Skip to main content
SpringerLink
Log in

Global Sourcing Footprint

Eine Portfolio-Methodik zur Unterstützung der systematischen Entscheidungsfindung in der Beschaffung

  • Chapter
Supply Management Research

Zusammenfassung

Der Global Sourcing Footprint-Ansatz basiert auf drei Portfolios: Das erste Portfolio fokussiert auf das Produkt, indem Größendegressions-Effekte und Wertdichte der Produktgruppe zueinander in Beziehung gesetzt werden. Das zweite Portfolio beleuchtet die Marktattraktivität in Bezug zur eigenen Konkurrenzposition und beurteilt somit die Kostensensitivität der Produktgruppe. Und das dritte Portfolio berücksichtigt die Kundenbedürfnisse bezüglich Produktverfügbarkeit, woraus man die Durchlaufzeiten ableiten kann. Die Portfolios liefern Beschaffungsmanagern eine Beschaffungs-Landkarte, die durch die Materialgruppenstrategie eingeschränkt wird. Der Einsatz dieser Portfolios bei Beschaffungsentscheidungen wird am Fallbeispiel Hilti aufgezeigt. Die Portfolios helfen, Kosten zu senken, ohne die Kundenzufriedenheit zu schmälern.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 79.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 59.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Literatur

  • Armstrong, J. S. & Brodie, R. J. (1994). Effects of portfolio planning methods on decision making: Experimental results. International Journal of Research in Marketing, 11(1), 73–84.

    Article  Google Scholar 

  • Arnold, U. (1997). Beschaffungsmanagement (2., überarb. und erw. Aufl. ed.). Stuttgart: Schäffer-Poeschel.

    Google Scholar 

  • Arnold, U. (2007). Praxishandbuch innovative Beschaffung Wegweiser für den strategischen und operativen Einkauf. Weinheim: Wiley-VCH.

    Google Scholar 

  • Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99–120.

    Article  Google Scholar 

  • Bensaou, M. (1999). Portfolios of buyer-supplier relationships. Sloan Management Review, 40(4), 35–44.

    Google Scholar 

  • Berger, P. D., Gerstenfeld, A. & Zeng, A. Z. (2004). How many suppliers are best? A decision-analysis approach. Omega, 32(1), 9.

    Article  Google Scholar 

  • Berger, P. D. & Zeng, A. Z. (2006). Single versus multiple sourcing in the presence of risks. Journal of the Operational Research Society, 57(3), 250–261.

    Article  Google Scholar 

  • Bettis, R. A. & Hall, W. K. (1983). The Business Portfolio Approach – Where it Falls Down in Practice. Long Range Planning, 16(2), 95–104.

    Article  Google Scholar 

  • Bogaschewsky, R.; Kohler, K.; Krüger, C.: Multi-objective global supply chain design including country-specific factors, in: Forschungsberichte des Betriebswirtschaftlichen Insituts der Universität Würzburg Nr. 12/2007, Würzburg 2007.

    Google Scholar 

  • Boutellier, R. & Hurschler, P. (2007). Beschaffung und Produktion im Dreieck Schweiz, Osteuropa und Asien (Vol. 15): SVME.

    Google Scholar 

  • Boutellier, R. & Hurschler, P. (2009). Beschaffung Osteuropa: Eine Umfrage macht Vorteile von Nearshoring deutlich. Beschaffungsmanagement(1), 10–13.

    Google Scholar 

  • Boutellier, R., Hurschler, P. & Styger, M. (2006). Risiken und Chancen der Beschaffung in Niedriglohnländern. SVME: Beschaffungsmanagement(2), 10–14.

    Google Scholar 

  • Bücheler, H. (2008). Sourcing Strategies for Hilti Consumables. ETH, Zurich.

    Google Scholar 

  • Burke, G. J., Carrillo, J. E. & Vakharia, A. J. (2007). Single versus multiple supplier sourcing strategies. European Journal of Operational Research, 182(1), 95–112.

