liu.seSearch for publications in DiVA
Change search
Refine search result
12 1 - 50 of 94
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Rows per page
  • 5
  • 10
  • 20
  • 50
  • 100
  • 250
Sort
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
Select
The maximal number of hits you can export is 250. When you want to export more records please use the 'Create feeds' function.
  • 1.
    Abrahamsson, Mats
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. 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.
    The Role of Logistics in Retailers' Corporate Strategy: A Driver for Growth and Customer Value2010In: Supply Chain Forum: an International Journal, ISSN 1625-8312, E-ISSN 1624-6039, Vol. 11, no 4, p. 14-23Article in journal (Refereed)
    Abstract [en]

    This article explores the role of logistics and supply chain management (SCM) in retailers’ corporate strategy and is based on reviewing multiple qualitative case studies of companies in the Swedish food retail sector. The article proposes that the role of logistics for what is referred to in this paper as modern retailers is twofold: to create profitability and to support growth and market expansion. International modern retailers are empirically compared with similar companies in the Swedish market. The dominating Swedish food retailers have taken command in the food supply chain but are primarily concerned with traditional logistics roles in cost cutting. This role is perfectly fine as long as the strategic intent of the companies is focused on market retention and not on geographical expansion and/or new marketing or store concepts. We argue that the success of modern retailers in terms of growth rate, profitability, and market expansion is explained to a large extent by the role of logistics in corporate strategy—when the role for supporting growth and increasing customer value from high-performance supply capabilities is a driver for market expansion. However, in many of our cases the traditional logistics roles of cutting costs and lead-times is still the dominating pattern that limits the possibility of expanding into new markets. Better knowledge of logistics’ role in retail corporate strategy can help companies develop and improve their strategic intent as well as redefine the role of logistics.

  • 2.
    Abrahamsson, Mats
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. 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.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Olle, Olsson
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    The Role of Buying Groups in Retail Logistics2010Conference paper (Refereed)
  • 3.
    Abrahamsson, Mats
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. 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.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Olsson, Olle
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    The role of purchasing groups in retail logistics2012In: Nordic Retail Research: Emerging Diversity / [ed] Johan Hagberg, Ulrika Holmberg, Malin Sundström, Lars Walter, Göteborg: Bokförlaget BAS , 2012, 1, p. 155-172Chapter in book (Other academic)
    Abstract [en]

    This book aims to provide an illustration of the diversity that characterises contemporary Nordic research in the field of retail. The book draws on a large variety of methods, describes a variety of retail sectors and covers a large number of retail phenomena. The book is suitable for researchers, graduate students and professionals who want to learn more about contemporary retailing research

  • 4.
    Abrahamsson, Mats
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. 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.
    Logistik i svensk handel: Ett projekt finansierat av Handelns Utvecklingsråd2011Report (Other academic)
    Abstract [sv]

    Den här rapporten sammanfattar ett forskningsprojekt, Logistik i svensk handel, som har pågått under perioden juli 2009 t.o.m. februari 2011 och som är finansierat av Handelns Utvecklingsråd.

    En utgångspunkt och hypotes för projektet var att det finns avgörande branschmässiga skillnader i sättet att arbeta med logistikfrågor. En hypotes som har testats mot empirin, vilket har lett till slutsatsen att logistiken endast i begränsad omfattning är branschspecifik och att branschtillhörighet inte är den avgörande faktorn för hur logistiken utformas för handelsföretag. En viktigare faktor, är hur butikerna drivs visavi centrala enheter, hur integrationen ser ut mellan logistikstrategi och inköps- respektive marknadsstrategi, samt hur systemgränserna för logistiken definieras.

    Genom hela arbetet har vi jämfört den logistikbild vi har sett med en ”ideal bild”, i form av logistiken i internationell ”mega-retailing”, vilket idag representerar ”best practice” inom logistik och där logistiken är en integrerad del av företagens affärsmodell och ett direkt stöd för företagets lönsamhet och tillväxt. Den jämförelsen visar att det är mycket stora skillnader i logistikkompetens och mognad mellan olika företag och att logistik inom många handelsföretag fortfarande är ett område med stor förbättringspotential.

    Förutom den här rapporten har projektet genererat en lång rad akademiska artiklar som är publicerade i journaler och/eller har presenterats på konferenser och seminarier. Vi har varit i kontakt med ett stort antal, kollegor, företag och forskare i Sverige och andra länder för att samla material. Ett stort tack till alla de som har bidragit med material till projektet.

    Ett speciellt tack till Andreas Hedlund på Handelns Utvecklingsråd, som förutom finansiellt stöd har backat upp projektet med seminarier arrangerade av Handelns utvecklingsråd.

