Syfte: Syftet med studien är att kartlägga om och hur modeföretag har anpassat sin försörjningskedja under Covid-19. Studien kommer främst att fokusera på om det har skett geografiska förändringar i sin sourcingstrategi, samt hur företagens inköpsvolymer har förändrats under pandemin. Design/ metod: De två forskningsfrågorna besvarades genom fem semistrukturerade intervjuer med flera personer på svenska modeföretags inköpsavdelningar och med hjälp av en tematisk analys. Originalitet/värde: Studien bidrar till ökad kunskap inom ämnet hur svenska modeföretag har anpassat sina värdekedjor under Covid-19 pandemin. Eftersom att Covid-19 pandemin skedde nyligen finns det begränsat med forskning inom ämnet. Studien ger även en inblick i hur olika svenska modeföretag har arbetat under denna tidsperiod för att hantera de risker som uppstod i värdekedjan. Resultat och slutsats: Efter att en analys hade sammanställts så kom det fram att det fanns skillnader i hur de mellanstora och stora företagen i studien hade agerat kring sourcing och inköpsvolymer under Covid-19 pandemin. De medelstora företagen hade redan större delen av sin sourcing i Europa medans de större modeföretagen hade större delar av sin sourcing i Asien. Alla intervjupersoner beskriver att de upplevde mer eller mindre fördröjningar i sina leveranser där det var värst för de som hade stor produktion i Asien. För att minska riskerna gällande inköpsvolymer så var flexibilitet en viktig faktor för att flytta volymer mellan sina sourcingplatser och producera närmare sina marknader. Det kom även fram att de medelstora företagen ville satsa på större lager i framtiden medans de stora företagen ville minska sina lager för att inte överproducera. I framtiden ser samtliga intervjupersoner att det kommer bli större konkurrens kring produktion i Europa då fler företag vill producera närmare sina marknader. / Purpose: The purpose of this study is to examine how textile companies have adapted their supply chain during Covid-19. The study will mainly focus on outlining geographical changes in its sourcing strategy, as well as how companies' product range volumes have changed during the pandemic. Design/Methodology: The two research questions were answered through five semi-structured interviews with several people in Swedish fashion companies purchasing departments and with the help of thematic analysis. Results and Findings: After an analysis had been compiled, it emerged that there were differences in how the medium-sized and large companies in this study had acted regarding sourcing and purchasing volumes during the Covid-19 pandemic. The medium-sized companies already had most of their sourcing in Europe, while the larger fashion companies had larger parts of their sourcing in Asia. All interviewees described that they experienced more or less delays in their deliveries, where it was more critical for those who had larger production in Asia. To reduce the risks regarding purchasing volumes, flexibility was an important factor in moving volumes between their sourcing sites and producing closer to their markets. It was also revealed that the medium-sized companies wanted to invest in larger stock levels in the future, while the large companies wanted to reduce their stock levels in order not to overproduce. In the future, all interviewees see that there will be greater competition for production in Europe as more companies want to produce closer to their markets. Originality/Value: The study contributes to increased knowledge in the subject of how Swedish fashion companies have adapted their value chains during the Covid-19 pandemic. Because the Covid-19 pandemic occurred recently, there is limited research on the subject. The study also provides an insight into how different Swedish fashion companies have managed the risks that arose in the value chain during this time period.

By the end of 20th century many industries including automotive supply industry have undergone significant merger and acquisition activity. Mergers and acquisitions have led to geographical expansions of OEM’s (Origininal Equipment Manufacturer) across country borders and across continents. This tendency can be explained by the pressure to manufacture better equipments and less expensive vehicles which lead to specialization and internationalization of the truck industry. Plus, these consolidation trends are still actual phenomena in truck industry and can bring structural and strategic changes in the supply chain. Apparently. these trends bring a challenge for automotive suppliers, which is how to sustain competitive market position after the merger of important customers. By using the example of Scania and MAN consolidation, this research adopts case-study method with qualitative approach. The intent is to clarify how the buyer–supplier re-lationship is influenced by post-merger sourcing strategy in the automotive industry, with the purpose to investigate and analyze supplier strategic response mechanisms against pos-sible impacts of post-merger sourcing strategy in truck industry. The findings emphasize the importance of sourcing strategy changes in achieving the motives of the merger. We also identify a set of specific supplier selection criteria that appear to cause changes in the sourcing strategy of merged OEMs which, ultimately, influ-ence their purchase decisions.Then it is observed that dimensions like interaction, power-balance, and collaboration in buyer-supplier relationships vary with regards to sourcing strategy changes. Together, the findings contribute to our understanding of the strategic reponse mechanisms like business reengineering and restructuring through which suppliers can improve their market-related performance and better postion themselves in front of the merging customers.