    Article  Google Scholar 

  • Caniels, M. C. J. & Gelderman, C. J. (2007). Power and interdependence in buyer supplier relationships: A purchasing portfolio approach. Industrial Marketing Management, 36(2), 219–229.

    Article  Google Scholar 

  • Caniëls, M. C. J. & Gelderman, C. J. (2005). Purchasing strategies in the Kraljic matrix – A power and dependence perspective. Journal of Purchasing and Supply Management, 11(2-3), 141–155.

    Article  Google Scholar 

  • Choi, T. Y. & Krause, D. R. (2006). The supply base and its complexity: Implications for transaction costs, risks, responsiveness, and innovation. Journal of Operations Management, 24(5), 637–652.

    Article  Google Scholar 

  • Chopra, S. & Sodhi, M. S. (2004). Managing Risk To Avoid Supply-Chain Breakdown. MIT Sloan Management Review, 46(1), 53–62.

    Google Scholar 

  • Christopher, M. (1998). Logistics and supply chain management strategies for reducing cost and improving service (Second. ed.). London: Financial Times.

    Google Scholar 

  • Christopher, M. & Hau, L. (2004). Mitigating supply chain risk through improved confidence. International Journal of Physical Distribution & Logistics Management, 34(5), 388–396.

    Article  Google Scholar 

  • Christopher, M., Peck, H. & Towill, D. (2006). A taxonomy for selecting global supply chain strategies. International Journal of Logistics Management, 17(2), 277–287.

    Article  Google Scholar 

  • Christopher, M. & Towill, D. (2000). Supply chain migration from lean and functional to agile and customised. Supply Chain Management: An International Journal, 5.(4), 206–213.

    Article  Google Scholar 

  • Christopher, M. & Towill, D. (2001). An integrated model for the design of agile supply chains. International Journal of Physical Distribution & Logistics Management, 31(4), 235–246.

    Article  Google Scholar 

  • Coleman, L. (2006). Frequency of Man-Made Disasters in the 20th Century. Journal of Contingencies & Crisis Management, 14(1), 3–11.

    Article  Google Scholar 

  • Dubois, A. & Pedersen, A.-C. (2002). Why relationships do not fit into purchasing portfolio models – a comparison between the portfolio and industrial network approaches. European Journal of Purchasing & Supply Management, 8(1), 35–42.

    Article  Google Scholar 

  • Eisenhardt, K. M. (1989). Building Theories from Case-Study Research. Academy of Management Review, 14(4), 532–550.

    Article  Google Scholar 

  • Ellram, L. M. (1995). Total cost of ownership: an analysis approach for purchasing. International Journal of Physical Distribution & Logistics Management, 25(8), 4–23.

    Article  Google Scholar 

  • Ettlie, J. E. & Sethuraman, K. (2002). Locus of supply and global manufacturing. International Journal of Operations & Production Management, 22(3), 349–370.

    Article  Google Scholar 

  • Gelderman, C. J. & Semeijn, J. (2006). Managing the global supply base through purchasing portfolio management. Journal of Purchasing and Supply Management, 12(4), 209–217.

    Article  Google Scholar 

  • Gelderman, C. J. & van Weele, A. J. (2002). Strategic Direction through Purchasing Portfolio management: A case Study. Journal of Supply Chain Management: A Global Review of Purchasing & Supply, 38(2), 30–37.

    Google Scholar 

  • Gelderman, C. J. & Van Weele, A. J. (2003). Handling measurement issues and strategic directions in Kraljic's purchasing portfolio model. Journal of Purchasing & Supply Management, 9(5/6), 207.

    Article  Google Scholar 

  • Goetschalckx, M., Vidal, C. J. & Dogan, K. (2002). Modeling and design of global logistics systems: A review of integrated strategic and tactical models and design algorithms. European Journal of Operational Research, 143(1), 1–18.

