Although Sustainable Public Procurement (SPP) is often seen as a powerful tool to drive sustainability across its supply chain, there is little available research in terms of how SPP actually influences its suppliers’ sustainability practices and what challenges are being faced during the process. In this study, we shed light on both issues by exploring SPP using Institutional and Power Dependence Theory in the context of the surgical instrument industry in Sweden. Methodologically, the study is grounded in an exploratory design and employs in-depth interviews with multiple stakeholders to gain a holistic understanding of the phenomena being studied. The study revealed that SPP mainly influences suppliers by requiring them to evaluate their own sustainability practices, engage in collaborative actions and make alterations when they fail to comply with the contractual terms.The most significant challenge resulted to be the lack of resources, resulting in the inability to perform sufficient follow-ups, engage in meaningful conversations with suppliers and procurers having to buy unsustainable products because of their tight budgets. Another major challenge was Sweden’s forerunner position when it comes to SPP on an international level, resulting in reluctancy on the part of international suppliers to alter their sustainability practices.

Submitted by Vanessa Nunes (vnunes@unisinos.br) on 2015-03-21T12:41:47Z No. of bitstreams: 1 JulianaCelestini.pdf: 1842948 bytes, checksum: 51dc2755ce2f0ed217fd143b762034c8 (MD5) / Made available in DSpace on 2015-03-21T12:41:47Z (GMT). No. of bitstreams: 1 JulianaCelestini.pdf: 1842948 bytes, checksum: 51dc2755ce2f0ed217fd143b762034c8 (MD5) Previous issue date: 2014-04-30 / CAPES - Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Um desafio significativo para muitas empresas é identificar os recursos que podem ser utilizados para moverem-se das relações caracterizadas por forte poder de compra e posição de barganha para parcerias baseadas na cooperação. O relacionamento colaborativo entre comprador e fornecedor tem sido reconhecido como um importante critério para alcançar resultados positivos. A teoria do capital social reconhece que as relações podem ser uma fonte de recursos físicos e informacionais. Assim, tem-se como objetivo analisar a relação das dimensões do capital social com o desempenho operacional da empresa compradora. O modelo proposto sustenta que o desempenho operacional em custo, qualidade, entrega, flexibilidade e inovatividade estão positivamente relacionados com as três dimensões – relacional, cognitiva e estrutural – do capital social. Foram amostradas plantas, no setor industrial têxtil e de confeccionados brasileiro. Obteve-se uma lista das empresas cadastradas como fabricantes nacionais de vestuário e acessórios no Guia TexBrasil da Associação Brasileira de Indústria Têxtil (ABIT). Sorteou-se de forma aleatória simples uma amostra probabilística de mil empresas. Contatou-se cada uma por telefone, e coletaram-se 503 endereços eletrônicos diretos válidos de gestores envolvidos diretamente com fornecedores. O questionário foi elaborado com base no desenvolvimento de escalas e composto por itens tipo Likert com as medidas de cada construto do capital social e do desempenho de operações. O questionário foi revisado por executivos de duas em presas do mesmo setor industrial e por três especialistas da área de operações. O pré-teste foi aplicado em uma amostra de 17executivos de formação semelhante a dos respondentes. Usou-se Análise Fatorial Confirmatória (CFA) para validar as escalas. Ajustado o questionário, empregou-se um formulário on-line, enviado e monitorado durante os meses de novembro e dezembro de 2013 para os endereços eletrônicos previamente identificados. Utilizou-se o método similar ao proposto por Dillmann (2002) e guiou-se uma survey. Obtiveram-se 117 respostas, 102 das quais válidas. Conduziu-se CFA para avaliar a validade e confiabilidade das respostas. Testaram-se as hipóteses com regressão linear múltipla. Constatou-se que as medidas do desempenho operacional do comprador relacionam-se de forma distinta com cada dimensão do capital social. Os resultados revelam que as ações de relacionamento entre comprador e fornecedor que envolve a avaliação de desempenho, a apropriabilidade, o compartilhamento de informação, o desenvolvimento do fornecedor (dimensão estrutural) e a visão e valores compartilhados (dimensão cognitiva) estão positivamente relacionados com o desempenho operacional do comprador. O fator positivamente relacionado com o desempenho em custo é a dimensão estrutural (avaliação do desempenho e apropriabilidade). O fator positivamente relacionado com o desempenho em qualidade é a dimensão estrutural (apropriabilidade). O fator associado com o desempenho em entrega é a dimensão cognitiva (visão e valores compartilhados). O fator associado com o desempenho em flexibilidade é a dimensão cognitiva (visão e valores compartilhados). O fator associado com o desempenho em inovatividade é a dimensão estrutural (desenvolvimento do fornecedor, compartilhamento de informações e apropriabilidade). Em suma, a pesquisa mostra que as empresas compradoras podem aproveitar a relação comprador-fornecedor para melhorarem seu desempenho operacional, se as dimensões apropriadas do capital social forem fomentadas. / A significant challenge to many companies is to identify the resources that can be used to move up the relationships characterized by strong buying power and bargain position to cooperation based partnerships. The collaborative relationship between buyer and supplier has been recognized as an important criterion to achieve positive results. The social capital theory recognizes that relationships can be a source of physical and informational resources. In this sense, one aims to analyze the relationship of the dimensions of social capital to the operational performance of the buyer company. The proposed model supports that the operational performance in cost, quality, delivery, flexibility and innovativeness related positively to the three dimensions – relational, cognitive and structural – of social capital. We sampled plants in the textile industry and Brazilian manufactured. We obtained a list of companies registered as domestic manufacturers of apparel and accessories in TexBrasil Guide of the Brazilian Association of Textile Industries (ABIT). One has drawn up a simple random sample composed by1000 companies. Each company was contacted by telephone and we collected 503 valid direct e-mail addresses of managers involved directly with suppliers. The questionnaire was based on the development of scales, and composed by items like Likert with the measures of each social capital and construct of the performance of operations. Executives from two companies in the same industrial sector and three experts in operation area reviewed the questionnaire. We applied the pre-test in a sample of 17 executives with similar training to the one of the respondents. We used a Confirmatory Factorial Analysis (CFA) to validate the scales. Adjusted the questionnaire, we used an on-line form, sent and monitored during the months of November and December 2013 for the e-mails previously identified. We used a similar method to that proposed by Dillmann (2002), and guided a survey. We obtained 117 valid answers, 102 of them were valid. CFA was conducted to assess the validity and reliability of the responses. Multiple linear regressions tested the hypotheses. We verified that the buyer’s operational performance measures relate differently to each dimension of social capital. The results show that the relationship actions between buyer and supplier that involve evaluating performance, appropriability, information sharing, supplier development (structural dimension) and the shared vision and values (cognitive dimension) related positively to the buyer’s operat ional performance. The factor positively related with performance in cost is the structural dimension (performance evaluation and appropriability). The factor positively related with performance in quality is the structural dimension (appropriability). The factor associated with performance in delivery is the cognitive dimension (shared vision and values). The factor associated with performance in flexibility is the cognitive dimension (shared vision and values). The factor associated with performance in innovativeness is the structural dimension (supplier development, information sharing and appropriability). In short, the research shows that the buyer companies can leverage the buyer-seller relationship to improve their operational performance, if the appropriate dimensions of the social capital are encouraged.

