Relationship portfolios and capability development: Cases from the moulds industry

Mota, João; Castro, Luís M. de

doi:10.1016/j.pursup.2005.04.002

Cited by 26 publications

(23 citation statements)

References 23 publications

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“…The need to use a network rationale, and its implicit criticism of portfolio models, has been demonstrated by the studies of Araújo et al (1999) and Mota, and de Castro (2005) who show how the decisions concerning a specific client or supplier may affect the relationships with other clients or suppliers. Interdependencies within a portfolio are better analyzed through the association between the variety of supplier relationships, on the one hand, and the focal firm's strategy to use and develop relational capabilities, on the other (Sivadas & Dwyer, 2000;Ma, Yao, & Xi, 2009).…”

Section: Supplier Network and The Network Perspectivementioning

confidence: 99%

“…Using a network perspective requires an understanding of the effects that supplier relationships and their interaction processes have upon each other (Araújo et al, 1999;Ford & McDowell, 1999;Dubois & Pedersen, 2002;Mota & de Castro, 2005). One crucial aspect relates to understanding horizontal relationships between suppliers and how buying firms perceive and try to influence these relationships.…”

Section: Supplier Network and The Network Perspectivementioning

confidence: 99%

“…Authors from the IMP group are prescriptive about the need to evaluate and eventually manage the effects that supplier relationships and their interaction processes have upon another (Araújo et al, 1999;Ford & McDowell, 1999;Dubois & Pedersen, 2002;Mota & de Castro, 2005). Nonetheless, studies going beyond a collection of dyadic relationships and taking an integrated view on their connections and interdependencies are still scarce (cf.…”

Section: Supplier Network: Some Research Questionsmentioning

confidence: 99%

“…Nonetheless, studies going beyond a collection of dyadic relationships and taking an integrated view on their connections and interdependencies are still scarce (cf. Araújo et al, 1999;Ford & McDowell, 1999;Mota & de Castro, 2005;Choi & Wu, 2009), leaving room for further research on how firms coordinate, influence and mobilize supplier portfolios. More specifically, the extant literature does not help us understand how horizontal supplier relationships (and resulting cross-over effects) are established, developed and coordinated, the goals they respond to and the roles of the parties involved.…”

Section: Supplier Network: Some Research Questionsmentioning

confidence: 99%

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Managing interdependencies in supplier networks

Roseira

Brito

Henneberg

2010

Industrial Marketing Management

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a b s t r a c t a r t i c l e i n f oBuilding and managing a supplier base has been referred to in the literature as a key aspect of supplier management. Scholars have proposed a number of models aimed at enhancing the effectiveness of supplier network management, mainly based on a portfolio approach. In the IMP tradition of research, those models are often criticized as they ignore the interdependencies between the different existing dyadic relationships of a focal buyer company and its suppliers. Such interdependencies are the main focus of this paper, which has four objectives: (1) To analyze the types of relationships linking suppliers, (2) to understand the factors and dynamics underlying the creation and management of these relationships (3) to uncover existing links between buyer-supplier and supplier-supplier relationships, and (4) to clarify how different configurations of supplier relationship interactions impact on the performance of the actors involved. The paper discusses two empirical case studies, using the supplier networks of two focal buyer companies. We find that supplier interdependencies are mainly a by-product of the buyer-supplier dyads. Furthermore, the nature and dynamics of these dyads are a strong determinant of the scope and frequency of supplier connections and the corresponding effects on performance.

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Section: Supplier Network and The Network Perspectivementioning

confidence: 99%

Section: Supplier Network and The Network Perspectivementioning

confidence: 99%

Section: Supplier Network: Some Research Questionsmentioning

confidence: 99%

Section: Supplier Network: Some Research Questionsmentioning

confidence: 99%

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Managing interdependencies in supplier networks

Roseira

Brito

Henneberg

2010

Industrial Marketing Management

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“…Furthermore, Araújo et al (2003) state that suppliers' capabilities can be 'merely' accessed, explored or even developed in combination with the customers' capabilities. As such, inter-firm relations may be used not only to access capabilities that firms do not control but also to influence them (Handfield et al, 1999;Mota & Castro, 2005). Accessing or influencing external capabilities is likely to require different relational capabilities and relational formats.…”

Section: The Capabilities Approachmentioning

confidence: 99%

Managing Value Co-Creation Through Interfaces with Suppliers

Roseira¹,

Brito

2014

IBR

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The growing specialization of firms and the reinforcement of vertical disintegration have led to an increasing reliance on purchasing and supply management. This means that an increasing proportion of value is created outside the boundaries of the firm, namely by suppliers. In this context, the paper aims to relate the configuration of the bonds companies establish with their suppliers to the process of value creation. On the basis of a case study approach, the paper furthers our understanding of buyer-supplier relationships as mechanisms for the coordination and development of capabilities on both sides of the dyad. Evidence was found that relationships affect not only the access and exploration of suppliers' resources, but also the perception the buying firm has about their capabilities which is likely to condition the potential for joint value creation. The main contribution of the paper is that co-creating value with suppliers is not a recipe. It is not the 'right' solution in all instances. Rather, value co-creation involving suppliers must be regarded as a strategic option which depends on several conditions. This research puts in evidence two of these conditions: suppliers' capabilities and the way the buyer-seller relationships are configured.

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References

2012

Handbook of Strategic Account Management

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Relationship portfolios and capability development: Cases from the moulds industry

Cited by 26 publications

References 23 publications

Managing interdependencies in supplier networks

Managing interdependencies in supplier networks

Managing Value Co-Creation Through Interfaces with Suppliers

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