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  • 1.
    Andersson, Dan
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Logistics Management.
    Brege, Staffan
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics.
    Nordigården, Daniel
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics.
    Outsourcing of wood-based component manufacturing: Driving forces found in Scandianvian Companies2007In: Journal of Forest Products Business Research, Vol. 4, no 7Article in journal (Refereed)
    Abstract [en]

      

  • 2.
    Andersson, Dan
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Nordigården, Daniel
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Driving Forces for Outsourcing - A Study of Wood Product Manufacturing Firms2006In: Ipsera Conference,2006, 2006Conference paper (Refereed)
  • 3.
    Andersson, Dan
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Nordigården, Daniel
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Outsourcing under uncertainty in the wood product manufacturing industry2005In: IPSERA,2005, Archamps: IPSERA , 2005, p. 375-Conference paper (Refereed)
  • 4.
    Brege, Staffan
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Industrial marketing.
    Brege, Staffan
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Industrial marketing.
    Nordigården, Daniel
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Industrial marketing.
    Nordigården, Daniel
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Industrial marketing.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Outsourcingstrategier för industriella träkomponenter - En studie av trämanufakturledet2006Report (Other academic)
  • 5.
    Brege, Staffan
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Nord, Tomas
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Design of value chains in volume-intensive market segments - exploiting economies of sclae, scope and integration2012In: Proceedings of the Biennial Meeting of the Scandinavian Society of Forest Economics: Hyytiälä, Finland, 23–26 May 2012, 2012Conference paper (Other academic)
  • 6.
    Brege, Staffan
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Industrial marketing.
    Nordigården, Daniel
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Industrial marketing.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    On Outsourcing Strategies; the Opportunities of Parallel Production - Studies of the Leading Floor and Window Manufacturers in Europe2006In: The International Conference on Information Technology in Business ITIB,2006, Warsawa: Warsaw Agricultural University , 2006, p. 43-Conference paper (Refereed)
    Abstract [en]

    This paper investigates how a model for the outsourcing decision can be developed when customer and suppliers are working on a transaction orientated basis. Linked to this is that there is a stated need in literature for more research to develop models that can provide managerial guidance how much organisations should outsource and under which circumstances mixed strategies can be suitable (i.e. combining parallel production and outsourcing). The research has used a case study approach, and it was based on two leading European companies in the floor and window industries. The study identifies some main advantages and reasons for combing outsourcing with in-house parallel production. Finally, a model is formulated that will assist a company when considering outsourcing strategies.

  • 7.
    Brege, Staffan
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Industrial marketing.
    Nordigården, Daniel
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Industrial marketing.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Ousourcing and Supplier Related Risks - External Measurements in Balanced Scorecards2006In: The International Conference on Information Technology in Business ITIB,2006, Warsawa: Warsaw Agricultural University , 2006, p. 31-Conference paper (Refereed)
  • 8.
    Brege, Staffan
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Industrial marketing.
    Nordigården, Daniel
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Industrial marketing.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Outsourcing i träindustrin2006In: PLANs forsknings- och tillämpningskonferens,2006, Trollhättan: Högskolan Väst , 2006Conference paper (Refereed)
  • 9.
    Brege, Staffan
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Chicksand, Daniel
    Warwick Business School, UK.
    Walker, Helen
    Cardiff Business School, UK.
    Uncertainties in global sourcing and outsourcing – the case of undeveloped supplier markets2013Conference paper (Other academic)
  • 10.
    Chicksand, Daniel
    et al.
    Aston Business School.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Yang, Tong
    Unilever.
    Understanding Business Relationship Management in China: A Power and Leverage Perspective2014In: China Business Review, ISSN 0163-7169, E-ISSN 1542-5681, Vol. 13, no 10Article in journal (Refereed)
  • 11.
    Chicksand, Daniel
    et al.
    Aston Business School, UK.
    Yang, Tong
    Unilever.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    A Power Leverage perspective on Business Relationship Managment in China2014Conference paper (Refereed)
  • 12.
    Fogelberg, T.
    et al.
    Power Transformers ABB AB Sweden.
    Sjöberg, D.
    Power Transformers ABB AB Sweden.
    Swiatkowski, M.
    Power Transformers, ABB Sp. z o. o. Poland.
    Mortensen, E.
    N1 Denmark.
    Pradhan, M. K.
    Corporate Research, ABB AB Sweden.
    Pettersson, L. A. A.
    Corporate Research, ABB AB Sweden.
    Dahlgren, M.
    Corporate Research, ABB AB Sweden.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Energy Efficient Transformers and Reactors: Some incentive models and case studies to show the long term profitability of such designs2012In: CIGRE 2012 Proceedings: The Council on Large Electric Systems, Paris, France: CIGRE (International Council on Large Electric Systems), 2012Conference paper (Other academic)
    Abstract [en]