    Linköping i Maj 2011

    Mats Abrahamsson   Jakob Rehme   Erik Sandberg

  • 5.
    Abrahamsson, Mats
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Stahre, Fredrik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Huge-Brodin, Maria
    Linköping University, Department of Management and Engineering, Logistics Management. 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.
    Andersson, Dan
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Logistics Changes and Challenges in Swedish Food Supply Chains2008In: Nofoma 2008, 2008Conference paper (Refereed)
  • 6.
    Ahlgren-Moritz, Charlotte
    et al.
    Malmö högskola.
    Alm, Anna-Karin
    Malmö högskola.
    Christersson, Cecilia
    Malmö högskola.
    Eikelboom Sällström, Anette
    Enheten för externa relationer, Umeå universitet.
    Esbjörnsson, Mattias
    Malmö högskola.
    Jacobsson, Andreas
    Fakulteten för teknik och samhälle, Malmö högskola.
    Marell, Agneta
    Samverkan och innovation, Umeå universitet.
    Persson, Jeanette
    Innovation och utveckling, Malmö högskola.
    Ramsten, Anna-Carin
    Linköping University, REMESO - Institute for Research on Migration, Ethnicity and Society. Linköping University, Department of Social and Welfare Studies. Linköping University, Faculty of Arts and Sciences.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Reinhold, Mats
    Enheten för externa relationer, Umeå universitet.
    Sjögren, Karin
    Malmö högskola.
    Sörensson, Victoria
    Enheten för externa relationer, Umeå universitet.
    Värbrand, Peter
    Linköping University, Department of Science and Technology, Communications and Transport Systems. Linköping University, Faculty of Science & Engineering.
    Vägen till samverkanssäkrad utbildning. [1]: Metoder och strategier2016Book (Other academic)
    Abstract [sv]

    Universitet och högskolor bidrar till samhällsutvecklingen genom att forskningsbaserad kunskap tillämpas av olika aktörer i samhället. För att möta dagens och morgondagens samhällsutmaningar utgör således kunskapsutbyte och samverkan mellan lärosäten och samhället en värdefull möjlighet. Att ha starka relationer med samhällets aktörer identifieras också som viktigt i utvecklingen av ett internationellt starkt lärosäte.

    Samverkan i högre utbildning främjar samhällets förändringsförmåga och stärker utbildningens kvalitet, men samverkan förbereder också studenterna för ett livslångt lärande och underlättar övergången mellan utbildning och arbetsliv. Ett lärosäte i nära samverkan med aktörer i samhället är ett relevant lärosäte, det vill säga ett lärosäte som är till nytta för sin omvärld och för sina medarbetare och studenter.

    Ett grundläggande problem vad gäller möjligheterna att integrera samverkan i akademisk utbildning står att finna i statens fördelning av medel till lärosätena. De statliga medlen utgår nämligen i två separata anslag, ett vardera för de båda huvuduppdragen utbildning och forskning. Samverkan kan sägas ingå i bägge uppdragen. Till skillnad från forskningssamverkan finns det för utbildningssamverkan ingen särskild uppföljning och inte heller några ekonomiska incitament. Utvärdering av forskning och utbildning bör således breddas så att kvalitetsstärkande samverkansinslag också inkluderas i resursfördelningsprinciperna. Statens bristande strukturer för fördelning och uppföljning återspeglas i hur lärosätena fördelar resurser till och följer upp samverkan: lärare ges sällan resurser (i form av särskild tid) för att på ett pedagogiskt genomtänkt sätt kunna inkludera samverkansinslag i undervisningen; samverkan är sällan meriterande eller lönegrundande; och den utbildningssamverkan som bedrivs följs sällan upp – varken på institutions-, fakultets- eller lärosätesnivå. Samma sak kan sägas gälla på nationell nivå – det samverkande lärosätet erhåller inga extra anslag och det bestraffas ej heller för försummelse av detsamma. Att göra samverkan till en integrerad del av utbildningen innebär att samverkan bör ingå i de pedagogiska modeller som lärare använder för att leda studenternas kunskapsutveckling mot de mål som finns angivna i kurs- och utbildningsplaner. Det betyder också att arbetet med samverkan bör inkluderas i processer för styrning, planering och uppföljning av utbildning och undervisning på såväl kurs- och programnivå som på institutions-, fakultets- och lärosätesnivå. Att göra samverkan till en integrerad del av utbildningen är att sträva mot att externa aktörer ska bli en självklar del i den dagliga verksamheten – för studenter såväl som för medarbetare och för de organisationer man samverkar med. För att svenska lärosäten ska ges en realistisk möjlighet att göra samverkan till en integrerad del av utbildningsverksamheten krävs det framför allt följande:

    • att politiker och departement utformar ett fördelningssystem där framgångsrika samverkansinsatser inom utbildningen leder till en förstärkning av resursbasen på lärosätena;
    • att lärosätesledningar tar tydlig ställning för samverkansfrågan i sina strategiska styrdokument och att samverkan införs i lärosätenas kvalitetssäkringssystem för utbildning, samt att lärosätena inför system för att styra och följa upp samverkan i utbildningen på lärosätesövergripande nivå;
    • att ledningen för fakulteter, institutioner eller motsvarande omsätter lärosätets strategiska åtaganden i handlingsplaner och lokala styrdokument samt utformar system för dokumentation, styrning och uppföljning av samverkan i utbildningsprogram;
    • att lärare samt kurs- och programansvariga inför samverkan i utbildningens styrande dokument (t.ex. kurs- och utbildningsplaner) samt i den ordinarie undervisningsverksamheten.

