Purchasing strategies in the Kraljic matrix—A power and dependence perspective

Embedding carbon impact assessment in multi-criteria supplier segmentation using ELECTRE TRI-rC

“…In his model, Kraljic considered two dimensions against which the materials purchased by the company should be assessed and classified: profit impact and supply risk. Over the years, the Kraljic matrix has become the standard in the field of purchasing portfolio models and it has inspired many practitioners and researchers to examine the possibilities of a portfolio approach for purchasing purposes (Gelderman and van Weele 2005;Caniels and Gelderman 2005;Gelderman and Semeijn 2006;Brun and Pero 2011;Padhi et al 2012;Ferreira et al 2015;Cox 2015). Despite its popularity, Kraljic's approach has also been the subject of serious criticism for instance, with respect to the selection of segmenting variables and the operationalization of its dimensions (Gelderman and van Weele 2005).…”

Linking technological system architecture and purchasing categories

“…Total dependence is at its highest level. Since both buyer and supplier are heavily involved in the partnership, a balance of power is assumed [21]; however, supplier dominance has also been reported [14] [13].…”

“…In this research, switching costs, buyer/supplier investments, and the need for technological expertise are understood as dependence dimensions that influence the buyer-supplier relationship [14]. We use indirect and direct technological dependencies to characterize how systems' technological structures affect switching costs, buyer/supplier investments, the need for technological expertise and, ultimately, the buyer-supplier relationship.…”

“…We use indirect and direct technological dependencies to characterize how systems' technological structures affect switching costs, buyer/supplier investments, the need for technological expertise and, ultimately, the buyer-supplier relationship. We leverage Kraljic's matrix of purchasing categories, which already includes switching costs, investments, and the need for technological expertise [14] [13]. Our research objective is to connect system architectures and buyer-supplier relationships in the purchasing context.…”

Management dilemmas in innovative supplier networks

“…The managerial implications from our analysis of the suppliers' position with Kraljic's matrix is that to increase innovation capacity of the network, the suppliers should be categorised according to known criteria and the supplier status should be effectively communicated and implemented throughout the network (Caniels and Gelderman, 2005). Also, it is important to share mandate for R&D across the network to those with best expertise dynamically: networks and business evolve over time and network roles change, also suppliers have aspirations to actively change their position for their benefit, as our case shows.…”