--- To enhance the value and performance of procurement and SCM practitioners and their organizations worldwide ---

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: Partnering/Strategic Alliances

  • "A Case Study of Successful Partnering Implementation" Members Only Content, Vol. 32, No. 4 (Fall 1996), p. 20.

    This article provides a detailed case study of successful buyer-supplier partnership development and maintenance at the Eastman Kodak Company. Kodak followed a methodical approach, adapting a managerial guideline for "partnering" originally developed by one of the authors in 1991. The term "partnering" is used here in the sense of cooperative buyer-supplier relationships, rather than in the legal sense. This article provides a summary of the key issues Kodak faced, along with the benefits it has experienced in developing and maintaining successful partnering relationships.
  • A Managerial Guideline for the Development and Implementation of Purchasing Partnerships, Vol. 27, No. 3 (Summer 1991), p. 2.

    This article is not available online.
  • "Alliances, Logistics Barriers, and Strategic Actions in the People's Republic of China" Members Only Content, Vol. 34, No. 3 (Summer 1998), p. 27.

    Many U.S. multinational firms are attempting to establish supply chains in the People's Republic of China. In order to foster such development, many of these firms are developing strategic alliances with Chinese partner companies. U.S. multinational firms that have strategic alliances with Chinese partners were surveyed concerning the logistics barriers they have encountered and the strategic actions they have developed to overcome these barriers. The results of this research indicate that U.S. multinational firms have experienced a considerable number of barriers and have used various types of strategic actions to overcome these barriers.
  • Cooperative Exchange: Rewards and Risks, Vol. 28, No. 2 (Spring 1992), p. 2.

    This article is not available online.
  • "Maintaining Buyer-Supplier Partnerships" Members Only Content, Vol. 31, No. 3 (Summer 1995), p. 2.

    Partnerships between industrial buyers and industrial sellers are becoming more common in the United States. However, evidence suggests that many of these relationships do not reach their full potential because of actions taken or not taken by the partners. While some partnerships are doomed to failure from the beginning, many fail because the partners do not have a process established to maintain the relationship.
  • "Negotiating Cooperative Supplier Relationships: A Planning Framework" Members Only Content, Vol. 31, No. 4 (Fall 1995), p. 12.

    Win-win negotiation and cooperative relations are popular concepts among many industrial buyers today. But companies accustomed to short-term competitive relations with suppliers may find it difficult to adjust to the negotiation requirements of cooperative relations. If they fail to negotiate a high quality sustainable agreement, however, they may get locked into unproductive partnerships.
  • "Partnering Pitfalls and Success Factors" Members Only Content, Vol. 31, No. 2 (Spring 1995), p. 36.

    Over the past several years, there has been a significant shift in the way many organizations approach buyer-seller relationships. Recent years have seen an increased interest and involvement in buyer-supplier partnerships, which tend to be longer term, ongoing, and based on a sharing of the risks of relationship outcomes. Most of the research dealing with the partnering phenomenon has focused on buyers' or suppliers' perspectives of the relationship. Few research projects have looked at the perceptions of both buyers and suppliers simultaneously.
  • "Partnership Sourcing: An Organization Change Management Perspective" Members Only Content, Vol. 36, No. 3 (Summer 2000), p. 12.

    This article highlights the organization change implications for organizations that are attempting to develop collaborative relationships with their suppliers. The research focuses on four dimensions of collaborative relations including joint buyer-supplier cost reduction, supplier involvement in new product development, delivery and logistics management, and core business strategy. A case study is presented which outlines how an organization adopted a strategy that led to extensive outsourcing and the adoption of more collaborative relations with its key suppliers. The pursuit of this strategy has acted as a stimulus for change within the organization. The article identifies a number of issues that must be addressed, including the adoption of an integrated approach to the management of strategic change, the pivotal role of senior managers as facilitators of this change, and the involvement of those most affected by the movement toward more collaborative buyer-supplier relationships.
  • "Problem Sources in Establishing Strategic Supplier Alliances" Members Only Content, Vol. 31, No. 1 (Winter 1995), p. 3.

    Recent interest in alternative purchasing arrangements has centered on "supplier alliances," an approach used to establish broader roles in the buyer-supplier relationship. Prior research about strategic supplier alliances has focused on the appropriate environments for developing these relationships and the potential benefits of such a strategy. This article addresses a different issue: implementation difficulties caused by supplier discontent. Information about this issue has been generated from a survey covering a wide array of firms. Responding buyers were requested to nominate exemplary suppliers for a follow-up survey. Responses from matched pairs of buyers and suppliers subsequently were compared for differences in their perceptions of their alliance. The degree to which their views differed was evaluated against several key hypotheses. This research interprets and suggests the management implications of the results.
  • Relationship Marketing and Supplier Logistics Performance: An Extension of the Key Mediating Variables Model, Vol. 41, No. 4 (Fall 2005), p. 32.

