Is local sourcing out of fashion in the globalization era? Evidence from Italian mechanical industry

Tunisini, Annalisa; Bocconcelli, Roberta; Pagano, Alessandro

doi:10.1016/j.indmarman.2011.06.011

Cited by 33 publications

(17 citation statements)

References 35 publications

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“…Tunisini et al (2011) come to a similar conclusion. Firms should consider such an adoption carefully though, because it would require them to comply with the legal requirements of the region or the country in which the port is located (Bozarth et al, 1998).…”

Section: Discussionmentioning

confidence: 52%

“…When suppliers are scarce, buyers often lack any choice between local and global sourcing strategies; they simply sign long-term agreements with available suppliers and turn to single sourcing (Bozarth et al, 1998). Local sourcing and industrial clusters in particular have proven effective for enhancing suppliers' capabilities and skills, because of the proximity between suppliers and buyers (Tunisini et al, 2011). Holweg et al (2011) argue that firms are less likely to adopt a global sourcing model in the presence of uncertain demand, high customer service, high costs of expediting shipments, or more complex product manufacturing.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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How purchasing and supply management practices affect key success factors: the case of the offshore-wind supply chain

D’Amico

Mogre

Clarke³

et al. 2017

JBIM

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. (2017) 'How purchasing and supply management practices aect key success factors : the case of the oshore-wind supply chain.', Journal of business and industrial marketing., 32 (2). pp. 218-226. Further information on publisher's website:https://doi.org/10.1108/JBIM-10-2014-0210Publisher's copyright statement:This article is c Emerald Group Publishing and permission has been granted for this version to appear here http://dro.dur.ac.uk/17209/. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited. Additional information:Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. 2 ABSTRACTPurpose-In reference to the offshore-wind industry, this study shows that innovative purchasing and supply management practices can increase not only firm-but also industrylevel performance. This article also includes a description of the offshore-wind supply chain, which remains under studied in academic literature, despite increasing global development of offshore-wind farms.Design/Methodology/Approach-Offshore-wind farm projects employ more and larger turbines, which greatly increase the complexity of the supply chain. Innovative purchasing and supply management practices, designed to tackle this growing complexity, could help companies achieve the key success factors that define this industry. The evidence comes from real-world, offshore-wind farm projects, with the London Array farm as a principal example.Findings-Innovative purchasing and supply management practices include decisions to make or buy, contract forms and local-to-global sourcing. These practices affect the key success factors of the industry by increasing competition, capabilities, and control.Originality/value-Purchasing and supply management practices could affect industry-level performance. This article is among the first ones to provide an analysis of the offshore-wind supply chain and its evolution.

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Section: Discussionmentioning

confidence: 52%

Section: Theoretical Backgroundmentioning

confidence: 99%

How purchasing and supply management practices affect key success factors: the case of the offshore-wind supply chain

D’Amico

Mogre

Clarke³

et al. 2017

JBIM

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“…the local economy, local social community groups). In another context, the practice of workshop power is strategically seen to be developing local supply bases and suppliers; seen to be sourcing ethically sourced products and seen to be conforming to good practice and the rational actor (Tunisini, Bocconcelli & Pagano, 2011). That is, the power of institutional 'priming work' as both a signal and consequence of social embeddedness and control.…”

Section: Industrial Workhops As Cultural Performance Workmentioning

confidence: 99%

Institutional maintenance work and power preservation in business exchanges: Insights from industrial supplier workshops

