As demands on companies’ accountability have increased, researchers have turned their attention towards the social auditing practice and studied its role in companies supply chains. This study highlights a theory gap, questioning existing praise and criticism correlated to the categorization of social auditors. By comparing two different social audit categories, namely the independent and internal auditors, this paper contribute with a broader understanding of the similarities and differences between the two audit types. This study addresses the research question; how does the independent and internal social audit type support companies’ work with improving social standards in the supply chain? The theoretical framework includes aspects within the area of social auditing, buyer-supplier relationships and theories regarding the categorization of the two audit types. The study draws upon a qualitative approach investigating two cases with different social auditors, finding that both auditor types have their strengths and weaknesses, and therefore support companies in different ways. Referring to this tradeoff, this study concludes that the praise and criticism correlated to the two audit classifications of independent and internal auditor might not be completely valid, which calls for further research.

The purpose of this study is to better understand the functioning of knowledge sharing in the supply chain of Taiwan IT industry and face the current practice of modular component outsourcing with a theoretical threat of architecture change and modularity trap. Today, modularity and component outsourcing became almost an prerequisite for an successful IT company. Product architectures are widespread and well defined. It is however the question nobody dares to ask – what if this changes? How can the Taiwan suppliers make sure, that they will still be in the game even if the rules change? How can they assure that their position as the cutting edge component providers won`t be taken by someone else? The basic premise of the research is, that the relationship management of supplier and buyers often seen in countries with Confucian tradition can overcome this threat thanks to deeply rooted trust and good and opened communication patterns. This paper first introduces the Supplier-buyer relationship theory and background on its functioning within the New Product Development (NPD) area. The study also touches on the issue of Early Supplier Involvement (ESI) into the New Product Development. Next the theory on Modularity and Modularity Trap are introduced. Based on the literature review, I construct an research framework, consisting of two bodies: The architecture as a variable and Buyer-supplier relationship and NPD. The major conclusions of this study are (1) The architecture of the product to be developed is an important driver on the supplier-buyer relationship creation. (2) To build the relationship with buyers is important step for the suppliers, but it can only be build around technology that is important for the buyer. (3) Supplier`s understanding of architecture knowledge of its buyers is crucial. (4) The main reason to invite supplier into New product development is buyers technological distance between what they can have and what they want to have. (5) Product Complexity (number of parts and their interconnections within the product) have a positive influence on the supplier role creation. (6) All buyers have a rather good component knowledge. (7) The management alignment will be greatly influenced byt architectural attributes of the product to be developed.

Despite the vast research within the fields of buyer-supplier relationships and the fashion industry, a lack of comprehensive understanding concerning the connection between the two seems to be found. Research regarding long-term relations and key concepts in form of trust and commitment, are stated to be crucial in order to create a long-term relationship. However, the importance of these concepts application regarding small-sized fashion retailers was identified to be an unexplored area; thus, a research gap was detected. This highlights a need for further research of the characteristics of the buyer- supplier relationships within small-sized fashion retailers. The purpose of this study was consequently to investigate buyer-supplier relationships within small-sized fashion retailers. Furthermore, based on the literature review of the theoretical framework, three research questions were formulated. To gather empirical data, a multiple-case study was conducted and semi-structured interviews with four purchasing managers working in the fashion industry were performed.   This study discloses that the concepts of trust and commitment were identified as being of great importance, in order to maintain a long-term relationship between the parties. Further, several factors, e.g. communication, conflict resolution and identification were distinguished to have a significant impact on the character of a close relationship. Finally this study concluded that the relation between the buyer and supplier is highly valued; with especially trust as a key factor. Both affective and calculative commitment was identified to exist, often depending on the size and dependence of the supplier. However, the prosperity of the business was ultimately argued to be the main reason for maintaining a partnership. Hence, the retailers preferred a close relationship, but sometimes accepted a transactional one due to their own customer demand.

Motivation: Chinese stated-owned enterprises (SOEs) play an increasingly role in Chinese economy although, its management for its suppliers are yet not in an effective manner in the situation mentioned in this case. Even though the Kraljic (1983) matrix is commonly used as a guideline for how to manage suppliers, there is a lack of studies based on Kraljic that have analysed the situation where the buyer are bound to and unable to switch its suppliers. Purposes: the purpose of this paper is to first to analyse the situation in the case by applying the Kraljic matrix, and second to explore the major challenges in terms of cost, communication and supplier selection in dealing with the supplier relationships. Specifically the analysis concern how factors like political risk, “Guanxi” and CSR restrict the way the case company manage its suppliers. In addition, appropriate supplier management strategies are formulated based on the findings. Research methods: in order to achieve the purposes of this paper, first an extensive literature review related to this paper was conducted. Afterwards, a case study of a subsidiary of Sinopec was carried out. The discussion concerns different types of the suppliers who are categorized according to the Kraljic matrix. Interviews with these two managers are major source of data collection. Findings: as indicated from the purpose the findings from the case confirm that Kraljic matrix is inadequate to capture the case of Chinese SOEs in this paper. The subsidiary does not either select or evaluate suppliers based on cost efficiency. Further, it is shown that political risk “Guanxi” and CSR influence the way the way the firms manage its suppliers. Implications: training design including all levels of managers and exploiting the use of “Guanxi” is two of appropriate strategies recommended for improvements in current situation

