Wirtschaft (MSB)
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Timingstrategien - Zeitoptimale Ausgestaltung von Produktentwicklungsbeginn und Markteintritt
(1998)
Time-to-market-Management
(1996)
Innovative business models for data-driven B2B platforms evolve rapidly based on the prospects of digital technology. In addition to the platform provider, service providers on the supply side of the digital platform - the so-called complementors - play an important role in the process of value creation. This paper highlights the complementors’ perspective on the different facets of complementor relationship management (CoRM) and answers the following research questions: From the perspective of a complementor, what are the main fields of CoRM for data-driven B2B platforms? What factors of influence comprise the reason complementors join a platform?
Supply chain solutions
(2001)
Focal companies are embedded in complex supply networks consisting of various suppliers, customers, competitors and complementors. The activities of these actors influence the com-petitive position of the focal companies. Some customers achieve preferred customer status and gain preferential treatment, others have to restrain to being standard customers getting less privileged services. Consequently, buying companies in such markets have to achieve transparency about the relationships of their suppliers towards their competitors and comple-mentors in order to map them and to analyse their impact. Current literature lacks a holistic approach to capture these relationships. In which sources can the focal companies find the desired information? Which kind of information do they really need? And in which situations is the need for transparency high and when is it low? The aim of this research is to examine these relationships using a World Café method with purchasers for data gathering followed by a Gioia method to structure the qualitative data. The result is a list of desired knowledge cov-ering business, supplier and collaboration details; a set of information sources clustered in pub-lished and unpublished sources as well as contingency factors regarding general conditions, changes and particular occasions that require a high supplier relationship knowledge. All an-swers have been rated by their importance during the World Café. The answers can help to operationalise the mapping of supplier relationships towards competitors and complementors in order to assess the own customer status compared to other customers.
Strategie, Prozesse und IT
(2006)
Steuerung von Logistiknetzwerken - Vom virtuellen 4 PL zum integrierten Logistikdienstleister.
(2003)
Specifying roles in purchasing and supply management in the era of Industry 4.0: A Delphi study
(2021)
New technologies and systems within the field of purchasing and supply management (PSM) call forth responsibilities and require expertise. Moving towards Industry 4.0 in purchasing, increasing attention on specialization within talent and skills, where human capital is needed to exploit the full potential of technologies. Based on an internet-based real-time Delhi study with 47 experts within the PSM field, six future purchasing roles have been defined and elaborated. These future roles connect to the maturing and emerging technologies within the purchasing field and provide a guideline to further develop towards Industry 4.0 in purchasing based on a human-centered evolutionary approach.
While the service sector is growing rapidly, the purchasing of services has not yet received significant attention in theory or practice. Service purchasers face serious challenges, and existing purchasing practices for services are often non-strategic. We choose an exploratory–qualitative research approach to investigate the purchasing of IT, logistics and Maintenance, Repair, and Overhaul (MRO) services. In particular, we focus on the role of visibility and analyze how service purchasers can benefit from extensive knowledge about their service networks. We determine that visibility indeed adds significant value to service purchasing and can help service purchasers to decrease costs, mitigate risks and maintain competitiveness.
Prozesse optimieren
(2006)
Procurement Performance Tracking - DV-Tool zur Messung und Darstellung von Beschaffungsleistungen
(1999)
One way or another – The relationship between trust and transparency in buyer-supplier relationships
(2019)
Based on a variety of environmental, technological, and product-orientated changes, there has been a shift towards increased collaboration between buyers and suppliers. This paper examines the mutual influence of trust and transparency at different developmental stages of these collaborative relations. In particular, the research investigates the existence of a direct correlation between trust and transparency, as well as indirect dependencies to each other through environmental factors. An extensive literature review combined with an exploratory-qualitative World Café method was conducted in an attempt to fill the research gap regarding the correlation of trust and transparency in buyer-supplier relationships.
Angetrieben durch die Möglichkeiten der Digitalisierung, ist es für ein Unternehmen heute kaum möglich sich nicht mit den Potenzialen und Auswirkungen digitaler Plattformen zu beschäftigen. Schaut man sich z.B. die weltweit wertvollsten Unternehmen an, sind die ersten sieben Plätze von Plattform-Unternehmen wie Apple, Amazon oder Alphabet belegt.