    Dessutom bör lärosätena – både gemensamt men också vart och ett för sig – införa system och karriärvägar där medarbetares insatser i det vardagliga samverkansarbetet uppmärksammas och belönas.

    Mot bakgrund av detta kan man konstatera att det är angeläget att lärosätenas strategiska arbete avseende utveckling och uppföljning av samverkan i utbildningen vidareutvecklas. Men, med vilka verktyg, var i verksamheten och på vilka sätt?

    I följande skrift samlas erfarenheter och goda exempel gjorda inom ramen för ett flerårigt lärosätesövergripande samarbetsprojekt, Samverkanssäkrade utbildningsprogram, där utgångspunkten har varit att identifiera strategier och metoder för att integrera samverkan i utbildningsprogram. Målet har varit att undersöka och beskriva hur samverkan kan vara ett medel som bidrar till att stärka utbildningens kvalitet och relevans, samt ge förslag på hur vägen till samverkanssäkrad utbildning kan se ut.

    Den centrala slutsatsen är att samverkan, när den är en integrerad del av utbildningen, bidrar till kvalitet och säkerställer att utbildningen blir till nytta för samhället. Det finns också andra vinster med att bedriva ett systematiskt samverkansarbete, till exempel att det leder till pedagogisk utveckling för undervisande personal, att det ökar förutsättningarna för ett utmaningsbaserat lärande med studenten i centrum, att det underlättar övergången från studier till arbetsliv, och att det möjliggör fördjupade relationer med den värld lärosätet finns i. Resan mot samverkanssäkrad utbildning är, med andra ord, mödan väl värd.

  • 7.
    Ahlgren-Moritz, Charlotte
    et al.
    Malmö högskola.
    Alm, Anna-Karin
    Malmö högskola.
    Christersson, Cecilia
    Malmö högskola.
    Eikelboom Sällström, Anette
    Enheten för externa relationer, Umeå universitet.
    Esbjörnsson, Mattias
    Malmö högskola.
    Jacobsson, Andreas
    Fakulteten för teknik och samhälle, Malmö högskola.
    Marell, Agneta
    Samverkan och innovation, Umeå universitet.
    Persson, Jeanette
    Innovation och utveckling, Malmö högskola.
    Ramsten, Anna-Carin
    Linköping University, REMESO - Institute for Research on Migration, Ethnicity and Society. Linköping University, Department of Social and Welfare Studies. Linköping University, Faculty of Arts and Sciences.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Reinhold, Mats
    Enheten för externa relationer, Umeå universitet.
    Sjögren, Karin
    Malmö högskola.
    Sörensson, Victoria
    Enheten för externa relationer, Umeå universitet.
    Värbrand, Peter
    Linköping University, Department of Science and Technology, Communications and Transport Systems. Linköping University, Faculty of Science & Engineering.
    Vägen till samverkanssäkrad utbildning. [2]: Möjligheter och utmaningar2016Book (Other academic)
    Abstract [sv]

    Universitet och högskolor bidrar till samhällsutvecklingen genom att forskningsbaserad kunskap tillämpas av olika aktörer i samhället. För att möta dagens och morgondagens samhällsutmaningar utgör således kunskapsutbyte och samverkan mellan lärosäten och samhället en värdefull möjlighet. Att ha starka relationer med samhällets aktörer identifieras också som viktigt i utvecklingen av ett internationellt starkt lärosäte.

    Samverkan i högre utbildning främjar samhällets förändringsförmåga och stärker utbildningens kvalitet, men samverkan förbereder också studenterna för ett livslångt lärande och underlättar övergången mellan utbildning och arbetsliv. Ett lärosäte i nära samverkan med aktörer i samhället är ett relevant lärosäte, det vill säga ett lärosäte som är till nytta för sin omvärld och för sina medarbetare och studenter.

    Ett grundläggande problem vad gäller möjligheterna att integrera samverkan i akademisk utbildning står att finna i statens fördelning av medel till lärosätena. De statliga medlen utgår nämligen i två separata anslag, ett vardera för de båda huvuduppdragen utbildning och forskning. Samverkan kan sägas ingå i bägge uppdragen. Till skillnad från forskningssamverkan finns det för utbildningssamverkan ingen särskild uppföljning och inte heller några ekonomiska incitament. Utvärdering av forskning och utbildning bör således breddas så att kvalitetsstärkande samverkansinslag också inkluderas i resursfördelningsprinciperna. Statens bristande strukturer för fördelning och uppföljning återspeglas i hur lärosätena fördelar resurser till och följer upp samverkan: lärare ges sällan resurser (i form av särskild tid) för att på ett pedagogiskt genomtänkt sätt kunna inkludera samverkansinslag i undervisningen; samverkan är sällan meriterande eller lönegrundande; och den utbildningssamverkan som bedrivs följs sällan upp – varken på institutions-, fakultets- eller lärosätesnivå. Samma sak kan sägas gälla på nationell nivå – det samverkande lärosätet erhåller inga extra anslag och det bestraffas ej heller för försummelse av detsamma. Att göra samverkan till en integrerad del av utbildningen innebär att samverkan bör ingå i de pedagogiska modeller som lärare använder för att leda studenternas kunskapsutveckling mot de mål som finns angivna i kurs- och utbildningsplaner. Det betyder också att arbetet med samverkan bör inkluderas i processer för styrning, planering och uppföljning av utbildning och undervisning på såväl kurs- och programnivå som på institutions-, fakultets- och lärosätesnivå. Att göra samverkan till en integrerad del av utbildningen är att sträva mot att externa aktörer ska bli en självklar del i den dagliga verksamheten – för studenter såväl som för medarbetare och för de organisationer man samverkar med. För att svenska lärosäten ska ges en realistisk möjlighet att göra samverkan till en integrerad del av utbildningsverksamheten krävs det framför allt följande:

    • att politiker och departement utformar ett fördelningssystem där framgångsrika samverkansinsatser inom utbildningen leder till en förstärkning av resursbasen på lärosätena;
    • att lärosätesledningar tar tydlig ställning för samverkansfrågan i sina strategiska styrdokument och att samverkan införs i lärosätenas kvalitetssäkringssystem för utbildning, samt att lärosätena inför system för att styra och följa upp samverkan i utbildningen på lärosätesövergripande nivå;
    • att ledningen för fakulteter, institutioner eller motsvarande omsätter lärosätets strategiska åtaganden i handlingsplaner och lokala styrdokument samt utformar system för dokumentation, styrning och uppföljning av samverkan i utbildningsprogram;
    • att lärare samt kurs- och programansvariga inför samverkan i utbildningens styrande dokument (t.ex. kurs- och utbildningsplaner) samt i den ordinarie undervisningsverksamheten.

    Dessutom bör lärosätena – både gemensamt men också vart och ett för sig – införa system och karriärvägar där medarbetares insatser i det vardagliga samverkansarbetet uppmärksammas och belönas.

    Mot bakgrund av detta kan man konstatera att det är angeläget att lärosätenas strategiska arbete avseende utveckling och uppföljning av samverkan i utbildningen vidareutvecklas. Men, med vilka verktyg, var i verksamheten och på vilka sätt?

    I följande skrift samlas erfarenheter och goda exempel gjorda inom ramen för ett flerårigt lärosätesövergripande samarbetsprojekt, Samverkanssäkrade utbildningsprogram, där utgångspunkten har varit att identifiera strategier och metoder för att integrera samverkan i utbildningsprogram. Målet har varit att undersöka och beskriva hur samverkan kan vara ett medel som bidrar till att stärka utbildningens kvalitet och relevans, samt ge förslag på hur vägen till samverkanssäkrad utbildning kan se ut.

    Den centrala slutsatsen är att samverkan, när den är en integrerad del av utbildningen, bidrar till kvalitet och säkerställer att utbildningen blir till nytta för samhället. Det finns också andra vinster med att bedriva ett systematiskt samverkansarbete, till exempel att det leder till pedagogisk utveckling för undervisande personal, att det ökar förutsättningarna för ett utmaningsbaserat lärande med studenten i centrum, att det underlättar övergången från studier till arbetsliv, och att det möjliggör fördjupade relationer med den värld lärosätet finns i. Resan mot samverkanssäkrad utbildning är, med andra ord, mödan väl värd.

  • 8.
    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]

      

  • 9.
    Andersson, Dan
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Huge-Brodin, Maria
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering.
    Rangaraju, Naveen Kumar
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Logistic and Import Sourcing2006Report (Other academic)
  • 10.
    Andersson, Dan
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Logistics Management.
    Huge-Brodin, Maria
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics.
    Stahre, Fredrik
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Supply Co-ordination: A study of the Swedish food market2008In: IPSERA,2008, Perth: CIPS , 2008Conference paper (Refereed)
  • 11.
    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)
  • 12.
    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)
  • 13.
    Andersson, Dan
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Pruth, Magnus
    Göteborgs Universitet.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Coordinate to enhance third party logistics relationships2007In: The International Journal of Integrated Supply Management, ISSN 1477-5360, E-ISSN 1741-8097, Vol. 3, no 1, p. 69-85Article in journal (Refereed)
    Abstract [en]

    This article emphasise the importance of coordination in Third Party Logistics (TPL) and describes how coordination can be managed. This is inspired by Key Account Management (KAM) literature and supported by empirical evidence. Buyers of TPL services currently perceive KAM as focusing on making sales and on negotiating contracts. This article proposes that KAM may have a material impact on TPL relationships and that this function can be developed further, primarily by having a coordination role. The article contains a coordination model based on both internal and external coordination of activities within a dyad, divided into operational, functional, geographic, and development coordination. The model explains how these types of coordination can integrate functions and contents in different alliance phases to build successful TPL relationships. Copyright © 2007 Inderscience Enterprises Ltd.