The discipline of marketing is evolving from a product centric paradigm where all value is invested in the product by the supplier and it is exchanged for a market determined price by means of an arm’s length transaction, to a service centric paradigm where value is co-created by customer and supplier through complex relationships in which the rewards are determined through negotiation. This study recognizes that in practice a supplier will and ought to continue to have some customer relationships that are transactional and others that involve higher levels of value co-creation. A five point continuum of relationships from transactional to strategic alliance is defined. Dyadic data in which customer and supplier are asked to evaluate the same relationship from their respective points of view are analyzed resulting in a portfolio of a supplier’s relationships that include each of the five levels. Three structured equation models are validated: first, the customer’s assessment of the level of relationship as a function of new, behaviorally anchored measures; second, the supplier’s assessment as a function of new, behaviorally anchored measures of investment; third, the differences between customer and supplier assessments as a function of differences in ratings of new, behaviorally anchored measures. Additionally, segmentation of the customer base is identified based on the level of assessment of the current and desired future level of relationship. Servicing processes are defined to enable the supplier to match the right offerings to each level of customer thereby optimizing their investment in their customer portfolio.

The discipline of marketing is evolving from a product centric paradigm where all value is invested in the product by the supplier and it is exchanged for a market determined price by means of an arm’s length transaction, to a service centric paradigm where value is co-created by customer and supplier through complex relationships in which the rewards are determined through negotiation. This study recognizes that in practice a supplier will and ought to continue to have some customer relationships that are transactional and others that involve higher levels of value co-creation. A five point continuum of relationships from transactional to strategic alliance is defined. Dyadic data in which customer and supplier are asked to evaluate the same relationship from their respective points of view are analyzed resulting in a portfolio of a supplier’s relationships that include each of the five levels. Three structured equation models are validated: first, the customer’s assessment of the level of relationship as a function of new, behaviorally anchored measures; second, the supplier’s assessment as a function of new, behaviorally anchored measures of investment; third, the differences between customer and supplier assessments as a function of differences in ratings of new, behaviorally anchored measures. Additionally, segmentation of the customer base is identified based on the level of assessment of the current and desired future level of relationship. Servicing processes are defined to enable the supplier to match the right offerings to each level of customer thereby optimizing their investment in their customer portfolio.

abstract: Services outsourcing is a prevalent yet problematic phenomenon. On the one hand, more and more firms are outsourcing services function. On the other hand, we are faced with many services outsourcing failures. This research attempts to uncover some of the omitted causes of services outsourcing failure. It extends a conceptual paper that used social network theory to examine the shifting of the triadic relationship structures among the service buyer, service supplier and the buyer's customers at different stages of the services outsourcing arrangements and its performance implications. This study empirically examines these performance implications. Specifically, this research defines the concept of bridge transfer, which denotes the weakening and dissolution of operational ties between the service buyer firms' and their end customers and the appearing and strengthening of operational ties between the service supplier firms and the end customers. It also empirically derives a measurement scale for this new construct. Further, the effects of bridge transfer on supplier's appropriation behavior, buyer's cost of quality and end customers' quality perception are examined in the context of customer facing services and are contrasted with those entail little or no customer interactions. In addition, the moderating roles of buyer-supplier relationship on the effects of bridge transfer are also examined. An Internet-based survey was administered to firms affiliated with CAPS Research and the Institute of Supply Management as the primary data source (n=137). Principal Component Analyses were used to derive