    Article  Google Scholar 

  • Goffin, K., Szwejczewski, M. & New, C. (1997). Managing suppliers: When fewer can mean more. International Journal of Physical Distribution & Logistics Management, 27(7/8), 422.

    Article  Google Scholar 

  • Handfield, R. B. (2008). Supply Chain Risk Management: Minimizing Disruptions in Global Sourcing. Boca Raton: Auerbach.

    Google Scholar 

  • Haspeslagh, P. (1982). Portfolio planning: uses and limits. Harvard Business Review, 60(1), 58.

    Google Scholar 

  • Houghton, T., Markham, B. & Tevelson, B. (2002). Thinking Strategically About Supply Management. Supply Chain Management Review, 6(5), 32.

    Google Scholar 

  • Hurschler, P. (2009). Strategische Beschaffungsentscheide im Dreieck Schweiz – Osteuropa - Asien. Dissertation, ETH, Zurich.

    Google Scholar 

  • Hurschler, P. & Boutellier, R. (2008, 12.-14. November 2008). Design to Supply Chain: Central versus Decentral Decision-Taking. Paper presented at the International Conference on Value Chain Sustainability, ICOVACS 2008, Izmir.

    Google Scholar 

  • Jüttner, U., Peck, H. & Christopher, M. (2003). Supply chain risk management: outlining an agenda for future research. International Journal of Logistics: Research & Applications, 6(4), 197–210.

    Article  Google Scholar 

  • Kleindorfer, P. R. & Saad, G. H. (2005). Managing Disruption Risks in Supply Chains. Production & Operations Management, 14(1), 53–68.

    Article  Google Scholar 

  • Kohler, K.: Global Supply Chain Design, Würzburg 2008

    Google Scholar 

  • Kotabe, M. & Murray, J. Y. (2004). Global sourcing strategy and sustainable competitive advantage. Industrial Marketing Management, 33(1), 7.

    Article  Google Scholar 

  • Kraljic, P. (1983). Purchasing must become supply management. Harvard Business Review, 61(5), 109–117.

    Google Scholar 

  • Larson, P. D. & Kulchitsky, J. D. (1998). Single Sourcing and Supplier Certification: Performance and Relationship Implications. Industrial Marketing Management, 27(1), 73–81.

    Article  Google Scholar 

  • Lau, H. S. & Zhao, L. G. (1994). Dual Sourcing Cost-Optimization with Unrestricted Lead-Time Distributions and Order-Split Proportions. Iie Transactions, 26(5), 66–75.

    Article  Google Scholar 

  • Li, X. & Barnes, I. (2008). Proactive supply risk management methods for building a robust supply selection process when sourcing from emerging markets. Strategic Outsourcing: An International Journal, 1(3), 252–267.

    Article  Google Scholar 

  • Liker, J. K. & Choi, T. Y. (2004). Building Deep Supplier Relationships. Harvard Business Review, 82(12), 104–113.

    Google Scholar 

  • Markowitz, H. (1952). Portfolio Selection. Journal of Finance, 7(1), 77–91.

    Article  Google Scholar 

  • McNamee, P. (1984). Competitive analysis using matrix displays. Long Range Planning, 17(3), 98–114.

    Article  Google Scholar 

  • Miles, M. B. & Huberman, A. M. (1994). Qualitative data analysis an expanded sourcebook (Second. ed.). Thousand Oaks etc.: SAGE Publ.

    Google Scholar 

  • Miller, K. D. (1992). A Framework for Integrated Risk Management in International Business. Journal of International Business Studies, 23(2), 311–331.

    Article  Google Scholar 

  • Nellore, R. & Söderquist, K. (2000). Portfolio approaches to procurement: Analysing the Missing Link to Specifications. Long Range Planning, 33(2), 245–267.

    Article  Google Scholar 

  • Nishiguchi, T. (1994). Strategic Industrial Sourcing: The Japanese Advantage. New York; Oxford: Oxford University Press.

