From Buyer to Integrator: The Transformation of the Supply‐chain Manager in the Vertically Disintegrating Firm

Abstract

Using case study data, we describe how a large personal computer manufacturer changed its supply‐chain management strategy after outsourcing the majority of its design and manufacturing activities to a network of focused suppliers. To cope with this new structure, the firm created highly skilled generalists, “supply‐chain integrators,” who coordinate product development, marketing, production, and logistics from product concept to delivery across firm boundaries. We particularly focus on the skill‐set that characterizes these integrators. Finally, we use the case evidence, combined with previous theory, to suggest a specific program of research into coordinating product development across disaggregated supply chains.

Global Knowledge and Creativity: New Challenges for Firms and Regions

“…The company collaborates with suppliers, competitors, scientists, entrepreneurs, and others (that is, connecting), systematically scanning the world for proven technologies, packages, and products that Procter & Gamble can improve, scale up, and market (that is, developing), either on its own or in partnership with other companies. To integrate effectively, a company needs an array of skills, including both hard and soft skills, in project management, project evaluation, and complexity management (PARKER and ANDERSON, 2002). DODGSON et al (2006) suggest that C&D relies heavily on ICTs, which enable the exchange of distributed sources of information in the open innovation process.…”

Exploring the governance mechanisms of quasi-integration in buyer–supplier relationships

“…Second, most prior studies have adopted the TCA paradigm to explain the formation of quasi-integration (e.g., Buvik and Gronhaug, 2000;Parker and Anderson, 2002;Zaheer and Venkatraman, 1995). However, other theoretical perspectives could also be utilized for this purpose.…”

Trends in Service Sourcing Practices

“…This is not just a consequence of purchased goods becoming more complex, but also a consequence of the increasing recognition of the role of purchasing in the company as a whole (Parker and Andersson 2002). Existing staff are also trained to a greater extent than before.…”