Customer Enquiry Management in a Global Competitive Context: A Comparative Multi-Case Study Analysis

Business-to-Business (B2B) relationships, such as between a manufacturer and a customer, are increasingly important during the Customer Enquiry Management (CEM) process, particularly so for non-Make-To-Stock (non-MTS) companies operating in industrial markets. Few empirical studies have explored the CEM practices adopted by firms in practice. A study of the Italian capital goods sector by Zorzini et al. (2007) is a recent exception. Moreover, most studies have approached CEM from a cross-department integrated perspective but in the digital economy, and with globalization, outsourcing and extended supply chains, CEM needs to be approached from a broader supply chain-oriented perspective, incorporating B2B exchanges. This paper builds on the study by Zorzini et al. (2007) by conducting multi-case study research with seven UK-based companies in the capital goods sector, including three sales and support companies with offshore manufacturing. By adopting a cross-national research perspective, it assesses whether the proposed theory applies to other capital goods firms outside Italy. By also adopting a supply chain perspective of CEM it investigates current industry practice in B2B markets and explores whether cross-functional coordination and formalization issues can be extended into a global context. Evidence from the UK generally supports prior theory, confirming links between high levels of coordination, formalization of the CEM process and improved performance. Some refinements are proposed, for example, in order to make the theory suitable for a global context. The characteristics of a supply chain are important factors that affect CEM. This research has managerial implications for improving the CEM process in non-Make-To-Stock (non-MTS) capital goods companies from both an intra and an inter-organisational (B2B) perspective. Coordination with partners along the supply chain is needed at the enquiry stage and constraints linked to global customers should be considered when structuring the

A contingency-based approach to internationalization:a multi-case study analysis in Argentina

Purpose: This paper takes a contingency-based approach to internationalization, exploring how global operations are configured (e.g., the path and pace of internationalization) and coordinated (e.g., supply chain coordination). It also considers how internationalization decisions, such as the offshoring of previously home-based operations, can impact performance. Design/methodology/approach: Multi-case study research involving 15 Argentine subsidiaries of Italian-owned companies, with data collected through face-to-face semi-structured interviews in Argentina with senior representatives from each company. Findings: Global operations can be successfully configured through both incremental and nonincremental paths, while the pace of internationalization can also vary. A number of coordination mechanisms are evident but centralization modes appear particularly effective for integrating the role of a subsidiary’s operations with the parent company. The need to revise or adapt an organization’s internationalization strategy over time is also identified, and an initial conceptual model developed based on both the Operations & Supply Chain Management and International Business literature is later revised using case study evidence. Research limitations/implications: Further research is required to assess whether the results are valid for other emerging economies. Practical implications: A variety of internationalization practices that lead to good performance are observed in relation to different needs and specific contextual factors - such as competitor behavior, product features and production cost structure. Originality/value: The global Operations & Supply Chain Management literature is largely acontextual, static in nature and considers either strategic or tactical internationalization decisions only. In contrast, this research: adopts a contingency-based approach to the study of internationalization decisions, examines changes over time, and considers both strategic and tactical decisions

Sustainable procurement: comparing in-house and outsourcing implementation modes

Sustainable supply chain management practices can be particularly difficult to implement when the responsibility for sustainable procurement (SP) rests with buyers employed by a contractor, rather than an in-house procurement team. Yet there is no extant research that investigates the effect of outsourcing on SP. To address this research gap, this paper uses multi-case study data to explore the impact of outsourcing versus in-house implementation modes in the pursuit of SP. The findings suggest that each implementation mode has distinctive challenges and facilitators. However, by considering Transaction Cost Economics, results reveal that the advantage of outsourcing to professionals, with well-established SP expertise, brings information asymmetries in developing initial outsourcing contracts, which can lead to poorer sustainability performance than initially expected. Furthermore, when applying Principal Agency Theory, results suggest that sustainable performance can be improved in the long term through the effective design of well-constructed contractual relationships as SP maturity increases

Institutional complexity and sustainable supply chain management practices

Purpose The purpose of this study is to empirically investigate the impact of institutional pressures, institutional logics and institutional complexity on Sustainable Supply Chain Management (SSCM) practices across mixed public and private sector supply chains. Design/methodology/approach Multi-case study data were collected from three tiers of food and catering supply chains: the customer/consumer tier; focal public sector UK Universities; and private sector suppliers/contractors. Findings The findings indicate that: normative and mimetic pressures are more prevalent in focal Universities, compared to suppliers; there is typically no single dominant logic across these supply chains; and the multiplicity of institutional logics (e.g. sustainability logic versus financial logic) increases institutional complexity. Therefore, in the typical case of homogeneity in terms of institutional pressures and logics, e.g. with a dominant sustainability logic throughout the supply chain, radical change in SSCM practices is facilitated. In contrast, in the more typical case when there is heterogeneity, with competing logics at different supply chain tiers, this limits SSCM to more incremental changes in practices. Research limitations/implications This study is limited to three tiers of the food and catering supply chains of UK Universities. Practical implications To aid in the successful implementation of SSCM, this study suggests a need for managers to develop an initial understanding of the prevailing institutional logics and pressures at different tiers of the supply chain. Social implications A number of the SSCM practices studied address social sustainability. Originality/value No previous studies have empirically investigated the impact of institutional complexity in the context of SSCM practices across supply chains, involving both mixed public and private sector organisations

