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Supplier risk management in direct sourcing from China
Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, Logistik. Linköpings universitet, Tekniska högskolan. (Marketing Logistics Research Group)
Chalmers University of Technology, Gothenburg, Sweden.. (Marketing Logistics Research Group)
Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, Logistik. Linköpings universitet, Tekniska högskolan.
Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, Logistik. Linköpings universitet, Tekniska högskolan.
2011 (engelsk)Inngår i: International Journal of procurement management, ISSN 1753-8432, E-ISSN 1753-8440, Vol. 4, nr 4, s. 363-385Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

Studies regarding risk management in low cost country (LCC) sourcing are limited considering the dramatic increase in direct sourcing from LCC. The purpose of this paper is to present supplier risk management mechanisms in sourcing directly from China. An in-depth case study serves to identify the perceived risks in sourcing directly from China. This is followed by exploratory studies with nine industrial product companies to study supplier risk management. Identified perceived risks are classified as performance and relational risks managed by trust and control mechanisms. Involving Chinese employees, local presence and constant communication are three interrelated antecedents for managing risks. Prioritised customer, cross-functional team, supplier development and performance feedback are identified as four trust based risk management mechanisms. Performance measurement, clarity of specifications, supplier selection and contractual agreements are the four control based risk management mechanisms. Trust precedes control and determines the effectiveness of control, though both are pursued simultaneously.

sted, utgiver, år, opplag, sider
InderScience Publishers, 2011. Vol. 4, nr 4, s. 363-385
Emneord [en]
suppliers; risk management; low cost countries; direct sourcing; global sourcing; China; perceived risks; industrial products; performance risks; trust mechanisms; relational risks; control mechanisms; employees; local presence; constant communication; prioritised customers; cross-functional teams; supplier development; performance feedback; performance measurement; clarity; specifications; supplier selection; contractual agreements; contracts; effectiveness; procurement management.
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Identifikatorer
URN: urn:nbn:se:liu:diva-84852DOI: 10.1504/IJPM.2011.041090OAI: oai:DiVA.org:liu-84852DiVA, id: diva2:562534
Tilgjengelig fra: 2012-10-25 Laget: 2012-10-25 Sist oppdatert: 2017-12-07bibliografisk kontrollert

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