    Firms are increasingly relying on relational exchanges to govern buyer-supplier relationships. While the antecedents to these relationships have been studied extensively in the marketing channels and supply chain management literature, relatively little research has considered the performance outcomes of such exchanges. The current study contributes to this stream of research by extending Morgan and Hunt's key mediating variables (KMV) model to examine how the five key endogenous variables from the KMV model affect supplier logistics performance. The findings suggest that cooperation and uncertainty are significantly related to supplier logistics performance, while supplier acquiescence, functional conflict and propensity to leave the relationship have no significant impact.
  • "Strategic Alliance Success Factors" Members Only Content, Vol. 36, No. 3 (Summer 2000), p. 21.

    There is recognition that competition is shifting from a "firm versus firm perspective" to a "supply chain versus supply chain perspective." In response to this shift, firms seeking competitive advantage are participating in cooperative supply chain arrangements, such as strategic alliances, which combine their individual strengths and unique resources. Buyer-supplier sourcing relationships are a primary focus of alliance improvement efforts. While interest in such arrangements remains strong, it is well accepted that creating, developing, and maintaining a successful alliance is a very daunting task. This research addresses several critical issues regarding that challenge. First, what factors contribute most to long-term alliance success? Second, what conditions define The presence of those success factors? Third, do buyers and suppliers in an alliance agree on those success factors and defining conditions? The research results demonstrate a remarkably consistent perspective among alliance partners regarding key success factors, despite the acknowledgment that the resultant success is based on a relatively even, but not equal, exchange of benefits and resources. Additionally, within an alliance’s intended "win-win" foundation, suppliers must recognize their innate dependence on customers. Finally, significant opportunities for improvement exist with respect to alliance goal clarification, communication, and performance evaluation.
  • Strategic Alliances in Purchasing: Transportation Is the Vital Link, Vol. 29, No. 3 (Summer 1993), p. 10.

    This article is not available online.
  • "Strategic Sourcing: A Framework and a Case Study" Members Only Content, Vol. 36, No. 3 (Summer 2000), p. 4.

    A strategic perspective for insource/outsource decisions is provided for organizations whose competitive strategies are based on product differentiation and/or focus. The basic tenants of four previous frameworks for strategic sourcing from the literature are briefly reviewed. Following a critique of these frameworks, a new strategic sourcing framework is proposed. Elements of the framework are discussed in terms of primary factors (competitive advantage and demand flexibility) and secondary factors (process capability, process maturity, and strategic risk). A decision flowchart incorporating these factors is given to illustrate the functioning of the proposed framework. Implementation issues are discussed using a case study wherein two products from an electronics equipment manufacturer are subjected to sourcing decisions using the framework.
  • "Supplier Partnering: Case Study Experiences" Members Only Content, Vol. 31, No. 1 (Winter 1995), p. 38.

    This article describes the findings of a study that examined the current partnership sourcing practices of 11 companies residing in the Trafford Park industrial area in Greater Manchester, U.K. All the companies studied were interested in exploring how they could develop further the concept of partnering with their customers and suppliers. A number of aspects of partnering to which attention needed to be given were identified, including the key items of integrated design, open-book accounting, and the sharing of risks and benefits. It was also noted that forming supplier associations would be a good means of developing the ideals of partnering and disseminating information on the best practices.
  • Supplier Partnerships: Influencing Factors and Strategic Benefits, Vol. 29, No. 4 (Fall 1993), p. 21.

    This article is not available online.
  • "The Case Against Purchasing Partnerships" Members Only Content, Vol. 32, No. 4 (Fall 1996), p. 13.

    Partnerships are frequently presented in purchasing literature as a generally applicable, universally desirable solution to the problem of sourcing strategy choice. This article argues that although this conclusion may be valid for large corporations, it is inappropriate for the majority of smaller companies that make up the bulk of activity in any economy. On the contrary, it is suggested that the effort to form partnerships will frequently be met by supplier indifference or resistance, and the strategy itself is high risk, high cost, and necessarily involves purchasers in an undesirable net loss of power.
  • "Total Quality Management and Supplier Partnerships: A Case Study" Members Only Content, Vol. 30, No. 1 (Winter 1994), p. 13.

    Many North American firms have established partnering arrangements with their suppliers for the purpose of improving the quality of their product or service offerings. Prior partnership research has emphasized implementation and results in the auto sector and has relied on either questionnaire survey data or anecdotal evidence to draw conclusions. Such a research methodology has produced some concern regarding supplier partnering applicability in other industry sectors—and also a perception that benefits achieved from such approaches may not mirror reality.