<p>Course:        Bachelor Thesis in Business Administration, 15 ECTS</p><p> </p><p>Topic:          The Impact of Strategic Purchasing on an Organization’s Profitability</p><p>                     A Case Study of Ghana Telecom Company        </p><p>                                         </p><p> </p><p>Supervisor:     Mats Viimne</p><p>Background:  The purchasing function contributes directly to the operating results and</p><p>                       profitability of an organization. It has been argued out that, the fact that</p><p>                       purchasing is responsible for spending more than 60 percent of an organization’s    </p><p>                       sales dollars highlights the profit-enhancing potentials of the purchasing on an</p><p>                       organization.</p><p> </p><p>                                 </p><p>Problem:       How can strategic purchasing affect the profitability of an organization?</p><p> </p><p>Purpose:       The purpose of this research is to describe how strategic purchasing impact on</p><p>                      the profitability of Ghana Telecom Company.    </p><p> </p><p>Method:      The author collected both primary and secondary data in order to fulfill the  </p><p>                    purpose of the paper; the primary data was gathered directly from relevant sources</p><p>                    in Ghana Telecom Company, through telephone and email interviews. The</p><p>                    secondary data was obtained from indirect sources, such as textbooks, articles, and</p><p>                    websites. The method used can be described as a qualitative.</p><p> </p><p>Conclusion: An organization’s purchasing strategy is becoming recognized as a strategic weapon</p><p>                    equal in importance to its marketing, conversion and finance strategies as pointed</p><p>                     out by Dobler et al. Ghana Telecom Company’s strategic approach to buying include</p><p>                    multiple sourcing, short-term contracting and competitive bidding as a measure</p><p>                    towards increasing its profitability by being able to source at the lowest cost, and</p><p>                    having other sourcing alternatives, which leads to cost reduction.</p>

The study of archaeology within an ecological and evolutionary framework began with the study of changes in human subsistence through time. Within the last few decades archaeologists have expanded applications of evolutionary ecology (EE) beyond the dietary emphasis of the prey choice model toward increasingly complex and novel applications. The chapters in this dissertation provide several examples of this expansion, through novel examinations of the complex relationships between humans and their environment, as well as thoughtful examinations of social systems and non-subsistence related behavior through the prism of EE. Appendix A asks at what transport distance from a central place does big game become costly to procure relative to smaller local game? Results from this study show that big game is an economical choice at a one-way transport distance of over 100 km. These results are then used in Appendix B where isotope geochemistry is used to show both large and small game from Pueblo Bonito, Chaco Canyon were transported over 70 km to the Canyon. Without the results from Appendix A, one would be inclined to describe the long-distance transport of large game as a costly signal, when in fact it is an economical choice, particularly in a depressed or low productivity habitat. Appendix C, demonstrates the applicability of costly signaling theory to non-dietary artifacts, by showing how geochemically sourced non-local goods contain a variety of social meaning.

