This paper theoretically and empirically examines the conventional wisdom in procurement management that often portrays supply inspections and supplier plant inspections as substitutes. We develop a theoretical model that focuses on potential internal spillover costs of the buyer receiving low-quality inputs and external spillover costs should low-quality inputs go undetected. Key to our analys...

With the increasing popularity of commercial uses of the Internet, business-to-business (B2B) ecommerce and e-procurement are moving corporate purchasing to the World Wide Web. We identify two types of B2B e-commerce business models. Extranets connect the buyer and its suppliers with a closed network. In contrast, electronic markets create open networks for buyer and supplier interactions. Exte...

This paper presents a critique of the normative, buyer-supplier literature and in addition suggests that the more empirically-based literature needs to expand its scope of attention beyond its traditional confines of attention. Four main deficiencies are identified within much of the existing buyer-supplier literature. Firstly, collaborative buyer-supplier theories fail to discriminate sufficie...

A supply chain consisting of a single-supplier and a single-buyer is modeled and compared in two different modes: non-coordinated and coordinated. The model is established based on the fact that the demand is uncertain and shortages are considered as lost sales. The buyer’s order lead time is a nonlinear function of the buyer’s order size and the number of shipments from the supplier. Quantity ...

Purpose The purpose of this research is to investigate the causal mechanisms that explain relationship between long-term buyer–supplier and buyer performance. Building on growing body social capital in supply chain management (SCM), authors examine how a achieves superior performance forming enduring partnership with supplier through two different forms embeddedness: dyadic embeddedness externa...

The two critical factors distinguishing inventory management in a multifirm supply-chain context from the more traditional centrally planned perspective are incentive conflicts and information asymmetries. We study the well-known order quantity/reorder point (Q r) model in a two-player context, using a framework inspired by observations during a case study. We show how traditional allocations o...

The risk of supply disruption increases as firms seek to procure from cheaper, but unproven, suppliers. We model a supply chain consisting of a single buyer and two suppliers, both of whom compete for the buyer’s order and face risk of supply disruption. One supplier is comparatively more reliable but also more expensive, while the other unreliable one is cheaper and faces higher risk of disrup...

The mainstream view holds that over time buyer–supplier relationships evolve through a number of phases. As a consequence, supplier development as a buyer–supplier relationship management practice should also be adapted to the life-cycle phase. Supplier development activities matching the buyer– supplier relationship life-cycle phase will lead to more favorable performance improvements. However...

As suppliers provide more value in today’s supply chains, eliciting supplier cost-reduction efforts and inducing supplier competition are two important levers for a buyer to reduce sourcing costs. In this paper, we study a buyer’s sourcing strategy considering supplier effort and competition. The buyer has two instruments in her strategy: the composition of the supply base and the contracting m...