    During the coming decades energy efficiency will be a critical factor in reducing carbon emissions and fighting global warming. The power generation industry and transmission and distribution industries (T&D) contribute to a large part of energy losses in the society. The losses in T&D systems alone are total 10 % of a global average of the T&D energy transferred. One-third of these T&D losses have their origin in transformers and shunt reactors.This report emphasizes the need to bring in appropriate financial incentives and directives to utilities, in order to encourage investment in energy efficient electrical power systems. A critical financial parameter is the internal interest rate. In some countries there are directives from the authorities that internalinterest rates shall be 5 %. If this is to be applied together with the current prevailing electricityprices in Europe, capitalized cost of total transformer losses should increase by 2-3times of the average value used in the European market today. It isshown that the capitalized cost of losses may vary from 8,000 to 17,000 €/kW today or even higherin the future.This paper highlights cases where low and high capitalized costs of losses are used and the implications for cost related factors of transformer and shunt reactor are analyzed. It isshown that the transformer losses and total ownership cost (TOC) can be substantially reduced with an increase in price(first cost) of the transformers or shunt reactors. With increased value of losses, accuracy of loss measurement will play a much more important business role and require action to improve International Standards. New energy efficientsolutions to combat network losses will require further research and development. Different focus and strategies regarding interest rates and electricityprices in transmission companies lead to very different investment decisions. Without clear regulations promoting reductions in power loss, there might notbe enough incentive for more aggressive innovation in the field of transformer and electrical system technology and efficiency.

  • 13.
    Fransson, Daniel
    Linköping University, Department of Management and Economics. Linköping University, The Institute of Technology.
    Outsourcing strategies for wood product manufactering firms: driving forces and strategic development2005Licentiate thesis, monograph (Other academic)
    Abstract [en]

    In this thesis outsourcing in the wood product manufacturing sector (WPM) is studied. More specifically, the study aims to describe and analyse outsourcing strategies for firms in the WPM industries (door, floor and window). Firms in the WPM sector have previously not dealt with outsourcing to any large extent and have usually handled all manufacturing activities in-house. Recently, however, firms in the WPM sector seem to more and more considering outsourcing parts of their manufacturing. Using frameworks developed in other business contexts, this thesis will focus on these firms' outsourcing strategies. A multiple case study research strategy based on six case companies is employed.

    This study confirms that WPM firms are focusing increasingly on outsourcing, which means that all manufacturing of components and products will not (and does not need to) be handled in-house. The case companies have a varied degree of outsourcing experience. When there is a need for strategic development by increasing customer orientation outsourcing becomes an inevitable ingredient for the companies studied. Today, the manufacturing of many types of wood components (often at the beginning of the value chain) is no longer considered as a core competence and creates little added value for the customer. This creates a strong driving force for outsourcing the manufacturing of these items. Instead, the companies' focus is on those activities that enable differentiation on the market, as it is now these that are considered as core competencies of the corporation. Four major driving forces for initialising outsourcing can be identified: (1) increasing customer orientation for strategic development, (2) optimising the balance-sheet to achieve fmancial effectiveness and focus resources on core activities, (3) strategic flexibility by not handling everything in-house and (4) minimising costs to achieve operational effectiveness and improve relative cost position.

    The firms studied define outsourcing strategies on the basis of components and products, not certain activities. The primary focus is on component outsourcing, but in the future outsourcing will also include more products. Outsourcing strategies seem to enable more focus factories and in the future more component manufacturing will be outsourced to suppliers in low-cost-countries, where both labour and raw material costs are lower. Outsourcing strategies for products involve the outsourcing of products where little contribution to competitiveness can be obtained by manufacturing in-house. Thus, the products suitable for outsourcing are considered more as non-core products that are needed to  keep or expand product diversity. The outsourcing of wood components is becoming an important strategy and, in line with product outsourcing strategies, the WPM firms' focus will be on those components that create differentiation, other components will be considered for outsourcing. In this way the firms studied intend to go from buying sawn timber, considered as a bulk commodity, to a component strategy. Components considered for outsourcing are not regarded as any major determinant of competitive advantage but are not viewed as problematic either. The component outsourcing strategy includes decreasing the supplier base to have some major first tier suppliers. However, the companies that have been studied are not likely to apply a single sourcing strategy. The suppliers will take over this initial manufacturing, and this development also places more responsibility on these suppliers and entails higher demands on supply reliability.