  • 14.
    Andersson, Dan
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics, Logistics.
    Pruth, Magnus
    Handelshögskolan vid Göteborgs universitet.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Economics.
    Is Key Account Management beneficial for service buyers? The Role of KAM in Third-Party Logistics2004In: IPSERA Conference,2004, Catania: University of Catania , 2004Conference paper (Refereed)
  • 15.
    Andersson, Dan
    et al.
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Logistics .
    Rangaraju, Naveen Kumar
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering.
    Rehme, Jakob
    Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics .
    Import Sourcing Decision Making: Swedish Sourcing from Asian Low Cost Countries2007In: IPSERA Conferenc,2007, 2007Conference paper (Refereed)
    Abstract [en]

      

  • 16.
    Bildsten, Louise
    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.
    Brege, Staffan
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Applying the Krajlic-model to the Construction sector - the case of a prefab housing factory2010In: Proceedings 26th Annual ARCOM Conference. Association of Researchers in Construction Management, 2010, Vol. 2 / [ed] Charles Egbu, 2010, p. 1029-1037Conference paper (Refereed)
    Abstract [en]

    The purchasing strategies in the construction industry have been considered by many writers in construction management as short-term and arms-length. However, a different picture is portrayed in the manufacturing industry, where the purchasing strategies are mostly long-term to secure supply for production. Industrialized building is at the crossroad between construction and manufacturing, which raises the question of what purchasing strategies are applied. The purpose of this study is to investigate how the Kraljic model (1983) can be applied in an industrialized housing factory. The purchasing strategies were studied through interviews with the CEO of a timber housing manufacturer in northern Sweden. Industrialized housing manufacturers can take advantage of standardized construction systems and secure production flows that eliminate waste and improve quality. Evidence proves that long-term relationships similar to those in the manufacturing industry also exist in the construction industry regarding factory production. The analysis of these strategies suggests that the total product offer, including logistic services, plays an important role in choosing supplier.

  • 17.
    Bildsten, Louise
    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.
    Brege, Staffan
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Purchasing Strategies in Industrialized Housing: a Multiple Case StudyManuscript (preprint) (Other academic)
    Abstract [en]

    Many writers in construction management have been considered purchasing strategies in the construction industry as short-term and arms-length. However, a different picture is portrayed in the manufacturing industry, where purchasing strategies are often long-term to secure supply for production. Industrialized building is at crossroads between construction and manufacturing, which raises the question of what purchasing strategies are applied. The purpose of this study is to investigate how the Kraljic model (1983) can be applied in industrialized housing. The purchasing strategies were studied through interviews with three top managers at three different timber-housing manufacturers in northern Sweden. Industrialized housing manufacturers can take advantage of standardized construction systems and secure production flows that eliminate waste and improve quality. Evidence proves that long-term relationships similar to those in the manufacturing industry also exist in the construction industry regarding factory production. An analysis of these strategies suggests that the total product offer in terms of customization, including logistic services, plays an important role in choosing a supplier to satisfy the needs of efficient production. A new model is developed regarding the effectiveness of the purchasing strategies on the production process, where products are classified according to value-in-production instead of their monetary value.

  • 18.
    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)
  • 19.
    Brege, Staffan
    et al.
    Linköping University, Department of Management and Economics, Industrial marketing. Linköping University, The Institute of Technology.
    Brehmer, Per-Olof
    Linköping University, Department of Management and Economics, Logistics. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Economics. Linköping University, The Institute of Technology. Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics.
    Managing Supplier Relations with the Balanced Scorecard2008In: International Journal of Knowledge Management Studies, ISSN 1743-8268, E-ISSN 1743-8276, Vol. 2, no 1, p. 147-161Article in journal (Refereed)
    Abstract [en]

      As a consequence of increased outsourcing, companies become more and more virtual organisations and dependent upon external sources to reach their strategic objectives. Here, lacking supplier performance or commitment can result in failure of the outsourcing programme that significantly risks the financial results of the outsourcing company. Consequently, when outsourcing it is important to assure that the supplier performs as expected. This study uses a Balanced Scorecard (BSC) perspective for investigating performance measurements in outsourcing. The results illustrate the importance of a process perspective when outsourcing (securing volume, high quality at the right time). Formulating a BSC for a supplier, an outsourcing company could better control/steer the supplier on an output/performance level.

  • 20.
    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.

  • 21.
    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)
  • 22.
    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)
  • 23.
    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)
  • 24.
    Brehmer, Per-Olof
    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.
    Drivers for key account management programmes2014In: Handbook of Strategic Account Management: A Comprehensive Resource / [ed] Diana Woodburn, Kevin Wilson, London: John Wiley & Sons, 2014, 1, p. 53-76Chapter in book (Other academic)
  • 25.
    Brehmer, Per-Olof
    et al.
    Linköping University, Department of Management and Engineering, Logistics . 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.
    Proactive and reactive: drivers for key account management programmes2009In: EUROPEAN JOURNAL OF MARKETING, ISSN 0309-0566, Vol. 43, no 7-8, p. 961-984Article in journal (Refereed)
    Abstract [en]

    Purpose - Key account management (KAM) programmes are a way for companies to develop existing relationships and increase sales, thus being proactive and searching for opportunities (which is often expected of KAM). It is also a way to meet changing customer demands arising from changes in purchasing strategy, buyers mergers and acquisitions and the search for synergies in order to reduce costs. The purpose of this article is to analyse different key account management programmes on how they manage the sales process complexity and customer expectations. Design/methodology/approach - The paper draws on qualitative data collected during a field study of ABB and six of their major customers, based on annual or biannual interviews with 50 individuals within ABB from 1996 to 2006 and three to ten individuals from each of the customers. Interviewees included corporate managers, key account managers and sales personnel/project managers. The customers involved in the study belonged to mining, automotive, process equipment manufacture, building technology, energy production and telecommunication sectors. Findings - In this study three different programmes are identified and analysed: the proactive programme - which is driven by sales opportunity; the reactive programme - which is driven by customer demands; and the organisation-based programme - which is driven by the belief in customer-centric organisational units. Practical implications - The paper identifies sales aspects (complexities) of K-W programmes that are handled in different ways by different types of programmes. Originality/value - With an empirical base the paper provides a basis for understanding the reasons behind the establishment of several KAM programmes in the same corporation.