Structural and Biophysical Characterization of Staphylococcus Aureus SaMazF Shows Conservation of Functional Dynamics

The Staphylococcus aureus genome contains three toxin-antitoxin modules, including one mazEF module, SamazEF. Using an on-column separation protocol we are able to obtain large amounts of wild-type SaMazF toxin. The protein is well-folded and highly resistant against thermal unfolding but aggregates at elevated temperatures. Crystallographic and nuclear magnetic resonance (NMR) solution studies show a well-defined dimer. Differences in structure and dynamics between the X-ray and NMR structural ensembles are found in three loop regions, two of which undergo motions that are of functional relevance. The same segments also show functionally relevant dynamics in the distantly related CcdB family despite divergence of function. NMR chemical shift mapping and analysis of residue conservation in the MazF family suggests a conserved mode for the inhibition of MazF by MazE

Mechanistic insights into the three steps of poly(ADP-ribosylation) reversal

Poly(ADP-ribosyl)ation (PAR) is a versatile and complex posttranslational modification composed of repeating units of ADP-ribose arranged into linear or branched polymers. This scaffold is linked to the regulation of many of cellular processes including the DNA damage response, alteration of chromatin structure and Wnt signalling. Despite decades of research, the principles and mechanisms underlying all steps of PAR removal remain actively studied. In this work, we synthesise well-defined PAR branch point molecules and demonstrate that PARG, but not ARH3, can resolve this distinct PAR architecture. Structural analysis of ARH3 in complex with dimeric ADP-ribose as well as an ADP-ribosylated peptide reveal the molecular basis for the hydrolysis of linear and terminal ADP-ribose linkages. We find that ARH3-dependent hydrolysis requires both rearrangement of a catalytic glutamate and induction of an unusual, square-pyramidal magnesium coordination geometry. Bio-organic Synthesi

Customer enquiry management in global supply chains:a comparative multi-case study analysis

The Customer Enquiry Management (CEM) process is of strategic importance to non-Make-To-Stock companies but few empirical studies have explored the CEM practices adopted by firms in practice. A study on the Italian capital goods sector by Zorzini, Hendry, Stevenson, and Pozzetti (2008) provides the most comprehensive contingency-based framework to date. This paper builds on Zorzini et al. (2008) by conducting multi-case study research with seven global capital goods companies managing CEM in the UK. The evidence suggests that both high levels of coordination and formalization of the CEM process are linked to improved performance. In particular, cross-functional coordination and formalization impact jointly on the performance of companies characterized by a large-sized control problem. Two moderating factors are also identified: the proportion of slightly/highly customized orders and the availability of integrated information systems. Analysis of the impact of supply chain coordination and other globalization factors on CEM shows that CEM practices are: directly influenced by the complexity of the supply chain configuration; and, indirectly influenced by the types of relationships with supply chain partners. Two sources of complexity that result from operating in a global context are also identified: coordinating the activities of sales structures distributed around the world; and, managing global customers with different languages and cultures. In terms of managerial implications, the results indicate that coordination with partners along the supply chain is needed at the customer enquiry stage and constraints linked to global customers should be considered when structuring CEM

Customer enquiry management and product customization: an empirical multi-case study analysis in the Italian capital goods sector

Purpose – The customer enquiry management (CEM) process is of strategic importance in engineer-to-order contexts but existing literature does not adequately describe how firms support delivery date setting and order acceptance decisions in practice. This paper seeks to explore how and why the CEM process varies between companies in the capital goods sector, thereby taking a contingency theory approach. Design/methodology/approach – Multi-case study research involving 18 Italian capital goods manufacturers in four industrial sectors. Face-to-face interviews with senior representatives have been conducted. Companies have been grouped into five clusters, based on similarities in their CEM decision-making modes, to aid analysis. Findings – Three contingency factors were found to be particularly relevant in determining CEM modes: degree of product customization, flexibility of the production system, and uncertainty of the context. These factors affect the choice of specific CEM decision-making modes. However, a high level of cross-functional coordination and formalization of the process were found to constitute best practices whatever the contingency factors. Research limitations/implications – The research focuses on companies belonging to the Italian capital goods sector – findings may differ in other countries and sectors. Practical implications – The results indicate that all firms, including small and medium-sized companies, should implement high levels of cross-functional coordination and formalization in their CEM practices, in order to improve their performance. For other aspects of the CEM process, including supplier and subcontractor monitoring, the company context will indicate whether these aspects are required, according to a need of matching the approach to CEM with specific sets of contingency factors. Originality/value – This paper provides a rare insight into the CEM processes found in practice