    The former resistance to not working closely with the primary wood industry seems to have decreased and the WPM firms seem less need of having in-house processirlg of the raw material and component manufacturing. However, a recurring theme is the need to reduce the risks of dependency and to ensure supplier competence, when considering the outsourcing of components.

    A fundamental requirement for outsourcing must be that there is a developed market to outsource to. However, the companies studied intend to outsource wood components even though they realise that there is no well developed supplier market as today there are not necessarily any or only a few companies that can manage a supplier role in an outsourcing agreement. What the case companies have in common is the difficulty to outsource to a supplier market where the firm needs to find suppliers that have the competence to handle the outsourcing of components, and also the scale and the fmancial possibilities to offer comparative advantages. There seem to be very few suppliers available who have sufficient capacity and competencies and the companies studied instead intend to develop their suppliers, but the strategy for this varies. Three ways for handling supplier uncertainty and development when outsourcing components can be identified: (1) wait for a market to develop, (2) proactive development of suppliers and ensure reversible outsourcing (3) partnering with larger supplier with sufficient size, competence and financial possibilities.

  • 14.
    Fransson, Daniel
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Byggvaruhuskedjors påverkan på leverantörer: En studie av bygghandelns utveckling i Sverige2005Report (Other academic)
    Abstract [sv]

    Studien har utförts på den svenska byggvarumarknaden. Företagen som ingått i undersökningen tillhör både kedjeorganisationer (frivilliga sammanslutningar av bygghandelsföretag) och kapitalägda internationella byggvaruhuskedjor. Sammantaget har åtta företag intervjuats, där dessa företag utgör de största aktörerna på den svenska marknaden. Studien visar på att det verkar ske en konsolidering inom bygghandeln där frivilliga kedjeorganisationer bildas för att hantera nya internationella byggvaruhuskedjor och en tidigare stark leverantörsdominans....

  • 15.
    Fransson, Daniel
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    From Product Supplier to System Provider - Changing role for Europe's largest wooden door manufacturer2005In: IT in Business ITIB International Conference,2005, Linköping: EKI , 2005Conference paper (Refereed)
  • 16.
    Göbel, Hannes
    et al.
    University of Borås.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Chicksand, Daniel
    Aston Business School.
    Cronholm, Stefan
    University of Borås.
    Towards Innovation & Relationship Enabling Processes - an IT Outsourcing Perspective2015Conference paper (Refereed)
  • 17.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Outsourcing from a supplier perspective2015In: Journal of WEI Business Economics, ISSN 2166-7918, Vol. 4, no 1, p. 1-13Article in journal (Refereed)
    Abstract [en]

    Thispaper investigatesoutsourcing from a supplier perspective. More specifically, it focuses on strategic and also operational factors that are addressed when a supplier considerstaking over outsourcing that they have not handled previously. The supplier side has not been given the same attention as the customer side in the outsourcing literatureto date,and this paper represents a step towardscomplementingthis predominant customer focus. The paper applies acase study approach. Data collection is based on 23 in-depth interviewsin the Scandinavian wood productsindustry. The paper finds thatcost advantages in comparison with customers’large-scale capacity production are difficult to achieve in the context studied. Under the circumstances, there arelimited possibilities for economies of scale;in addition,new investmentsare neededto build manufacturing capacity.The recommendation for practitioners istoconsider what new competencies are required when entering into an outsourcing agreement. In addition, it is critical that the outsourced manufacturing is profitable byitself,and that the revenues derived from the delivered components are sufficient to cover theresultingcosts.

  • 18.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Outsourcing i det skandinaviska trämanufakturledet2012In: Marknadsföring mellan företag / [ed] Daniel Kindström, Christian Kowalkowski, Anders Parment, Malmö: Liber, 2012, p. 99-100Chapter in book (Other academic)
  • 19.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics . Linköping University, The Institute of Technology.
    Outsourcing in the Wood Product Manufacturing Sector A Combined Customer and Supplier Perspective2007Doctoral thesis, monograph (Other academic)
    Abstract [en]

    Outsourcing can be defined as transferring an activity from internal to external control. This thesis studies outsourcing in the wood product manufacturing (WPM) sector from both a customer and supplier perspective. The research design is a multiple case study approach, and it is based on six Scandinavian companies in the door, floor and window industries and one larger supplier of raw material. This study provides an understanding of driving forces for outsourcing in a different context than previously studied and has identified cost reduction in combination with reallocating resources from non-core activities as main driving forces. Compared to several other industrial sectors, outsourcing strategies for the WPM firms have little to do with accessing external sources’ capabilities.