  • 26.
    Chicksand, Daniel
    et al.
    Warwick Business School.
    Kumar, Naveen
    Linköping University, Department of Management and Engineering, Logistics Management. 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
    Cardiff Business School.
    Global Purchasing – Implications for Purchasing and Logistics: A research synthesis2011Conference paper (Refereed)
    Abstract [en]

    Globalisation and the dynamics of the new economic geography is increasingly influencing supply chain management across different industries. Although the literature combining purchasing and logistics in the global supply chain is crucial, it has scarcely been reviewed in this combined approach. With companies like DELL, Walmart, and Li & Fung who are orchestrators in supply chains capitalising upon globalisation, the future trend is for a greater need to understand the purchasing and logistics aspects of global supply chains. In this study a review, analysis and synthesis of the literature in purchasing and logistics in global purchasing is conducted to. The research synthesis will aid both practitioners and researchers in a broader and better understanding of purchasing and logistics issues in the context of global supply chain design.

  • 27.
    Chicksand, Daniel
    et al.
    The University of Warwick, Warwick Business School, Operations Management Group, Coventry, UK.
    Ramsay, John
    Faculty of Business & Law, Staffordshire University, England.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, The Institute of Technology.
    Sharing of value in business relationships: A theoretical model.2011In: Proceedings of the 20th Annual IPSERA Conference: Vision 20/20 – Preparing Today for Tomorrow’s Challenges / [ed] Rozemeijer, F, Wetzels, M., Quintens, L., 2011, p. 80-97Conference paper (Other academic)
    Abstract [en]

    This paper explores the sharing of value in business transactions. Although there is anincreased usage of the terminology of value in marketing (such concepts as value based selling and pricing), as well as in purchasing (value-based purchasing), the definition of the term is still vague. In order to better understand the definition of value, the author’s argue that it is important to understand the sharing of value, in general and the element of power for the sharing of value in particular. The aim of this paper is to add to this debate and this requires us to critique the current models. The key process that the analysis of power will help to explain is the division of the available revenue stream flowing up the chain from the buyer's customers. If the buyer and supplier do not cooperate, then power will be key in the sharing of that money flow. If buyers and suppliers fully cooperate, they may be able to reduce theircosts and/or increase the quality of the sales offering the buyer makes to their customer.

  • 28.
    Chicksand, Daniel
    et al.
    Aston Business School.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Dehn, Torsten
    Aston Business School.
    Achieving a competitive advantage: What is missing from research into supplychain management and servitization?2016In: 25th Annual Ipsera Conference: Purchasing and Supply Management, 2016Conference paper (Refereed)
    Abstract [en]

    This paper will highlight that at the heart of supply chain management (SCM) andservitization research is the concept of value. However, it will be argued that currentwork in these fields do not, in the first instance, adequately define value and often omit afull discussion of value appropriation. To fill these gaps this paper will first introduce aconceptual model of value and will then suggest how it would be possible to empiricallydetermine the sharing of value in a business relationship through the presentation of amodel based on resource dependency theory (RDT). The paper will conclude that muchmore work is required to better conceptualize value in the context of SCM andservitization and that there needs to be more focus on understanding which factorsdetermine how value is shared in business relationships.

  • 29.
    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)
  • 30.
    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)
  • 31.
    Ellström, 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.
    Becoming category captain – requirements on timber suppliers from a business model perspective2012Conference paper (Other academic)
  • 32.
    Ellström, 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.
    Dissecting power indicators and relative power changes in distribution channels2012Conference paper (Other academic)
  • 33.
    Ellström, 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.
    Implementing proactive range management – requirements on timber suppliers from a business model perspectiveManuscript (preprint) (Other academic)
    Abstract [en]

    A supplier to a retailer that influences what products customers are buying, with the aim to achieve an increased cost-efficiency in the distribution channel, can be said to have a proactive range management (PRM) offering. In implementing this offering, new requirements appear for the supplier as new responsibilities appear that are usually unfamiliar for passive product suppliers. By applying a business model perspective, an effort is made to identify these new requirements. The ARA model is then used for structuring the requirements. It is concluded that the transition from being a traditional product supplier to implementing a PRM offering implies significant changes in what activities to perform, what resources to hold and what actors, or customers, to approach with the new offering. The business model construct has also appeared as useful for identifying these requirements. The managerial implication is that the decision of implementing a PRM offering and influencing the product range of customers implies major changes for the business and has to be supported by the overall structure of the firm.