a composite score for each of the model construct. Then linear regressions were used to detect the effects of bridge transfer on services outsourcing outcomes and to detect the moderating role of buyer-supplier relationships on these effects. The results show that bridge transfer is positively correlated to suppliers' appropriate behavior and negatively correlated to end customer's quality perception in the context of customer facing services. The effects of bridge transfer are not found for services that entail little or no interactions with the end customers. Instead, buyer-supplier relationship is found to be a key influencing factor to services outsourcing outcomes in this context. This study helps to pinpoint some of the omitted causes of services outsourcing failures and shed light on how to manage services outsourcing for success. / Dissertation/Thesis / Ph.D. Business Administration 2011

[pt] O tema principal desta tese é a operacionalização da flexibilidade de manufatura, a partir de duas abordagens: teórica e empírica. A abordagem teórica visa a discussão com base em uma extensa revisão da bibliografia, da flexibilidade de manufatura e a sua operacionalização. No tocante à operacionalização, destaca-se a existência de diversos aspectos considerados indutores, como a tecnologia de processo, métodos de gerenciamento da produção, gerenciamento de recursos humanos, tecnologia de informação, processo de desenvolvimento de produtos e os relacionamentos na cadeia de suprimentos. Dentre esses aspectos, verificou-se a necessidade de aprofundamento na questão que trata dos relacionamentos na cadeia de suprimentos, em especial os relacionamentos produtor- fornecedor. Após o desenvolvimento do referencial teórico sobre os relacionamentos na cadeia de suprimentos, no sentido de apresentar as características gerais e seus efeitos sobre a flexibilidade de manufatura, passou-se a uma análise empírica com o foco no relacionamento produtor- fornecedor. A escolha desse indutor para a condução do estudo empírico deu-se em função da emergência do papel dos fornecedores na definição das estratégias do produtor e da importância das relações entre produtor e fornecedor na criação e desenvolvimento de vantagens competitivas. Além da construção de um referencial teórico - útil para a discussão da operacionalização da flexibilidade de manufatura como fonte de vantagens competitiva e preparação para futuras pesquisas - a tese também atende à demanda por estudos empíricos tão importantes para o avanço das pesquisas sobre o tema. Nesse sentido, buscou- se responder às duas questões de pesquisa: como se caracterizam os relacionamentos produtor-fornecedor quanto aos aspectos de confiança/comprometimento, compartilhamento de informações, desenvolvimento de fornecedores e desenvolvimento conjunto de produtos nas empresas estudadas? E como se dão os impactos dos aspectos de relacionamento produtor-fornecedor sobre a flexibilidade de manufatura e o desempenho da manufatura nas empresas estudadas? O estudo envolveu quatro empresas de manufatura em uma investigação da influência de quatro aspectos de relacionamento produtor-fornecedor - confiança/comprometimento, compartilhamento de informações, desenvolvimento de fornecedores e desenvolvimento conjunto de produtos - sobre três dimensões externas de flexibilidade de manufatura - mix, novos produtos e volume. A análise estendeu-se à observação dos efeitos generalizados dessas relações sobre o desempenho da manufatura dos níveis da flexibilidade de manufatura apresentados pelas empresas estudadas. / [en] The purpose of this dissertation is to study the operationalization of manufacturing flexibility, focusing on aspects of relationships in the supply chain and their impact on manufacturing flexibility. The research involves four manufacturing companies for studying the influence of four aspects of buyer-supplier relationship - trust/commitment, information sharing, supplier development and joint product development - on three external dimensions of manufacturing flexibility - mix, new products and volume. The study also observes the generalized effects of these relationships on manufacturing performance and on the levels of manufacturing flexibility shown by the companies studied. The buyer-supplier relationships are deeply analyzed and their general characteristics and effects on the operationalization of manufacturing flexibility are presented. In addition, the analysis of scope and achievability factors indicated the presence of little explored flexible resources in the companies studied. Finding ways for operationalizing flexibility must be seen as a priority question to obtain competitive advantage in manufacturing systems. This work shows how the relationships between the buyer and supplier can influence several external dimensions of manufacturing flexibility and, consequently, manufacturing performance.

