Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Supply Chain Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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International Journal of Purchasing and Materials Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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International Journal of Purchasing and Materials Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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International Journal of Purchasing and Materials Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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International Journal of Purchasing and Materials Management

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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Journal of Purchasing

Effective Cross-Functional Sourcing Teams: Critical Success Factors Members Only Content

It is increasingly evident that firms can benefit from a new organizational structure that features suppliers, customers, and managers from different areas crossing functional lines and moving horizontally throughout the organization. Within the procurement process, cross-functional teams have become a major part of this new organizational structure. Simply forming and using cross-functional sourcing teams, however, is no guarantee of improved performance. As a result, firms must plan and manage carefully how they use this type of team.

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