  • 34.
    Ellström, 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, Faculty of Science & Engineering.
    Resource alignment in the category management of builders’ merchants2016In: International Review of Retail Distribution & Consumer Research, ISSN 0959-3969, E-ISSN 1466-4402, Vol. 26, no 1, p. 55-74Article in journal (Refereed)
    Abstract [en]

    Previous retailer-supplier research reports both positive and negative collaboration outcomes. Resource alignment, or how collaborating actors’ resources affect each other, is a concept that has been brought forward to explain when collaboration increases performance. As the category management of builders’ merchants involves actors with different sets of resources, the resource alignment framework can be used to better understand the outcomes of collaboration in category management. The aim of this paper is to explore resource alignment among actors involved in the category management of builders’ merchants. The paper is based on interviews with top managers in Swedish builders’ merchants. Complementary and supplementary resources held by the involved actors are identified for four  distinguished category management activities. Resources needed to further improve the business are also identified. Three propositions are formulated, explaining how supplementary and complementary resources are interrelated and how the situation influences the need for supplementary resources. The description of resource alignment supports retailers and their suppliers concerning how to assign roles and responsibilities in category management activities. While the retailers themselves are often well equipped to manage pricing and inventory management, the supplier can support assortment and marketing management.

  • 35.
    Ellström, 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.
    Björklund, Maria
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Aronsson, Håkan
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Logistics cost management models and their usability for purchasing2012In: Journal of Modern Accounting and Auditing, ISSN 1548-6583, Vol. 8, no 7, p. 1066-1073Article in journal (Refereed)
  • 36.
    Ellström, 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.
    Björklund, Maria
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Aronsson, Håkan
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Logistics cost management models and their usability for purchasing2011Conference paper (Other academic)
    Abstract [en]

    This paper deepens the understanding regarding the practical usability of CM models for purchasing decisions, and provides a framework for determining a desired complexity of cost management in different purchasing environments.

  • 37.
    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.

  • 38.
    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....

  • 39.
    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)
  • 40.
    Fristedt, Mårten
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Hansson, Andreas
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Huge-Brodin, Maria
    Linköping University, Department of Management and Engineering, Logistics Management. 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.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Supply Chain Management in practice: A Case study of McDonald’s Sweden2012Report (Other academic)
    Abstract [en]

    Although much discussed in theory, supply chain management (SCM) is often problematic to carry out in practice. One exception is McDonald’s Sweden, which since its establishment has worked with suppliers and restaurants (franchisees) in a way that reminds of what SCM literature recommends. The purpose of this report is to describe and analyse the supply chain of McDonald’s Sweden from suppliers to franchisees.

    Based on interviews with McDonald’s Sweden, suppliers and franchisees, McDonald’s supply chain is described and analysed according to SCM literature. Cooper and Ellram’s (1993) framework of SCM characteristics is used complemented with several other writers.

    The study describes a supply chain where its members to a large extent collaborate as described in SCM literature. The report identifies and describes how significant SCM characteristics, such as information sharing, joint planning, and the sharing of risks and rewards are managed in the case. Finally, the report identifies market saturation and the search for economies of scale outside the primary supply chain as a challenge for future SCM practices. The case constitutes an interesting showcase where the ways in which the studied features are managed can inspire others businesses in succeeding in SCM.

  • 41.
    Fristedt, Mårten
    et al.
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Hansson, Andreas
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Huge-Brodin, Maria
    Linköping University, Department of Management and Engineering, Logistics Management. 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.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics Management. Linköping University, The Institute of Technology.
    Supply chain management in practice: a case study of McDonald’s Sweden2012In: NOFOMA 2012: Proceedings of 24th  Annual Nordic Logistics Research Network Conference / [ed] Juuso Töyli, Laura Johansson, Harri Lorentz, Lauri Ojala and Sini Laari, Naantali, Finland, 2012, p. 875-877Conference paper (Other academic)
  • 42.
    Fristedt, Mårten
    et al.
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Economics. Linköping University, Faculty of Science & Engineering.
    Sandberg, Erik
    Linköping University, Department of Management and Engineering, Logistics & Quality Management. Linköping University, Faculty of Science & Engineering.
    Describing hybrid purchasing organizations - the case of a Swedish industrial firm2015Conference paper (Refereed)
  • 43.
    Guan, Wei
    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.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    In Search of the New Product Launch Process from the Reseller PerspectiveManuscript (preprint) (Other academic)
    Abstract [en]

    Purpose: It has been proven that a proficient product launch is one of the specific priorities that best separate successful from failed product innovations. However, a majority of existing product launch research takes the supplier’s perspective and focuses on the aspects managed by suppliers, while the role of resellers has been largely overlooked. To contribute to this research gap, the purpose of this study is to investigate the new product launch process from the reseller perspective by taking an exploratory approach. Two research questions were examined in order to increase understandings of reseller new product launches: (1) what is process of the reseller new product launch? (2) What is the role of reseller in new product launches?

    Method: Two leading building material resellers in Sweden were chosen as the case companies. Data was primarily collected through open-ended interviews with managers at the central level. In the case of Beijer, a questionnaire was used to collection opinions of managers at the branch level.