The purpose of this study is to investigate what effect COVID-19 has had on the buyer-supplier relationship (BSR) in the ready-made garment (RMG) supply chain (SC) - focusing mainly on the Bangladeshi supplier point of view, but with a complementary perspective of the buyer. As the area is new and relatively unexplored, there is a gap in previous literature and research. It has not previously been studied how COVID-19 affected the relationship between buyer and supplier in the RMG SC. This study aims to narrow this gap. In this study, a qualitative research strategy was adopted, emphasizing words rather than quantification in the data collection and analysis. An inductive approach was used, starting from collecting data, where theories and literature are proposed towards the end of the research process as a result of interviews. A narrative state of the art review of literature was conducted to provide a comprehensive and unbiased review. Semi-structured in-depth interviews with Bangladeshi supplier managers were conducted over Zoom or Teams. The empirical data were coded in first-order concepts, second-order concepts, and aggregate level through the qualitative research program Nvivo. Four main second-order concepts could be identified from the interviews with the supplier side. The codes and empirical data were then analyzed through a developed analysis model based on the Conceptual Model of Social Capital. The effects that COVID-19 has had on BSR from a Bangladeshi supplier perspective are discussed and presented.

The concept of industry 4.0 has long been a topic of discussion, research, and cultural impact, it has also rapidly increased effectiveness, profitability, and growth for the involved parties. At the pinnacle of industry 4.0 smart factories have emerged as a concept, describing the factories of competitive manufacturing leaders who best utilize the advanced tools of the era. The journey toward progressing conventional factories, making them smart, requires collaboration with suppliers who are well-equipped to support this transition. Therefore, this thesis aims to take on a supplier perspective through the lens of strategy to gain a deeper understanding of how suppliers should act towards original equipment manufacturers (OEMs) in the smart factory era. Specifically, investigating how suppliers can seize business opportunities in the smart factory maturity (SFM) journey of OEMs.  The study was conducted through a qualitative single case study performed with an industrial supplier towards OEMs in the motor vehicle industry (MVI). Data collection included performing semi-structured interviews with employees at the case company as well as observations such as break room discussions and visits at OEMs. Moreover, thematic analysis was carried out which resulted in three themes which deepens the understanding of the supplier’s role in the context. The discussion of the themes concludes that suppliers should: 1. Understand the state of the OEMs' smart factory journey, by identifying the OEMs SFM and what drives them forward. 2. Use the found enablers in their strategy to assist the journey, i.e. by developing strategic partnerships, expanding the software offering, establishing a smart factory vision, and changing the mindset towards solution selling. 3. Prepare for and manage the identified challenges of the smart factory era, which are factory legacy, new competency needs, cyber security, silo mindset, and change management. The research contributes to industry 4.0 maturity model literature by adding a more managerial view on the area and a supplier perspective. Furthermore, the study contributes to strategic management literature by adding onto the dynamic capabilities framework by providing a practical context on how organizations can seize business opportunities.

