Journal of Supply Chain Management

Article Index - Results


A valuable reference tool, the Article Index is a comprehensive list of articles that have appeared in the Journal of Supply Chain Management (formerly International Journal of Purchasing and Materials Management, Journal of Purchasing & Materials Management and Journal of Purchasing). Articles are organized by subject for easy locating and study.

Journal Article Index
Term selected: Make or Buy

  • A Probabilistic Make-Buy Model, Vol. 8, No. 1 (Winter 1972), p. 63.

    This article is not available online.
  • "An Empirical Investigation of Outsourcing Decisions" Members Only Content, Vol. 35, No. 1 (Winter 1999), p. 33.

    Eighty-five make or buy decisions, each made in a different enterprise, were classified into three categories (items/services made, items/services bought, new items/services) according to the method of acquisition before the resolution of the make or buy issue. Information was collected on a number of variables and analyzed by statistical methods. Items/services made (subjected to make or buy investigations) are characterized by low product complexity and low commercial uncertainty. On the contrary, items/services bought and new items/services (subjected to make or buy investigations) are characterized by high product complexity and high commercial uncertainty. The involvement of functions and hierarchical levels in make or buy investigations for new items/services was found to be relatively low. This fact increases the risk of making erroneous decisions that have a serious impact on the competitive position and profitability of enterprises.
  • "Firm and Individual Choice Drivers in Make-or-Buy Decisions: A Diminishing Role for Transaction Cost Economics?" Members Only Content, Vol. 40, No. 1 (Winter 2004), p. 4.

    Transaction cost economics (TCE) is an empirically supported, theoretical paradigm that has been used to understand and predict the outcomes of make-or-buy decisions. At the same time, TCE research has been criticized for focusing solely on firm-level economic determinants of decision outcomes without considering other factors that may impact decision making in organizations. The purpose of this research is to examine the effects of variables associated with TCE and compensation systems on the outcomes of make-or-buy decisions to compare the predictive ability of these variables in the current business environment. Findings indicate that functional group reward systems are associated with the outcomes of make-or-buy decisions. Surprisingly, no support is found for the association between the TCE variables and decision outcomes.
  • "Make-or-Buy Alternatives in Plant Disposition Strategies" Members Only Content, Vol. 33, No. 2 (Spring 1997), p. 20.

    Government regulations, competitive pressures, and public opinion have forced firms to reexamine their residual disposal activities. Properly implemented, disposal programs offer the advantages of lower costs and opportunities for strategic partnerships with raw material suppliers. Responsibility for this activity is usually given to the procurement function, forcing supply managers to develop knowledge of environmental legislation, scrap markets, and disposal outlets. This article presents research about plant disposal practices, focusing on a single residual-ferrous scrap. This study explored factors that influenced scrap disposal strategies and found that volume played a dominant role. The volume-based strategies identified differed with respect to how plants structured relationships with intermediaries, resulting in a range of generator-processor dependency levels. In addition to volume, a range of both internal and external factors were found to influence plant disposal requirements. Ultimately, the development of appropriate disposition strategies required an understanding of total disposal costs. A conceptual framework is developed, highlighting the complexities associated with implementing effective and efficient disposal programs.
  • "Outsourcing in the Chemical and Automotive Industries: Choice or Competitive Imperative?" Members Only Content, Vol. 35, No. 4 (Fall 1999), p. 4.

    The outsourcing of manufacturing is a strategic option which in some cases represents a choice and in others a competitive imperative. In this article, the authors explore the approaches of sample firms in the chemical and automotive industries to the outsourcing of manufacturing. Based on clinical research done with companies participating in IMD’s Manufacturing 2000 project, the authors conclude that the outsourcing of manufacturing is not a panacea, but rather a strategic choice, which is business dependent. In the cases where it is pursued, the need for firms to focus on the managerial challenges of selecting appropriate partners for the long term and building and nurturing a mutually rewarding relationship is stressed. Setting and realizing an aggressive improvement agenda is required by each partner to make the necessary transformations to sustain the relationship in the long term.
  • "Outsourcing Supply Management" Members Only Content, Vol. 35, No. 2 (Spring 1999), p. 4.

    There is increasing interest in outsourcing part or all of the supply function, but little empirical knowledge of the drivers of this phenomenon. Based on a survey of 126 chief purchasing officers, internal purchasing outperforms third parties when strategic buys are involved. For nonstrategic purchases, performance is about equal for internal and third party purchasers, except where tight systems connections or strategic input are critical. Accompanying case studies support these conclusions and illustrate the approaches used by leading firms to position internal purchasing for maximum efficiency and effectiveness.
  • Purchasing Procedures for Make or Buy Decisions, Vol. 2, No. 4 (Fall 1966), p. 63.

    This article is not available online.
  • Quantitative Analysis and the Make-or-Buy Decision, Vol. 6, No. 1 (Winter 1970), p. 5.

    This article is not available online.
  • The Gray Zone in Make or Buy, Vol. 20, No. 3 (Fall 1984), p. 10.

    This article is not available online.
  • The Multiple Product Make-or-Buy Decision, Vol. 17, No. 4 (Winter 1981), p. 17.

    This article is not available online.
  • The Purchasing/Manufacturing Interface in the Make-or-Buy Decision, Vol. 19, No. 1 (Spring 1983), p. 11.

    This article is not available online.
  • "The Theory of Constraints and the Make-or-Buy Decision: An Update and Review" Members Only Content, Vol. 41, No. 1 (Winter 2005), p. 40.

    The make-or-buy decision has traditionally been made using standard cost accounting methods. In this Journal, Gardiner and Blackstone (1991) made a strong case for incorporating the bottleneck capacity into the decision. However, their method did not guarantee the best solution for the more complicated make-or-buy problem. Additionally, their approach in some cases allowed organizations to forego opportunities for profit improvement. Since the publication of the Gardiner and Blackstone research, spreadsheets with in-built Linear Programming (LP) based optimizers allow for quick "what-if" analyses that encourage efforts toward optimal solutions for complicated problems. This article is a review and update of the Gardiner and Blackstone methodology based on spreadsheet LP that provides enhanced solutions in complex environments with multiple products and bottleneck situations. Specific managerial implications are offered.
  • "Trends in Information Systems Outsourcing" Members Only Content, Vol. 31, No. 2 (Spring 1995), p. 46.

    Information is critical to an organization's performance in today's knowledge based economy—and information systems have become a primary resource. The management of information systems in organizations is currently undergoing a transformation. Outsourcing, an integral part of corporate strategy, is now being adopted as an approach to manage information systems. This has resulted in the spawning and rapid growth of the information services industry. This article reviews this new trend in the management of information systems and evaluates its implications for management.
  • Triggering Mechanisms in Make-or-Buy Decisions: An Empirical Analysis, Vol. 43, No. 1 (Winter 2007), p. 40.

    While make-or-buy decisions are important, there is a dearth of empirical research dealing with issues that originate the make-or-buy process. The current research reports findings of an exploratory study regarding make-or-buy triggers in enterprises operating in Greece. The research involved depth company interviews followed by mail questionnaires. Results indicate that cost and quality problems are the most important make-or-buy triggers. Moreover, the importance of some triggers varies considerably among companies, depending on organizational characteristics (environmental uncertainty, operations technology) and the characteristics (type, method of acquisition) of the item/service under consideration.