東華大學圖書館 |

語系: 繁體中文

說明(常見問題)

回圖書館首頁

手機版館藏查詢

登入

回首頁

切換: 標籤 | MARC模式 | ISBD

Managing suppliers beyond Tier 1: An...

The Ohio State University.

FindBook

Google Book

Amazon

博客來

Managing suppliers beyond Tier 1: An exploration of motivations and strategies leading to a normative model.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Managing suppliers beyond Tier 1: An exploration of motivations and strategies leading to a normative model./
作者:	Wang, Ping.
面頁冊數:	292 p.
附註:	Adviser: Douglas M. Lambert.
Contained By:	Dissertation Abstracts International68-04A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3262109

Managing suppliers beyond Tier 1: An exploration of motivations and strategies leading to a normative model.
Wang, Ping.

Managing suppliers beyond Tier 1: An exploration of motivations and strategies leading to a normative model. - 292 p.

Adviser: Douglas M. Lambert.

Thesis (Ph.D.)--The Ohio State University, 2007.

The purpose of this research was to determine how the decision to manage suppliers beyond Tier 1 was made in a supply chain context. This research explored the reasons for managing suppliers beyond Tier 1, when to manage them, how to manage them, how the decision to manage them was made, and how to measure performance.Subjects--Topical Terms:

626628
Business Administration, Management.

Managing suppliers beyond Tier 1: An exploration of motivations and strategies leading to a normative model.
LDR:05582nam 2200349 a 45 001 947562
005 20110524
008 110524s2007 ||||||||||||||||| ||eng d
035 $a (UMI)AAI3262109
035 $a AAI3262109
040 $a UMI $c UMI
100 1 $a Wang, Ping. $3 630502
245 1 0 $a Managing suppliers beyond Tier 1: An exploration of motivations and strategies leading to a normative model.
300 $a 292 p.
500 $a Adviser: Douglas M. Lambert.
500 $a Source: Dissertation Abstracts International, Volume: 68-04, Section: A, page: 1556.
502 $a Thesis (Ph.D.)--The Ohio State University, 2007.
520 $a The purpose of this research was to determine how the decision to manage suppliers beyond Tier 1 was made in a supply chain context. This research explored the reasons for managing suppliers beyond Tier 1, when to manage them, how to manage them, how the decision to manage them was made, and how to measure performance.
520 $a Traditional supplier relationship management focuses on managing the firm's direct suppliers, that is, Tier 1 suppliers. However, many cost and quality problems can be traced back to suppliers beyond Tier 1. In some cases, a company will occupy a more advantageous position by developing relationships with indirect suppliers. In fact, forward thinking executives have begun to manage suppliers beyond Tier 1 in order to discover opportunities to improve their competitiveness.
520 $a Managing suppliers beyond Tier 1 will provide management with greater knowledge and more opportunities of possible benefit for the entire supply chain, since the cost and quality of raw materials have significant impacts on the final products. Proactively managing the supply base beyond Tier 1 will assist management in succeeding in the competitive business world. This research was intended to identify the potential opportunities for managing suppliers beyond Tier 1 directly.
520 $a The literature in interorganizational relationship management and related areas was reviewed to assess the critical aspects that needed to be considered in managing interorganizational relationships. Four aspects were found to be critical: the formation and development of an interorganizational relationship; the purchasing context; the governance mechanism (or the governance structure); and the evaluation of performance improvements that result from the interorganizational relationship.
520 $a The purchasing context represents the basic conditions of purchasing including the importance of purchasing to the company, the product characteristics, and the supply chain network structure. The importance of purchasing to the company reflects the motivations for building a close relationship with a supplier.
520 $a The governance mechanism, which is about how to manage an interorganizational relationship, emerged as one of the most critical aspects, since it was the primary purpose of this research to explore why and how to manage suppliers beyond Tier 1. In order to develop a normative model that management could use as a reference, the motivations, strategies, and their associations in managing suppliers beyond Tier 1 were explored. It was also a purpose of this research to develop a framework of the decision-making process for managing suppliers beyond Tier 1.
520 $a The case study approach was chosen since it was the most appropriate research methodology to investigate the types of "why" and "how" questions this research raised. In addition, it is only during a case study interview that an investigator can probe unseen constructs (categories) and explore their logical associations. Furthermore, a case study approach guarantees the information richness by providing the interaction mechanism between an investigator and the informant.
520 $a A total of seven companies were included in the research and 10 interviews were conducted. In order to "maximize the variance," these companies were carefully selected in consideration of their industries and their products. All seven are multi-billion dollar companies, with the unit price of finished products ranging from a few dollars to tens of thousand of dollars. They represented consumer packaged goods, durable goods, quick service restaurant chains, and retail industries. Data were collected from 15 supply chains of either raw materials or supply parts for finished goods, in which management had developed relationships with suppliers beyond Tier 1. These supply chains were either manufacturing dominated supply chains or retail dominated supply chains.
520 $a Data were collected from personal interviews. An interview guide with 18 interview questions was prepared to facilitate the interview process and to structure the data collection process. The questions served to collect data around four key research questions: "Why do you manage suppliers beyond Tier 1 directly?"; "How are the decisions to manage suppliers beyond Tier 1 made?"; "How is a supplier beyond Tier 1 managed?"; and "How is the management of a relationship with a supplier beyond Tier 1 evaluated?" Interviews were taped and transcripts were prepared for coding and analysis. A case report was compiled and sent back to the interviewees for verification. (Abstract shortened by UMI.)
590 $a School code: 0168.
650 4 $a Business Administration, Management. $3 626628
690 $a 0454
710 2 $a The Ohio State University. $3 718944
773 0 $t Dissertation Abstracts International $g 68-04A.
790 $a 0168
790 1 0 $a Lambert, Douglas M., $e advisor
791 $a Ph.D.
792 $a 2007
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3262109