This thesis examines hotel food supply chain management practices and hotel food supply chains. The study is informed by qualitative data from 20 hotels of different characteristics. The results show three models of strategic sourcing strategy for affiliated hotels (chef-centred sourcing, centralised sourcing and flexible-centralised sourcing) and two models for independent hotel (chef-centred sourcing, and chef and owner sourcing strategy). Chef-centred sourcing can be a sourcing strategy for any type of hotel regardless of their affiliation; this sourcing strategy, however, is common among small group hotels, independent hotels and high-end hotel restaurants. Group hotels, however, are likely to employ a centralised-sourcing strategy with a degree of flexibility regarding supplier selection at property level. It was found that the higher the level of service, the more flexible the centralised sourcing strategy. These sourcing strategies have a strong, direct effect on how individual hotels source their food and therefore their food supply chain network structures. It is apparent that hotel food sourcing practice is complex and dynamic, and hotel business format is the main factor influencing individual hotel sourcing strategies. Hotel foodservice is characterised by low exploitation of information technology and manual-based supply chain activities with a high level of dependency on head chefs regarding supply chain performance. There is low level of implementation of supply chain initiatives among hotels in this study and the reason for this may be the products and production characteristics which differ from those in the retail sector. Although supplier cooperation and relationships between head chef and suppliers were found, there was an overall low level of collaboration between buyer and supplier. Consumer - ii - usage information was underutilised and under cultivated. Traditional arms-length buyer-seller relationships were commonly found in group hotels at both company level and property level. Overall hotel food SCM practice still displays traditional management characteristics and price-led decisions being apparent. An exception was found in high-end foodservice outlets and some outlets with chef sourcing strategies, where close long-term relationships between chefs and suppliers were found. The originality of this research lies in its attempt to fill a significant gap in hospitality management literature as well as to synthesise literature in the realms of supply chain management and hospitality management.

Responsible Sourcing is gaining growing importance for companies willing to demonstrate responsibility and commitment to sustainable practices. Sourcing is a key element of supply chain management and by adopting responsible sourcing practices, companies can greatly contribute to the sustainability of their entire supply chains. Being close to both customers and suppliers, retailers hold a particularly influential position in the supply chain and their sourcing choices can play a key role for sustainability improvements. This paper investigates the different strategies that can be adopted to guarantee responsible sourcing in the retail sector, through the specific case study of two UK retailers, Sainsbury´s and Tesco, and their offer of sustainable seafood. Specifically, the relation between the offer of MSC certified products and the retailers´ commitment to source responsibly is here analysed. The main source of data collection is a content analysis of retailers´ CSR online reports and web pages. Additional information is obtained through reports and web pages’ analysis of four UK organizations dealing with sustainable seafood issues. The findings of the study suggest that the offer of MSC certified products is positively correlated with the adoption of responsible sourcing practices; different strategies are available to retailers to guarantee responsible sourcing and that retailers´ sourcing policies can be influenced by other stakeholders´ guidelines for responsible sourcing.

This research addresses the question of whether there are personal characteristics of purchasing managers that lead them to make decisions regarding buyer-seller partnerships, and supplier sourcing in particular, that may be suboptimal, therefore affecting the performance of the firm. This question warrants study due to the current business environment, in which business firms have been entering into both formal and informal buyer-seller partnerships as a means of surviving in a highly competitive environment.

In this paper we investigate a manufacturer's sustainable sourcing strategy that includes recycled materials. To produce a short life-cycle electronic good, strategic raw materials can be bought from virgin material suppliers in advance of the season and via emergency shipments, as well as from a recycler. Hence, we take into account virgin and recycled materials from different sources simultaneously. Recycling makes it possible to integrate raw materials out of steadily increasing waste streams back into production processes. Considering stochastic prices for recycled materials, stochastic supply quantities from the recycler and stochastic demand as well as their potential dependencies, we develop a single-period inventory model to derive the order quantities for virgin and recycled raw materials to determine the related costs and to evaluate the effectiveness of the sourcing strategy. We provide managerial insights into the benefits of such a green sourcing approach with recycling and compare this strategy to standard sourcing without recycling. We conduct a full factorial design and a detailed numerical sensitivity analysis on the key input parameters to evaluate the cost savings potential. Furthermore, we consider the effects of correlations between the stochastic parameters. Green sourcing is especially beneficial in terms of cost savings for high demand variability, high prices of virgin raw material and low expected recycling prices as well as for increasing standard deviation of the recycling price. Besides these advantages it also contributes to environmental sustainability as, compared to sourcing without recycling, it reduces the total quantity ordered and, hence, emissions are reduced.