    In the literature, there is often a main focus on the strategic level of outsourcing, however, such heavy resource-based focus in terms of a core competence approach in the formulation of outsourcing strategies at the customer side risks forgetting that components can still be vulnerable to supplier failure. Here, more focus needs to be put on the operational level when considering outsourcing. This thesis illustrates customers considering outsourcing where there are not any given outsourcing supplier partners developed. At the same time, for the supplier side, forward integration and specialising by taking over outsourcing is complicated by an initial divergent production flow of sawn timber. When not all contexts have developed supplier markets for directly managing outsourcing, it should not be assumed that general outsourcing models are directly applicable. In general, the question of whether or not to outsource seems too complex to simply be considered as either “in or out”. A company needs safeguards when conducting outsourcing and in a situation where there is a non-developed supplier market, parallel in-house production becomes an alternative.

  • 20.
    Nordigården, Daniel
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Brege, Staffan
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Andersson, Dan
    Chalmers Tekniska Högskola.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Outsourcing av komponenter kombinerade med intern produktion - En parallell strategi2009In: Affärsutveckling inom trämanufaktur och möbler - Hur skapas effektivare värdekedjor? / [ed] Brege, Staffan, Stockholm: Vinnova , 2009, 01, p. 105-116Chapter in book (Other academic)
    Abstract [sv]

    Från ett kundperspektiv analyserar vi i denna artikel hur outsourcing kan kombineras med att behålla viss produktion internt, s k parallell produktion. Forskningsansatsen är en multiple-case-ansats av tre ledande skandinaviska trämanufakturföretag inom golv, fönster och dörrar. Vad studien bl a visar är att parallell produktion är en viktig strategi när leverantörerna inte har utvecklat sina förädlingsstrategier och det i ett uppbyggnadsskede inte finns någon egentlig marknad att outsourca till. Genom parallell produktion kan kundföretaget fortsatt behålla kompetens internt, få möjlighet till benchmarking mellan intern och extern operativ effektivitet samt behålla handlingsfrihet att växla tillbaka från outsourcing om inte utfallen överensstämmer med planer och kalkyler.

  • 21.
    Nordigården, Daniel
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Brege, Staffan
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Andersson, Dan
    Chalmers Tekniska Högskola.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Outsourcing av M/B-komponenter för trägolv - Olika sätt att se på en kostnadskalkyl2009In: Affärsutveckling inom trämanufaktur och möbler - Hur skapas effektivare värdekedjor? / [ed] Brege, Staffan, Stockholm: Vinnova , 2009, 01, p. 117-123Chapter in book (Other academic)
    Abstract [sv]

    I denna artikel studeras ett projekt med inriktning mot att outsourca den s k M/B-komponenten i golvtillverkning från Kährs till Norrskog Wood Products (NWP). Projektet nådde inte fram till ett kontrakt beroende på ett antal faktorer – att kundföretaget Kährs i utgångsläget bedrev en effektiv egen verksamhet, att Kährs ställde höga krav på kostnadsbesparing i storleksordning 20 % och att NWP inte nådde ner till dessa nivåer när manräknade in kostnaderna för en nyinvestering.

    Ur ett mera generellt perspekiv skildrar fallbeskrivningen svårigheterna för ett sågverksföretag att utnyttja integrationsfördelar mellan vidareförädlingen och sågverket så att resultatet blir effektivare än de skalfördelar som kunden kan uppnå i sin egen komponenttillverkning.

  • 22.
    Nordigården, Daniel
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Brege, Staffan
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Andersson, Dan
    Chalmers Tekniska Högskola.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Outsourcing inom den svenska trämanufakturbranschen - en analys av drivkrafter2009In: Affärsutveckling inom trämanufaktur och möbler - Hur skapas effektivare värdekedjor? / [ed] Brege, Staffan, Stockholm: Vinnova , 2009, 01, p. 92-104Chapter in book (Other academic)
    Abstract [sv]

    Svensk trämanufakturindustri, som vidareförädlar efter sågverkens primärproduktion, har av tradition tillverkat även komponenter och halvfabrikat internt. I dagsläget börjar outsourcing, d v s när verksamheter förflyttas från intern kontroll till externa leverantörer, bli allt mera i fokus och de första stegen mot ökad outsourcing har även tagits. I denna artikel analyseras ett antal drivkrafter till outsourcing. De viktigaste är (1) kostnadsreduktion – endera mera generellt eller för att frigöra resurser för marknadssatsningar, (2) satsningar på företagens kärnverksamhet, (3) kapacitetsrestriktioner och (4) ovilja att investera i komponenttillverkning. Resultaten bygger på fallstudier av de två största svenska golv-, dörr- och fönstertillverkarna per delbransch.

