Purchasing superior-value offerings effectively and successfully

In business markets price still plays a significant part in selling and buying decisions. Suppliers strive to get an equitable or fair return on the value of their offerings and buyers look for bargains and usually find them, thanks to over-eager suppliers. However, recent experiments show that there are other more effective and successful ways of selling witho

Unraveling the dimensions of supplier involvement and their effects on NPD performance: a meta-analysis

We study the relationship between supplier involvement in New Product Development and performance. The current literature is scattered and fragmented with studies reporting mixed empirical evidence for a variety of concepts related to ‘Early Supplier Involvement’. We conduct a systematic review and meta‐analysis of the existing literature to reconcile conflicted findings, revise and refine theoretical perspectives, and provide evidence‐based scholarly and practical implications. To achieve these aims, we unravel the general relationship by considering three factors. First, we delineate different types of performance outcomes, mainly related to NPD efficiency (e.g., speed) and NPD effectiveness (e.g., product quality). Second, we distinguish between the moment and the extent of supplier involvement, related to different theoretical perspectives on external knowledge integration. Third, we disentangle multiple levels of analysis that are seemingly obscured in the literature, specifically the project and organizational levels. We find that extensive supplier involvement has positive effects on NPD efficiency and effectiveness, whereas earlier supplier involvement only to some degree affects NPD efficiency and not effectiveness. In conclusion, our meta‐analysis based on 11,420 observations from 51 studies provides strong theoretical and practical insights on the important phenomenon of supplier involvement

Problem-solving in healthcare services procurement

__Abstract__ With the recent founding of the Purchasing and Supply Management Centre at RSM, solutions are becoming available for the growing number of companies who are investing in the complex territory of services procurement

In Chains? Automotive Suppliers and Their Product Development Activities

A conceptual framework is developed and tested in which supplier downstream position in the supply chain, supplier innovation strategy and customer development commitment are seen as the antecedents of supplier product development activity. Using partial least squares (PLS), we analyze the results of a survey of 161 Swedish automotive suppliers and test a series of nested models to test our hypotheses. We demonstrate that the position of the supplier in the supply chain and its strategic focus on innovation not only have a direct impact on (actual) supplier product development activity, but that there is also an interaction effect, implying that the effects of strategy are contingent on the supplier???s supply chain position. Additionally, we find that customer development commitment does not have any significant direct effect on supplier product development activities, but that this relation is fully mediated by supplier innovation strategy. The meaning of the findings for developing a more extensive conceptual framework for understanding supplier product development activities, some managerial implications, and future research are discussed

Unraveling the Dimensions of Supplier Involvement and their Effects on NPD Performance: A Meta-Analysis

We study the relationship between supplier involvement in new product development and performance. The current literature is scattered and fragmented with studies reporting mixed empirical evidence for a variety of concepts related to “Early Supplier Involvement.” We conduct a systematic review and meta-analysis of the existing literature to reconcile conflicted findings, revise and refine theoretical perspectives, and provide evidence-based scholarly and practical implications. To achieve these aims, we unravel the general relationship by considering three factors. First, we delineate different types of performance outcomes, mainly related to NPD efficiency (e.g., speed) and NPD effectiveness (e.g., product quality). Second, we distinguish between the moment and the extent of supplier involvement, related to different theoretical perspectives on external knowledge integration. Third, we disentangle multiple levels of analysis that are seemingly obscured in the literature, specifically the project and organizational levels. We find that extensive supplier involvement has positive effects on NPD efficiency and effectiveness, whereas earlier supplier involvement only to some degree affects NPD efficiency and not effectiveness. In conclusion, our meta-analysis based on 11,420 observations from 51 studies provides strong theoretical and practical insights on the important phenomenon of supplier involvement