Bakgrund & Problemdiskussion: Inköpsfunktionen har på senare år fått en ökad strategisk betydelse inom organisationer och har idag en mer aktiv roll i att skapa och bidra till konkurrensfördelar. Inköpsfunktionen är en viktig del i kedjan från leverantör till kund och bidrar till att denna inte bryts. Inköpsfunktionen har därmed fått axla en mer komplex och strategisk roll som kan antas påverka inköpsfunktionens arbetssätt och struktur. Sambandet mellan dessa ses som komplext där roll anses vara en första bestämmande faktor som påverkar hur arbetssätt och struktur utformas. Syfte: Syftet med denna studie är att kartlägga en strategisk inköpsfunktions roller, arbetssätt och struktur samt utifrån denna kartläggning identifiera problem och förändringsmöjligheter. Metod: Denna studies resultat är baserat på en kvalitativ fallstudie för ett fallföretag inom verkstadsindustrin. Totalt genomfördes 15 intervjuer med medarbetare både inom och utanför fallföretagets avdelning för strategiskt inköp. Resultat: Studien visar på att en avdelning för strategiskt inköp utför arbetsuppgifter som är operativa, stödjande samt strategiska där det operativa arbetet inte är önskvärt av fallföretaget. Det är heller inte något som beskrivs vara del av en strategisk inköpares arbete enligt teorin. Tre roller har identifierats utifrån detta resonemang; Firefighter, Leverantörsansvarig samt Leverantörsutvecklare där den förstnämnda inkräktar på de andra två. En anledning till varför det operativa arbetet tar sådan plats är att gränserna mellan vad som är operativt, stödjande och strategiskt arbete inte är helt tydliga. Det finns arbetssätt som bemöter den oönskade rollen som Firefighter men det tar tid att införa rutiner. Vidare har studien även visat att strukturen bidrar till den strategiska inköpsfunktionens strategiska fokus. / Background & Problem definition: In recent years the purchasing department has been the subject of increased strategic importance and has taken an active role in creating and contributing to competitive advantage. This due to the fact that the department is an important part of the supplier-customer-chain and contributes to make sure that it does not break. Consequently, the department has taken a more complex and strategic role and this can be assumed has had an impact on the department’s work practices and structure. The connection between role, work practices and structure is complex where the role is the determinant variable and affects how work practices and structure are designed. Aim: The aim of this study is to describe a strategic purchasing department’s roles, work practices and structure and to identify problems and potential changes from the description. Method: The result of this study is based on a qualitative case study of an organisation that operates in the engineering industry. In total, 15 interviews were performed with employees both at the strategic purchasing department and other departments in the organisation. Results: The study has shown that a department for strategic purchasing performs tasks that are operative, supportive and strategic where the operative work is not described in theory as part of the strategic buyer’s work description. It is also not wanted by the organisation. Three roles have been identified this; Firefighter, Supplier-Responsible and Supplier-Developer where the first of them intrudes on the other two. One reason for the existence of operative work is that the difference between what is operative, supportive and strategic work is not always clear. There are ways of undermining the unwanted role Firefighter but implementing routines takes time. Furthermore the study has shown that structure contributes to the strategic focus of the strategic purchasing department.

Research questions:  Main Question: How do companies with different types of products, who have implemented CSR, work with CSR in their purchasing process? Sub Query 1: How do companies with different types of products, who have implemented CSR, choose their suppliers based on CSR criteria? Sub Query 2: How do companies with different types of products, who have implemented CSR, ensure that their suppliers uphold the CSR criteria? Purpose: The purpose with this thesis is to identify how companies who have implemented CSR, work with their suppliers in different situations. Methodology: The thesis’ research method was quantitative with a deductive approach and a positivistic viewpoint. The empirical data was collected through two case studies in which interviews was be made and documents studied. The method for analysis was qualitative as a pattern matching was made. The authors reviewed the thesis according to qualitative measurements for quality.

Background: The need to cut costs, save money, become profitable, be innovative, improve product quality and be responsive to customers’ demands is encouraging some organizations to form strategic relationships with suppliers. In achieving this, certain joint investments, called structural bonds, are developed within the relationship life-cycle. Although the bonds tend to tie down the partners and also create impediments for the termination of the relationship, they inevitably contribute to the achievement of mutual goals and sustaining competitive advantage. Past researches failed to relate the structural bonds’ development to any of the stages of the relationship life-cycle, which this study investigated. Purpose: The purpose of this research is to investigate why and in which stages of a strategic buyer-supplier relationship are structural bonds initiated. Method: A multiple case study approach, involving four companies, was undertaken to achieve the purpose of this study. The method used in collecting the empirical data is in-depth interviews with purchasing employees of these companies: Lagermetall AB, Atlas Copco AB, SAAB Tech AB and Husqvarna AB. Results: Most of the structural bonds, based on this study, were introduced at the beginning of the relationships. Some of the reasons for introducing these bonds are: improved product quality, joint product development, knowledge transfer, innovation and communication. Though the bonds may be introduced by the more powerful organization in the relationship, there is interdependency in the relationship. The bonds influenced the following in the relationship: trust, commitment and cooperation, information sharing, and performance but also generated lock-in effects.