  • 23.
    Nordigården, Daniel
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Brege, Staffan
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Walker, Helen
    Logistics and Operations Management Section, Cardiff Business School, UK .
    Outsourcing Decisions – the case of parallel production2012In: Purchasing & Supply Management in a Changing World / [ed] Emilio Esposito, Pietro Evangelista, Giovanni Pastore, Mario Raffa,, Naples, 2012Conference paper (Refereed)
  • 24.
    Nordigården, Daniel
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Bygghandelns struktur och krav på leverantörer2009In: Affärsutvecklng inom trämanufaktur och möbler - Hur skapas effektivare värdekedjor? / [ed] Brege, Staffan, Stockholm: Vinnova , 2009, 01, p. 124-142Chapter in book (Other academic)
    Abstract [sv]

    Tendenserna inom svensk byggvaruhandel speglar den generella, internationella utvecklingen inom grossist- och detaljistsektorn. Byggkedjorna blir allt mer konsoliderade, ökar graden av centralisering inom sina koncerner och internationella kedjor möter varandra på sina hemmamarknader. Så ser det även ut på den svenska marknaden för byggvaror. Detta innebär en situation för leverantörer av sågade trävaror och trämanufakturerprodukter att de har att göra med färre och mäktigare kunder som kräver mer och mer av sina leverantörer – både vad gäller priser och produktutveckling. Anpassning av sortimenten till ett växande GDS-segment är ett sådant exempel (Gör Det Själv). I denna artikel beskrivs och analyseras strukturen på svensk byggvaruhandel, hur deras inköpsbeteende har utvecklats och vilka krav som ställs på leverantörerna. Slutsatsen är att svenska sågverk och företag inom trämanufaktur står inför stora utmaningar.

  • 25.
    Nordigården, Daniel
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Industrial marketing.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    DIY-Reailers' Development and Supplier Consequences - A Study of the Swedish DIY Market2006In: The International Conference on Information Technology in Business ITIB,2006, Warsawa: Warsaw Agricultural University , 2006, p. 343-Conference paper (Refereed)
    Abstract [en]

    In many business contexts large retailers are developing capabilities that together with their purchasing clout mean that they can act as gatekeepers to the end-customers and gain positions as channel captains and by this push more and more responsibility towards upstream suppliers. The purpose of this paper is to contribute to a better understanding of DIY-retailers, their development and consequences for their suppliers. Some emphasis will be put on suppliers of wood products. A framework for analysis is used, which can be divided into three analysis areas; (1) technical, (2) commercial, and (3) logistical consequences.

  • 26.
    Nordigården, Daniel
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Examensarbeten som utbildningsresurs och pedagogiskt verktyg?2014In: LTHs 8:e Pedagogiska Inspirationskonferens, 2014Conference paper (Refereed)
    Abstract [sv]

    LTHs Pedagogiska Inspirationskonferens är en regelbunden konferens för att öka möjligheterna till samverkan och till utbyte av pedagogiska erfarenheter lärare emellan. Konferensen har funnits sedan 2003 och arrangeras av Genombrottet, LTHs pedagogiska stöd- och utvecklingsenhet.

    Med utgångspunkt i det stora intresset för LTHs Pedagogiska Inspirationskonferens arrangerar Lunds Universitet sedan 2007 en universitetsgemensam utvecklingskonferens vartannat år och LTHs egen Pedagogiska Inspirationskonferens kommer då bara att arrangeras de åren den universitetsgemensamma konferensen inte går.