    Google Scholar 

  • Oke, A. & Gopalakrishnan, M. (2008). Managing disruptions in supply chains: A case study of a retail supply chain. International Journal of Production Economics, In Press, Corrected Proof.

    Google Scholar 

  • Olsen, R. F. & Ellram, L. M. (1997). A portfolio approach to supplier relationships. Industrial Marketing Management, 26(2), 101–113.

    Article  Google Scholar 

  • Peck, H. (2005). Drivers of supply chain vulnerability: an integrated framework. International Journal of Physical Distribution & Logistics Management, 35(4), 210–232.

    Article  Google Scholar 

  • Penrose, E. T. (1959). The Theory of the Growth of the Firm. Oxford: Blackwell.

    Google Scholar 

  • Perrow, C. (1984). Normal accidents living with high-risk technologies. New York: Basic Books.

    Google Scholar 

  • Pochard, S. (2003). Managing risks of supply-chain disruptions: dual sourcing as a real option: Massachusetts Institute of Technology.

    Google Scholar 

  • Porter, M. E. (1985). Competitive advantage creating and sustaining, superior performance. New York: The Free Press.

    Google Scholar 

  • Prahalad, C. K. & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review, 68(3), 79–91.

    Google Scholar 

  • Quintens, L., Matthyssens, P. & Faes, W. (2005). Purchasing internationalisation on both sides of the Atlantic. Journal of Purchasing & Supply Management, 11(2/3), 57–71.

    Article  Google Scholar 

  • Schönsleben, P. (2004). Integrales Logistikmanagement Planung und Steuerung der umfassenden Supply Chain (4., überarb. u. erw. Aufl. ed.). Berlin: Springer.

    Google Scholar 

  • Sheffi, Y. (2001). Supply Chain Management under the Threat of International Terrorism. International Journal of Logistics Management, 12(2), 1–11.

    Article  Google Scholar 

  • Siggelkow, N. (2007). Persuasion with case studies. Academy of Management Journal, 50(1), 20–24.

    Article  Google Scholar 

  • Stauffer, D. (2003). Risk: The Weak Link in Your Supply Chain. Harvard Management Update, 8(3), 3.

    Google Scholar 

  • Steinle, C. & Schiele, H. (2008). Limits to global sourcing?: Strategic consequences of dependency on international suppliers: Cluster theory, resource-based view and case studies. Journal of Purchasing & Supply Management, 14(1), 3–14.

    Article  Google Scholar 

  • Svensson, G. (2000). A conceptual framework for the analysis of vulnerability in supply chains. International Journal of Physical Distribution & Logistics Management, 30(9), 731.

    Article  Google Scholar 

  • Syson, R. (1992). Improve Purchase Performance. London: Pitman Publishing.

    Google Scholar 

  • Tang, C. & Tomlin, B. (2008). The power of flexibility for mitigating supply chain risks. International Journal of Production Economics, 116(1), 12–27.

    Article  Google Scholar 

  • Tang, C. S. (2006a). Perspectives in supply chain risk management. International Journal of Production Economics, 103(2), 451–488.

    Article  Google Scholar 

  • Tang, C. S. (2006b). Robust strategies for mitigating supply chain disruptions. International Journal of Logistics: Research & Applications, 9(1), 33–45.

    Google Scholar 

  • Tomlin, B. (2006). On the Value of Mitigation and Contingency Strategies for Managing Supply Chain Disruption Risks. Management Science, 52(5), 639–657.

    Article  Google Scholar 

  • Trent, R. J. & Monczka, R. M. (2002). Pursuing competitive advantage through integrated global sourcing. Academy of Management Executive, 16(2), 66–80.

    Google Scholar 

  • Trent, R. J. & Monczka, R. M. (2003). Understanding integrated global sourcing. International Journal of Physical Distribution & Logistics Management, 33(7), 607–629.

