supplier (Adler, Goldoftas, and Levine 1999).…”