  • 27.
    Nordigården, Daniel
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering. Linköping University, The Institute of Technology.
    Moving Towards Dynamic Effectiveness - A case study of the largest wooden door manufacturer in Europe2006In: The International Conference on Information Technology in Business ITIB,2006, Warsawa: Warsaw Agricultural University , 2006, p. 329-Conference paper (Refereed)
  • 28.
    Nordigården, Daniel
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Sustainability and financial goals – the case of evaluating value in complex long-term infrastructure purchasing2015Conference paper (Refereed)
  • 29.
    Nordigården, Daniel
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Brashear, Thomas
    University of Massachusetts, USA.
    The case of J&D - Decision making and logistics consequences when sourcing from low cost countries2014Conference paper (Refereed)
  • 30.
    Nordigården, Daniel
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics.
    Brege, Staffan
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Industrial marketing.
    Chicksand, Daniel
    Warwick University.
    Walker, Helen
    Cardiff Business School.
    Outsourcing Decisions: The Case of Parallel Production2014In: International Journal of Operations & Production Management, ISSN 0144-3577, E-ISSN 1758-6593, Vol. 34, no 8, p. 974-1002Article in journal (Refereed)
    Abstract [en]

    Purpose - The purpose of this paper is to investigate an underexplored aspect of outsourcing involving a mixed strategy in which parallel production is continued in-house at the same time as outsourcing occurs.Design/methodology/approach - The study applied a multiple case study approach and drew on qualitative data collected through in-depth interviews with wood product manufacturing companies.Findings - The paper posits that there should be a variety of mixed strategies between the two governance forms of "make" or "buy." In order to address how companies should consider the extent to which they outsource, the analysis was structured around two ends of a continuum: in-house dominance or outsourcing dominance. With an in-house-dominant strategy, outsourcing complements an organization's own production to optimize capacity utilization and outsource less cost-efficient production, or is used as a tool to learn how to outsource. With an outsourcing-dominant strategy, in-house production helps maintain complementary competencies and avoids lock-in risk.Research limitations/implications - This paper takes initial steps toward an exploration of different mixed strategies. Additional research is required to understand the costs of different mixed strategies compared with insourcing and outsourcing, and to study parallel production from a supplier viewpoint.Practical implications - This paper suggests that managers should think twice before rushing to a "me too" outsourcing strategy in which in-house capacities are completely closed. It is important to take a dynamic view of outsourcing that maintains a mixed strategy as an option, particularly in situations that involve an underdeveloped supplier market and/or as a way to develop resources over the long term.Originality/value - The concept of combining both "make" and "buy" is not new. However, little if any research has focussed explicitly on exploring the variety of different types of mixed strategies that exist on the continuum between insourcing and outsourcing.

  • 31.
    Nordigården, Daniel
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Chicksand, Daniel
    Aston Business School, UK.
    Sourcing Uncertainties: The case of Outsourcing and Global Sourcing2015In: Modern Management Science & Engineering, E-ISSN 2052-2576, Vol. 3, no 1Article in journal (Refereed)
  • 32.
    Rehme, Jakob
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Kowalkowski, Christian
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology. Hanken School of Economics.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Sales coordination and structural complexity: A national-international comparison2013In: The journal of business & industrial marketing, ISSN 0885-8624, E-ISSN 2052-1189, Vol. 28, no 6, p. 514-522Article in journal (Refereed)
    Abstract [en]

    Purpose - The existing literature on key account management (KAM) has focused more on sales forces and management levels than on their evolution. The purpose of this paper is to explore how sales activities can be coordinated to accommodate national and international KAM programs.Design/methodology/approach - The paper is based on a longitudinal study of the industrial conglomerate ABB, 1996-2008.Findings - The diversity associated with geography and product complexity creates demands for a more flexible organization that can provide a more complete offering portfolio across national boundaries and still handle the demands of local organizations. In addition to internal organizational contingencies, the key factors and driving forces for the development of KAM programs are the marketing and purchasing strategies that buyer and seller firms perceive and encounter.Research limitations/implications - The data are limited to one corporation and some of its key customers in different industries. Although the internal and construct validity of the findings are strong, the external validity cannot be assessed precisely.Originality/value - The 12-year study brings valuable insights to the development of KAM programs in multinational corporations and addresses coordination issues related to geographical and product complexity.

  • 33.
    Rehme, Jakob
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Mer effektiva utvärderingsmodeller för investeringar, reinvesteringar och underhåll: Elnät och investeringsbeslut under osäkerhet2015Report (Other academic)
    Abstract [sv]

    Att arbeta med affärer inom elnätsektorn är sett som förhållandevis riskfritt. Man vet vilket elnät man har idag och man kan prognosticera ganska väl hur detta ska utvecklas framöver. Till det är elnät ett naturligt monopol vilket innebär att de kunder som man har idag kommer att vara ungefär de samma i morgon. Bolagen kommer även att få ta ut rimliga tariffer av sina kunder (definierade av Energimarknadsinspektionen), så att verksamheten genererar avkastning till finansiärer och aktieägare.

