Decomposing the effect of supplier development on relationship benefits: The role of relational capital

Processes and integration in the interaction of purchasing and marketing: Considering synergy and symbiosis

“…Against this backdrop, marketing acts as a driver in internal integration efforts (Achrol & Kotler, 1999). Similar, but slower, changes have occurred in the purchasing function and are characterized by a shift from exchange-of-goods transactions to more relational interactions (Blonska, Storey, Rozemeijer, Wetzels, & Ruyter, 2013;Sheth et al, 2009). As a slower responder to these environmental challenges, supply relationships are increasingly drawing on established marketing theory (Ellram & Carr, 1994).…”

“…Managerial approaches are classified by the level of transactionalism or relationalism that is evident within the organization (Blonska et al, 2013;Maurer, Bartsch, & Ebers, 2011;Sheth et al, 2009). Some managerial approaches are based on high interpersonal interaction, while others are transactional in nature with little interaction among counterparts.…”

Tactics at the category level of purchasing and supply management: sourcing levers, contingencies and performance

“…Relationship efforts may include supplier qualification, supplier incentives and relationship marketing. Supplier qualification includes investments into training suppliers, quality advice and site visits (Blonska et al, 2013;Krause and Scannell, 2002;Li et al, 2012a). Supplier incentives require less direct involvement and can be used to encourage suppliers' improvements through goal setting, supplier evaluation, rewards and certification (Blonska et al, 2013;Krause et al, 2007).…”

“…'Volume bundling', which refers to the consolidation of demand and (1) increasing the purchase volume for quotation (Karjalainen, 2011;Prince et al, 2013;Schoenherr and Mabert, 2008); 'Price evaluation', which refers to forming price targets and analysing (2) suppliers' bids and cost structures (Ellram, 1996;Newman and Krehbiel, 2007;Romano and Formentini, 2012); 'Extension of supply base', pertaining to increasing the number of (3) sources and bidders per request for quotation to raise bargaining power (Caniëls and Gelderman, 2007;Lonsdale, 2001;McMillan, 1990); 'Product optimisation', referring to modifications to the design, functions (4) and materials of the purchased items (Handfield et al, 1999;Khan et al, 2008;Luo et al, 2011;McGinnis and Vallopra, 1999;Smith, 1999;Wagner, 2012); 'Process optimisation', which refers to efficient and effective processes (5) related to the buyer-seller interfaces (Foster Jr et al, 2011;Labro, 2006;Manrodt and Vitasek, 2004;Quintens et al, 2006a); 'Optimisation of supply relationship', which pertains to establishing and (6) maintaining a long-term, mutually beneficial, privileged relationship between buyer and supplier (Adobor and McMullen, 2014;Blonska et al, 2013;Handfield et al, 2000;Hüttinger et al, 2012;Krause et al, 2007;Nagati and Rebolledo, 2013;Schiele et al, 2012a); and 'Category-spanning optimisation', which relates to balancing trade-offs (7) among multiple sourcing categories (e.g., design changes in a common platform) and adopting mutual approaches, applied by otherwise distinct sourcing teams (D...…”

“… 'Process optimisation' refers to efficient and effective processes related to buyer-seller interfaces (Foster Jr et al, 2011;Labro, 2006;Manrodt and Vitasek;Quintens et al, 2006a).  'Optimisation of supply relationship' refers to establishing and maintaining effective relationships between the buyer and suppliers in the market (Adobor and McMullen, 2014;Blonska et al, 2013;Handfield et al, 2000;Hüttinger et al, 2012;Krause et al, 2007;Nagati and Rebolledo, 2013;Schiele et al, 2012a;Wagner et al, 2002).  'Category-spanning optimisation' refers to balancing trade-offs between multiple sourcing categories (e.g., design changes in a common platform) and enforcing mutual approaches among otherwise distinct sourcing teams (Driedonks, 2010;Schiele, 2007;Schumacher et al, 2008;Thomas et al, 2014).…”