Background:China could be seemed as a highly developing country. There are many opportunities and challenges inChina. Its preferential policies and huge potential market attract a lot of foreign companies to come toChina. Meanwhile, Chinese government encourages the development of domestic enterprises. Therefore, at present there mainly coexist three forms of enterprises inChina: foreign-funded companies, private companies and state-controlling companies. In order to enhance competitiveness, almost every company in china has its own supply chain network. Supply Chain management plays an important role in Chinese companies. Research question: 1.     What is the current situation of purchasing process and purchasing process integration for some manufacturers of different ownerships in China?   2.     How can purchasing process be integrated for some manufacturers of different ownerships in China from manufacture’s perspectives?   Purpose: The purpose of this thesis is to study the current situation in purchasing process integration in Chinese manufacturing industry of three kinds of ownership and evaluate the purchasing process of three kinds of companies in China. In addition, it gives some suggestions to remove potential obstacles and optimize the purchasing process; and aims to help the companies to gain competitive advantage in the long term.   Method: The empirical foundation for this thesis is intended to be on multiple case study method. It studies of the three types of manufacturing enterprises in China. To represent these three types of companies, three companies are chosen from each as selected research objects. Data is collected through semi-structure interviews, so the questionnaire would be open-ended. Long-distance telephone interview with purchasing managers and material managers separately for each company would be adopted.   Conclusion: The purchasing process of three companies who represent three different types of ownership is studied. It studies the current situation in purchasing process integration in Chinese manufacturing industry of three kinds of ownership and evaluates the purchasing process of three kinds of companies in China. Then the obstacles in purchasing process are found out. Then suggestions on purchasing process integration are used to tackle these obstacles.   Future Work: This thesis focuses on three manufacturing companies in China. The result of this thesis cannot represent all the obstacles in purchasing process in manufacturing industry in China. But the purchasing process, characteristics, strength and weakness are similar in the same type of ownership. Meanwhile, the recommendation on purchasing process integration also cannot solve all the obstacles found, due to the companies’ own condition. In future research, it recommends to add more research companies. Furthermore, more studies could be included to identify common obstacles and dig out solutions related to purchasing process integration in Chinese manufacturing industry.

Background: In manufacturing companies purchasing is a great part of the total cost and major suppliers have a decisive role for the company. Therefore it is important to emphasise the selection and relationship with these suppliers to make the organization profitable. Sourcing strategies and supplier relationships are the main elements of supplier management. Purpose: The main goal of this study is to underline the similarities and differences regarding sourcing strategies and supplier relationships among the manufacturers of the two industries in order to identify the best practices and possibilities for knowledge transfer. Methodology: This thesis is a descriptive comparative study that was conducted with a deductive approach. Data was collected by interviews of mainly purchasing managers of our studied companies, annual reports and web pages of the companies. The scientific credibility of this thesis was secured by using many sources and avoiding assumptions. Conclusions: Several similarities and differences have been found between the industries. Furthermore, both industries can learn from each other when it comes to the use of sourcing strategies and supplier relationships.   Suggestions on future research: A more extensive study with more companies in each industry can be made to strengthen our conclusions. Furthermore, scenario simulations can be conducted for the supply of products and see how a manufacturing company can be affected.

<p>Small and medium sized companies are important to the European economy and considered as the true backbone of the European economy, being primarily responsi-ble for wealth and economic growth. Further, the purchasing function of small and medium sized companies had become more and more important to firms within the creating of competitive advantages. Additional, former research emphasizes the need of companies to engage in closer relationships in order to survive in nowadays business environments.</p><p>These three issues, - SMEs, its purchasing performance and the relationships the small and medium sized firms are engaged with are interrelated and therefore the essences of the thesis. The thesis is limited to the manufacturing industry due to the potential wide area of small and medium sized companies.</p><p>The purpose of the thesis is to examine the purchasing practices of small and me-dium sized enterprises with a focus on strategic considerations and supplier relation-ships.</p><p>The research project is developed with four single case studies. Participating companies were two small sized manufacturing companies and two medium sized manufac-turing companies, defined according to the definition of the European Commission.</p><p>The study is built on a critical review of former literature and research findings within the purchasing area and the area of small and medium sized companies. The find-ings from literature review (frame of references) and the findings from the empirical study were connected in order to fulfill the purpose of the thesis as well as the developed research questions.</p><p>In the analysis, the characteristics of SMEs purchasing process were outlined. Evi-dence for strategic consideration were found and the characteristics of the companies relationships where established.</p><p>Small and medium sized enterprises have developed its purchasing performance po-sitively in the comparison to former research findings. By using business technology systems, strategic planning and deliberations and finally through building close and long-term relationships, manufacturing SMEs found a suitable ways to perform its purchasing activities successful and found its place in sophisticated supply chains.</p>