    Men verksamheten är också en del av Sveriges energiinfrastruktur, och frågan är hur man kan resonera vad gäller investeringar i infrastrukturen för framtiden. Varför det är av speciellt intresse är på grund av att elnätsinfrastrukturen har lång teknisk livslängd, ofta över 50 år. Det innebär att de val som elnätsbolag gör idag kommer att få påverkan på elnät under lång tid framöver. Därför blir det viktigt att de beslut som fattas är baserade på bra underlag, och att de investeringskalkyler som görs är baserade på väl grundade antaganden om framtida utveckling.

    Ambitionen med den här rapporten är att utveckla ett förslag till  utvärderingsmodell som hanterar den långsiktighet som finns i infrastrukturinvesteringar. Förslaget baseras på befintliga metoder och modeller för investeringar för elnät och en hantering av den osäkerhet som föreligger på grund av investeringars långa tidshorisonten. Målsättningen är att ta fram en modell som kan tillämpas inom både små och stora organisationer och för olika typer av elnätsbolag.

    Ett problem vad gäller investeringar inom energisektorn är osäkerhet. All affärsverksamhet speglas av osäkerhet, exempelvis vad gäller vilken teknik som kan komma att utvecklas. Vid långsiktiga investeringar blir den osäkerheten större, och man måste hantera när i tiden som en större investering ska göras, dvs. om det i vissa fall kan vara bättre att vänta på en bättre teknik och underhålla den installerade basen, eller om denna investering ska tas idag.

    Vår rekommendation är att vid beslut om investering i olika projekt utnyttja vår föreslagna regretmodell som tar hänsyn till scenarier där parametrar kan tillåtas att variera. Regret-metoden har testats på två olika situationer: Case 1) nyinvestering och reinvestering (med kombination av olika projekt); Case 2) investeringsstrategi med tre stycken alternativa handlingsvägar. Analysen visar att regret-metoden fungerar på ett bra sätt och tar hänsyn till osäkerheten i framtida utfall. Metoden är generellt sätt allmän och enkel och användarbarheten är därmed hög. En rekommendation är att underhåll, reinvesteringar och nyinvesteringar bör analyseras i samma beslutsmodell. Det är viktigt att branschen och individuella bolag arbetar vidare med en scenarioprocess för att på så sätt identifiera olika parameternivåer. Vi föreslår även en process för scenarioplanering där aktörerna i branschen är involverade. Vid scenarioplanering finns ett antal faktorer att beakta, exempelvis hur man hanterar kapitalkostnader och elpriser över långa tidshorisonter. Detta kopplat till framtida teknikutveckling skapar osäkerhet och understryker nyttan av att arbeta med den föreslagna regretmodellen.

  • 34.
    Rehme, Jakob
    et al.
    Linköping University, Department of Management and Engineering. Linköping University, The Institute of Technology.
    Nordigården, Daniel
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics.
    Situationsanalys av nuläget hos svenska elnätsbolag2013Report (Other academic)
  • 35.
    Rehme, Jakob
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Brashear-Alejandro, Thomas
    Isenberg School of Management, University of Massachusetts, Amherst, USA.
    Evaluation Models in Complex Sales: Value Creation and Value Appropriation2012Conference paper (Other academic)
  • 36.
    Rehme, Jakob
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Brege, Staffan
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Chicksand, Daniel
    Warwick University, UK.
    Outsourcing to a non-developed supplier market: The importance of operational aspects in outsourcing2013In: Journal of Purchasing and Supply Management, ISSN 1478-4092, E-ISSN 1873-6505, Vol. 19, no 4, p. 227-237Article in journal (Refereed)
    Abstract [en]

    This article investigates how firms manage outsourcing in situations of a non-developed supplier market. This study followed the initial outsourcing activities and strategies of two case companies in the wood product manufacturing industry. The findings show that greater focus needs to be placed on operational aspects associated with non-developed supplier markets, which contrasts with the traditional strategic view of outsourcing. For practitioners, this article suggests that it is important to emphasise that the learning curve for a supplier can be lengthy, and also that alternative outsourcing routes are available when outsourcing to a non-developed supplier market.