Während digitale Plattformen im C2C-Segment bereits einen recht hohen Reifegrad erreicht haben, stecken B2B-Plattformen noch in den Anfängen ihres Entwicklungszykluses. Aufgrund des nach wie vor hohen Neuigkeitsgrades von datenorientierten B2B-Plattformen sind diese als eine Geschäftsmodellinnovation zu interpretieren.
Forschungsarbeiten zu dem Thema Geschäftsmodellinnovationen haben zum einen herausgefunden, dass Agilität für die Entwicklung innovativer Geschäftsmodelle ein positiv wirkender Einflussfaktor ist. Zum anderen stellt Agilität eine notwendige Fähigkeit in hoch dynamischen Umfeldern dar, und in einem solchen Umfeld bewegt man sich mit einer datenorientierten B2B-Plattform zweifelsohne. Daraus lässt sich die Hypothese ableiten, dass Agilität für die Gestaltung von datenorientierten B2B-Plattformen eine wichtige Rolle spielt. Dieser Problematik geht der folgende Beitrag nach, indem er Agilität operationalisiert und aufzeigt, wie sie für die Gestaltung von solchen Plattformen genutzt werden kann.
Nach der Einleitung werden im zweiten Kapitel die beiden Themenfelder Agilität und datenorientierte B2B-Plattformen grundsätzlich erläutert. Im Kapitel drei wird ein konzeptioneller Rahmen für agile Unternehmen vorgestellt, der dann in seinen Teilbereichen für datenorientierte B2B-Plattformen im Detail analysiert und operationalisiert wird. Ein Fazit im letzten Kapitel rundet den Beitrag ab.
Nowadays, the human-centric discipline of purchasing and supply management (PSM) is of strategic importance for firms’ success. Within the discipline, scholars address PSM professionals’ skills and provide practitioners with academic insights. Due to changes in the industry environment, changes in the working environment and the task of purchasing professionals are assumed. This paper aims to contribute to the PSM professional skills literature by defining current PSM professionals’ skill gaps as the difference between the acquired skill level and perceived skill importance. Findings show that current PSM professionals feel to be underqualified to abstract the full potential of professional relationships, as buyer-supplier relationships, due to current PSM professionals’ skill gaps.
Materialgruppenstrategie
(2006)
Managing the Supply-Side of Digital Platforms: First Insights from the Financial Services Sector
(2020)
The aim of this paper is to contribute knowledge on the interface and relationship be-tween digital platforms in the financial services sector and the service providers on its supply-side. Based on an explorative research design with literature research and three expert interviews, we examine the categories of service providers that can be distin-guished, the factors of influence that are relevant for selecting service providers, and the main benefits and risks for partnerships with service providers. The results are a starting point for deeper investigation and the creation of research questions for future projects in other industries.
In the so-called ecosystem economy, new platform-based business models evolve rapidly based on the prospects of digital technology. Thus far, little research has been conducted on the supply side of digital platforms which also explains the lack of empirical evidence. We develop a framework, categorise complementors, and analyse the main factors of influence for the evaluation and selection of complementors. For our analysis, we consider both industrial IoT platforms as well as financial services platforms. In addition, we use an explorative research design and conduct semi-structured interviews to contribute to this research field. Top-level managers of digi-tal platforms in both industries were interviewed as experts. In addition, the study also considered secondary data to increases the overall reliability and validity in terms of triangulation. As a result, our study reveals both a number of similarities and differences with regard to complementor management for industrial IoT- and financial services platforms.
In the so-called ecosystem economy, new platform-based business models evolve rap-idly based on the prospects of digital technology. In the B2B context especially, data-driven platforms are highly relevant. Thus far, little research has been conducted on service providers, the so-called complementors of data-driven platforms. Therefore, this paper represents just a starting point for gaining deeper insights into the different facets of complementor management. For empirical evidence, we draw on semi-structured expert interviews with platform managers. The findings outline the distinct characteristics of open and closed platforms which need to be taken into account for complementor management. Moreover, the paper reveals a number of differences in managing suppliers compared to managing complementors. In addition, our study shows that the key factors influencing complementor management include platform openness, partnership intensity, strategic fit, and market structure respectively poten-tial.
Local-for-Local-Sourcing
(2013)