Palmer

Simmons

Robinson

et al. 2015

Industrial Marketing Management

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Research Highlights:• Demonstrates how power is a property of institutional maintenance work.• Recognizes the significance of temporary industrial workshop settings for maintaining power.• Provides insights into how the work of institutional maintenance 'bears down' on buyer and seller exchanges.• Elucidates priming work activity and pressure specialist mechanisms for legitimation or relegitimation of roles and expectations.• Shows power intensification in the instituting and normalizing of distinct in-group market rules. 4Institutional maintenance work and power preservation in business exchanges: Insights from industrial supplier workshops Abstract This paper aims to offer new theoretical and empirical insights into power dynamics in an industrial supplier workshop setting. Theoretically, it advances an institutional perspective on supplier workshops as an important venue in managing, preserving and instituting industrial market power. Based on a detailed ethnographic analysis of an industrial workshop setting, this article investigates the institutional maintenance work of Retail Co. in preserving the power dynamics of market dominance in business exchanges and market structures. Our findings revealed three previously unreported insights into the subtle, but nonetheless pervasive power from institutional maintenance work in an industrial workshop setting. First, the institutional workshop work comprised a cultural performance; constituting socialization practice through a performance game, the power of numbers in field comprehension and an award ceremony. Second, the institutional workshop work mobilized projective agency, stipulating, directing and appealing for the instituting of distinct market rules and collective identities. Finally, the institutional workshop work increases supplier docility and utility via the regulative technologies-of-the-self to enhance business planning, operations and market decision-making practice, without necessarily being seen to be disciplinarian.

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“…), global provider industries, social, economic and technological changes, industry pressures, and national institutional configuration. Moreover, Tunisini et al (2011) conclude that local sourcing suppliers face strong competition, and companies change their international sourcing strategies; they use local suppliers with high flexibility, efficiency, production/delivery performance and knowledge/innovation capabilities. Schiele et al (2011) investigates savings realisation in global sourcing by executing 134 workshops with practitioners.…”

Section: Global Sourcingmentioning

confidence: 99%

Development of a risk-oriented strategic sourcing (ROSS) framework for the construction and electronics manufacturing industries

Kotula¹,

2014

Supply Management Research

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Strategic sourcing has increased in importance in recent years, and now plays an important role in companies' planning. The current volatility in supply markets means companies face multiple challenges involving lock-in situations, supplier bankruptcies or supply security issues. In addition, their exposure can increase due to natural disasters, as witnessed recently in the form of bird flu, volcanic ash and tsunamis. Therefore, the primary focus of this study is risk management in the context of strategic sourcing.The study presents a literature review on sourcing based on the 15 years from 1998-2012, and considers 131 academic articles. The literature describes strategic sourcing as a strategic, holistic process in managing supplier relationships, with a long-term focus on adding value to the company and realising competitive advantage. Few studies discovered the real risk impact and status of risk management in strategic sourcing, and evaluation across countries and industries was limited, with the construction sector particularly under-researched.This methodology is founded on a qualitative study of twenty cases across Germany and the United Kingdom from the construction sector and electronics manufacturing industries. While considering risk management in the context of strategic sourcing, the thesis takes into account six dimensions that cover trends in strategic sourcing, theoretical and practical sourcing models, risk management, supply and demand management, critical success factors and the strategic supplier evaluation.The study contributes in several ways. First, recent trends are traced and future needs identified across the research dimensions of countries, industries and companies. Second, it evaluates critical success factors in contemporary strategic sourcing. Third, it explores the application of theoretical and practical sourcing models in terms of effectiveness and sustainability. Fourth, based on the case study findings, a risk-oriented strategic sourcing framework and a model for strategic sourcing are developed. These are based on the validation of contemporary requirements and a critical evaluation of the existing situation. It contemplates the empirical findings and leads to a structured process to manage risk in strategic sourcing. The risk-oriented framework considers areas such as trends, corporate and sourcing strategy, critical success factors, strategic supplier selection criteria, risk assessment, reporting, strategy alignment and reporting. The proposed model highlights the essential dimensions in strategic sourcing and guides us to a new definition of strategic sourcing supported by this empirical study.

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Is local sourcing out of fashion in the globalization era? Evidence from Italian mechanical industry

Cited by 33 publications

References 35 publications

How purchasing and supply management practices affect key success factors: the case of the offshore-wind supply chain

How purchasing and supply management practices affect key success factors: the case of the offshore-wind supply chain

Institutional maintenance work and power preservation in business exchanges: Insights from industrial supplier workshops

Development of a risk-oriented strategic sourcing (ROSS) framework for the construction and electronics manufacturing industries

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