  • 37.
    Rehme, Jakob
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Chicksand, Daniel
    Aston Business School, UK.
    Complex purchasing: a case study of evaluation models for long-term network capital investments2015In: International Journal of Engineering Sciences and Research Technology, ISSN 2277-9655, Vol. 4, no 1, p. 427-434Article in journal (Refereed)
    Abstract [en]

    This paper addresses purchasing evaluation models in the European electrical grid sector, with a particular focus on complex and long-term network capital investments. The findings are based on 49 interviews with 10 organizations (power companies, engineering firms, the regulatory body, and special interest groups). This research contributes to knowledge building in the under-researched area of evaluating value in complex long-term purchasing. The study finds that the inherent long-term nature of the investments in products and systems, and the underlying financial situation are of the utmost importance in evaluations, together with strong regulator influence. In fact, the regulatory body not only defines the willingness to pay for the end-consumers through regulations with a focus of protecting consumers from monopolists unfair/high-prices, but also defines the opportunity costs by the predefined a number of costs in the grids in terms of ‘standard-costs’. Although theoretically customer value is defined as the perception of benefits minus the sacrifices for the end-user, in this setting it is the regulatory body that defines this value on behalf of the end-user/consumer. Thus, the regulatory body plays a pivotal role defining the value, value creation and value sharing, and is therefore pivotal in the way in purchasing evaluation models are structured.

  • 38.
    Rehme, Jakob
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Chicksand, Daniel
    Aston Business School, Birmingham, UK.
    Public policy and electrical-grid sector innovation2015In: International Journal of Energy Sector Management, ISSN 1750-6220, E-ISSN 1750-6239, Vol. 9, no 4, p. 565-592Article in journal (Refereed)
    Abstract [en]

    Purpose – This paper aims to investigate the manner in which technological innovation in the European electrical-grid sector has developed by focusing, in particular, on the effect of public policy on innovation. To achieve this aim, this paper highlights how technological innovation and development progressed from the 1960s to the 1980s, and contrasts this period with the deregulated/privatization environment.

    Design/methodology/approach – The paper is based on a series of in-depth multiple company case studies of grid companies, some of their suppliers and other actors in their broader business network. Empirical data were collected through 55 interviews.

    Findings – The authors find that a phase of mutual collaboration was encouraged in the first period, which led to strong technological innovation with a focus on product quality and the development of functionality. Buyers played a pivotal role in the development of products and posed technical requirements. In contrast, the current role of the buyer has transformed principally into one of evaluating competing bids for specific projects. Today, buyers face increasing pressure to substantially lower CO2 emissions and transform the energy grid system. These goals are difficult to achieve without a new way of thinking about innovation.

    Research limitations/implications – Models to achieve innovation must not only focus on individual research projects; instead, the innovation should be factored into normal business dealings in the supply chain.

    Practical implications – We propose that policymakers and regulators need to: accommodate for innovation and address the collaborative elements of innovation when developing policies and regulations. Furthermore, regulators have the option of either developing a strategic vision for the electrical-grid network or incorporating sustainability into the evaluation of electrical grids and, thus, consumers’ willingness to pay.

    Originality/value – This paper makes a distinctive contribution in the area of innovation for electrical grids. Our paper shows how innovation and the development of new technology for electrical grids changed over time. Furthermore, this paper describes the energy sector in terms of a business network comprising the different actors involved in innovation and development and, thus, their role in the energy supply chain.

  • 39.
    Rehme, Jakob
    et al.
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Chicksand, Daniel
    Warwick Business School, UK.
    Pendlebury, Russell
    The case of evaluating value in complex long-term purchasing – the contradiction between sustainability and financial realities2013Conference paper (Other academic)
  • 40.
    Rehme, Jakob
    et al.
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Nordigården, Daniel
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Ellström, Daniel
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Chicksand, Daniel
    Operations and Information Management Group, Aston Business School, UK.
    Power in distribution channels: Supplier assortment strategy for balancing power2016In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 54, p. 176-187Article in journal (Refereed)
    Abstract [en]

    This paper focuses on the move from buyer dominance toward interdependence between buyers and suppliers in a distribution channel. The paper introduces a case study collected through in-depth interviews and participative observations. It examines the relationships between a timber supplier and its customers in the builders’ merchants sector. We stress the relevance of considering actions intended to change the power balance, rather than focusing only on trust. The power balance in a dyadic relationship is dynamic, and power positions need to be constantly re-evaluated. An important power resource is information asymmetry, manifested in the supplier’s information about: products, regional and local demand, and the usage of the products. For practitioners, we highlight the possibility of exerting a non-coercive power resource, such as information asymmetry, in order to increase the relative power. Furthermore, being open about the power position between a buyer and a seller can foster a more efficient collaboration.

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