    Article  Google Scholar 

  • Trent, R. J. & Monczka, R. M. (2005). Achieving Excellence in Global Sourcing. MIT Sloan Management Review, 47(1), 24–32.

    Google Scholar 

  • Turnbull, P. W. (1990). A Review of Portfolio Planning Models for Industrial Marketing and Purchasing Management. European Journal of Marketing, 24(3), 7–22.

    Article  Google Scholar 

  • Wagner, S. M. & Bode, C. (2006). An empirical investigation into supply chain vulnerability. Journal of Purchasing & Supply Management, 12(6), 301–312.

    Article  Google Scholar 

  • Wagner, S. M. & Boutellier, R. (2002). Capabilities for managing a portfolio of supplier relationships. Business Horizons, 45(6), 79.

    Article  Google Scholar 

  • Wagner, S. M. & Johnson, J. L. (2004). Configuring and managing strategic supplier portfolios. Industrial Marketing Management, 33(8), 717–730.

    Article  Google Scholar 

  • Weele, A. J. v. (2002). Purchasing and supply chain management: Analysis, planning and practice (Third. ed.). London: Thomson Learning.

    Google Scholar 

  • Wensley, R. (1982). PIMS and BCG: New Horizons or False Dawn? Strategic Management Journal, 3(2), 147–158.

    Article  Google Scholar 

  • Williamson, O. E. (1985). The economic institutions of capitalism firms, markets, relational contracting (2. printing. ed.). New York: Free Press etc.

    Google Scholar 

  • Yin, R. K. (2009). Case study research design and methods (4th ed.). Los Angeles, Calif.: Sage.

    Google Scholar 

  • Yu, H., Zeng, A. Z. & Zhao, L. (2009). Single or dual sourcing: decision-making in the presence of supply chain disruption risks. Omega, 37(4), 788–800.

    Article  Google Scholar 

  • Ziegenbein, A. & Schönsleben, P. (2007). Supply Chain Risiken Identifikation, Bewertung und Steuerung. Zürich: vdf Hochschulverlag AG an der ETH Zürich.

    Google Scholar 

  • Zolkiewski, J. & Turnbull, P. (2002). Do relationship portfolios and networks provide the key to successful relationship management? Journal of Business & Industrial Marketing, 17(7), 575.

    Article  Google Scholar 

  • Zsidisin, G. A., Ellram, L. M., Carter, J. R. & Cavinato, J. L. (2004). An analysis of supply risk assessment techniques. International Journal of Physical Distribution & Logistics Management, 34(5), 397–413.

    Article  Google Scholar 

  • Zsidisin, G. A., Melnyk, S. A. & Ragatz, G. L. (2005). An institutional theory perspective of business continuity planning for purchasing and supply management. International Journal of Production Research, 43(16), 3401–3420.

    Article  Google Scholar 

  • Zsidisin, G. A., Ragatz, G. L. & Melnyk, S. A. (2005). The dark side of supply chain management. Supply Chain Management Review, 9(2), 46–52.

    Google Scholar 

Download references

Authors
  1. Mikko De Nardo
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Patricia Hurschler
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Heinrich Bücheler
    View author publications

    You can also search for this author in PubMed Google Scholar

  4. Prof. Dr. Roman Boutellier
    View author publications

    You can also search for this author in PubMed Google Scholar

Editor information

Ronald Bogaschewsky Michael Eßig Rainer Lasch Wolfgang Stölzle

Rights and permissions

Reprints and permissions

Copyright information

© 2010 Gabler Verlag | Springer Fachmedien Wiesbaden GmbH

About this chapter

Cite this chapter

De Nardo, M., Hurschler, P., Bücheler, H., Boutellier, R. (2010). Global Sourcing Footprint. In: Bogaschewsky, R., Eßig, M., Lasch, R., Stölzle, W. (eds) Supply Management Research. Gabler. https://doi.org/10.1007/978-3-8349-8847-8_8

Download citation

Publish with us

Policies and ethics

Search

Navigation