在近年來，產業群聚之研究逐漸風糜，Porter所著之《國家競爭優勢》開啟了產業群聚研究，並將產業群聚之概念及操作手法加以介紹，其後的許多學者承襲Porter對於產業群聚定義採用其他研究方法將產業群聚之研究發揚光大。過去臺灣對於產業群聚之研究，多停留在特定地點成功案例研究(如竹科或矽谷)或單一產業或單一地區之產業集中情形進行研究，較少以上下游關係緊密關係來做研究基礎開展，再配合產業資料進行集中之研究。 本研究則是基於產業群聚之概念，而將產業群聚分為上下游關係緊密與地理空間集中兩者，並援引Bergman 及 Feser兩位教授於1999及2000年所介紹之投入產出方法，利用主計處之《八十八年產業關聯表》中資料找出上下游關係緊密之產業群，再利用九十年工商普查產業基本資料配合上下關係緊密產業群找出其在地理空間集中之確切群聚地點。茲將研究發現整理如下： 一、臺灣地區主要有十三個上下游關聯緊密之產業群聚。 二、半導體與電子零組件產業群聚為臺灣地區為核心產業群聚。 三、北臺灣區域儼然成為臺灣地區主要產業群聚地點，臺北縣及桃園兩地成為大多數產業群聚之地點。 四、北中南區域皆各有不同之產業群聚。 (一) 北部區域為電子產業(半導體以及電子零組件)、紡織、機械、機電、印刷、汽車產業群聚之地點。 (二) 中部區域則有皮革及皮鞋、鋼鐵及機械、其他製品、自行車產業群聚。 (三) 南部區域則有石化上游、鋼鐵、鋁、機車、船舶產業群聚。

隨著資訊技術的崛起與發展，傳統的商業模式已經完全不同於以往，電子商務的興起已逐年快速蓬勃發展，這樣的新興商業模式無論是在B2B或是B2C的領域都讓企業運作變的更加有效率，並且為企業創造了更多的利潤，但除了資訊科技以外仍需其他革命性變革與創新才能造就如此欣欣向榮的環境，供應鏈管理即是極佳的例子，在供應鏈管理的運作之下的企業相互合作和共享資訊與資源，資訊科技扮演連接整個供應鏈的重要角色，並且讓供應鏈更加有效率的運作，這是B2B電子商務極致表現的一個相當好的範例，但企業之間的合作決計不僅僅只依靠資訊科技的連結而變的更有效率，企業需要的是尋找良好的廠商作為合作夥伴，本研究的目的就在於發掘出企業間建立夥伴關係中重要的因素，並嘗試將夥伴關係分級，如此一來夥伴關係管理將不只是空談，企業可以有效的評估合作的廠商並加以分級管理，夥伴關係管理的運作將為企業創造更多的價值。 在不同的產業中會有不同的夥伴關係出現，當然當中關鍵的結合力因素也將不同，在本研究中將會把目標放在處於資訊科技產業中的買與賣的關係之上，因為這個產業有著強調速度與效率的特性，而且電子商務的應用與發展也最蓬勃，本研究將採用深度的訪談分析，並讓受訪問的企業對重要的結合力因素作評比，如此一來研究者將可以分析瞭解重要的結合力並將夥伴關係做等級上的劃分，以利未來其他研究者能針對不同等級的夥伴關係做各類管理方法之研究。 關鍵字：電子商務、B2B、夥伴關係管理、結合力 / In the wake of information technology (IT), business model is taking a paradigm shift. Electronic commerce is an emerging business model that streamlines the operations of a business and results in efficiency and profitability. In addition to the increased dependency on information technology, changes in management will be needed to maximize the effects of electronic commerce. The concept of Supply Chain Management (SCM) tells management to utilize the new found capabilities of IT integration and information sharing between business partners. The concept reveals that a connection beside the tangible IT link should exist to bind a business with its suppliers and customers tightly. Businesses should have a good relationship with their business partners to increase the total revenue. In this research, we are trying to find the critical bonds between business partners. After identifying the bonds, we can use them to categorize partner relationships and differentiate the degree of integration between business partners. Keywords: EC, B2B, PRM, partner relation management, bond, buyer-supplier relationship