Telogenetic epikarst carbon sourcing and transport processes and the associated hydrogeochemical responses are often complex and dynamic. Among the processes involved in epikarst development is a highly variable storage and flow relationship that is often influenced by the type, rate, and amount of dissolution kinetics involved. Diffusion rates of CO2 in the epikarst zone may drive hydrogeochemical changes that influence carbonate dissolution processes and conduit formation. Most epikarst examinations of these defining factors ignore regional-scale investigations in favor of characterizing more localized processes. This study aims to address that discrepancy through a comparative analysis of two telogenetic epikarst systems under various land uses to delineate regional epikarst behavior characteristics and mechanisms that influence carbon flux and dissolution processes in south-central Kentucky. High-resolution hydrogeochemical and discharge data from multiple data loggers and collected water samples serve to provide a more holistic picture of the processes at work within these epikarst aquifers, which are estimated to contribute significantly to carbonate rock dissolution processes and storage of recharging groundwater reservoirs on the scale of regional aquifer rates. Data indicate that, in agricultural settings, long-term variability is governed by seasonal availability of CO2, while in urban environments extensive impermeable surfaces trap CO2 in the soil, governing increased dissolution and conduit development in a heterogonous sense, which is often observed in eogenetic karst development, as opposed to bedding plane derived hydraulic conductivity usually observed in telogenetic settings. These results suggest unique, site-specific responses, despite regional geologic similarities. Further, the results suggest the necessity for additional comparative analyses between agricultural settings and urban landscapes, as well as a focus on carbon sourcing in urban environments, where increased urban sprawl could influence karst development

[pt] A necessidade de adequação aos sistemas just-in-time (JIT) e de outras formas de organização da produção levou muitas empresas a efetuarem modificações importantes na sua estrutura, entre elas a análise de suas cadeias de suprimento. Dentro deste contexto, o Procurement ou Compras passaram a ter papel primordial na alavancagem de lucros de uma empresa. Em média, as empresas gastam 50% de sua renda proveniente das vendas com compra de matérias-primas, componentes e suprimentos. Em função disto, a função Compras é vista como parte do processo de logística das empresas, ou seja, como parte integrante da cadeia de suprimentos. Esta importância fez surgir o modelo de Strategic Sourcing que passa por um estudo profundo das categorias de produtos e do mercado fornecedor, resultando - além da melhoria dos processos, com a racionalização do consumo - em novas especificações que ampliam a padronização dos itens de um mesmo produto para diversas unidades de um negócio. Inicialmente será analisada a função Compras e sua inserção na cadeia de suprimento e apresentada a fundamentação teórica do modelo de Strategic Sourcing. A seguir serão descritas as etapas de implementação do modelo na PETROBRAS e os resultados obtidos. Por fim será efetuada a validação dos resultados nas dimensões: redução do custo da cadeia de suprimento, melhoria no nível de serviço, redução da descontinuidade de suprimento e priorização de materiais e produtos. Esta validação procura verificar a aderência do modelo aplicado às premissas estabelecidas pela PETROBRAS. / [en] The need for compliance to just in time (JIT) systems and other forms of production organization has caused many companies to make important changes in their structure, among them the analysis of the supply chain. Within this context, the procurement or purchasing begins to take on a principal role in the leverage of a company´s profit. On the average, companies spend 50% of their income from sales on the purchases of raw materials, components and suppliers. Due to this, the purchasing function is seen as part of a company´s logistics process, that is, as a part of the supply chain. The importance of the above has brought about the Strategic sourcing model which has undergone a profound study of products and supply market categories, resulting - besides an improvement in the processes, with the rationalization of consumption - in new specifications which increase the standardization of items of the same product for diverse units of a business. Initially, the purchasing function as its insertion in the supply chain will be analysed and the theoretical formulation of the Strategic Sourcing model will be presented. Later on the implementation stages of the PETROBRAS model and the results obtained will be described. Finally, the validation of the results will be carried out in the following dimensions: cost reduction in the supply chain, improvement in the level of service, supply discontinuation reduction and materials and products prioritization. This validation attempts to verify the adherence of the model applied to the assumptiores established by PETROBRAS.