    Findings: The process of the reseller new product launch can be described in six steps: (1) preliminary agreement with supplier, (2) product/focus group review, (3) launch plan setup, (4) management review, (5) sales of new products, and (6) launch evaluation. The research finding supports the division between strategic and tactical launch decisions. The process of the new product launch includes new product adoption decisions and new product sales at stores. When selecting new products, resellers pay attention not only to product variables, but also to profit and category variables. Providing marketing-, sales-, and merchandising-related services are key roles that resellers perform for suppliers.

    Originality/value: First, this study responds to the research demand around launch activity conceptualisation. Second it adds to existing knowledge about the role of resellers.

  • 44.
    Guan, Wei
    et al.
    Linköping University, Department of Management and Engineering. 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.
    Development in Building Material Distribution and Its Consequences for Suppliers 2009Conference paper (Other academic)
    Abstract [en]

    Purpose: In recent years, a transformation has been observed in the building material distribution channels, in which Do-It-Yourself (DIY) retail chains are pushing more and more responsibilities back to their suppliers. Especially for low value and bulky wood products, there are increasing requirements on suppliers to support retailers’ supply management and in-store business development. This paper aims to investigate the strategic challenges arising from this transformation, thereby obtain a better understanding of building material distributors’ requirements in supply and their consequences for suppliers.

    Research Approach: The research approach was primarily exploratory. Qualitative multiple case studies with respondents from wood-based products suppliers and leading DIY retail chains and builders’ merchants in the UK market were conducted. Semi-structured interview and non-participant observation were used to collect data.

    Findings and Originality: The strategic aspects of the distribution channel, especially the distribution channel for low value and bulky products-wood based products, have received little research attention. This study indicates that instead of passively taking over the delivery service from retailers, supplier’s proactive strategic moves, such as becoming a “one-stop shop” supplier for distributors by providing complete product portfolios and wide range of service solutions, are changing the structure of supply chain.

    Research Impact: It is important to note that distribution channel, a field combining marketing and logistics, provides rich research opportunities. From a theoretical perspective, this paper aims to provide insights into the strategic management of distribution channels and its impact on the value of offerings.

    Practical Impact: Findings from the case studies suggest that retail chains are looking for  large suppliers that carry comprehensive product assortment and offer distribution solution as well as in-store support. Consequently, suppliers that used to be production oriented need to widen their focus further down the supply chain, in order to develop offerings that are more aligned with the development in the retail markets. Strategically managed distribution channel is an area that deserves suppliers to pay attention on because it can be a source of long-term competitive advantage.

  • 45.
    Guan, Wei
    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.
    Development in Timber Product Distribution Channels and Its Consequences for Suppliers: A Case Study in the British MarketManuscript (preprint) (Other academic)
    Abstract [en]

    Purpose: Home improving is an attractive segment of retailing, benefiting from long-term demand for more new housing and more frequent home renewal. Many kinds of building materials and products are traded in the market. In recent years, a transformation has been observed in the timber material and products distribution channels, in which Do-It-Yourself (DIY) retail chains are pushing more and more responsibilities back to their suppliers. Especially for low value and bulky wood products, there are increasing requirements on suppliers to support retailers’ supply management and in-store business development. This paper aims to investigate the strategic challenges arising from this transformation, thereby obtain a better understanding of building material distributors’ requirements in supply and their consequences for suppliers.

    Research Approach: The research approach was primarily exploratory. Qualitative multiple case studies with respondents from wood-based products suppliers and leading DIY retail chains and builders’ merchants in the UK market were conducted. Semi-structured interview and nonparticipant observation were used to collect data.

    Findings and Originality: The strategic aspects of the distribution channel, especially the distribution channel for low value and bulky products-wood based products, have received little research attention. The results of our case studies show that multi-location strategy is common for retailers. Manufacturer brands are almost non-existing in the timber section, where retailer brands are dominate. This study also indicates that instead of passively taking over the delivery service from retailers, supplier’s proactive strategic moves, such as becoming a “one-stop shop” supplier for retailers by providing complete product portfolios and wide range of service solutions, are changing the structure of supply chain.

    Research Impact: It is important to note that distribution channel, a field combining marketing and logistics, provides rich research opportunities. From a theoretical perspective, this paper aims to provide insights into the strategic management of distribution channels and its impact on the value of offerings.

    Practical Impact: Findings from the case studies suggest that retail chains are looking for large suppliers that carry comprehensive product assortment and offer distribution solution as well as in-store support. Consequently, suppliers that used to be production oriented need to widen their focus further down the supply chain, in order to develop offerings that are more aligned with the development in the retail markets. Strategically managed distribution channel is an area that deserves suppliers to pay attention on because it can be a source of long-term competitive advantage.

  • 46.
    Guan, Wei
    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.
    From manufacturer to supplier: Driving forces and consequencesManuscript (preprint) (Other academic)
    Abstract [en]

    Purpose Historically, vertical integration is a corporate strategy of interest to the field of strategic management and organizational economics. There is no lack of explanations for vertical integration, among which, transactional cost economics (TCE) provides a theoretical basis for vertical integration. However, the current popularity of vertical integration marks a departure from traditional motivations based on altering industry structure and minimizing cost. Besides, most of the existing studies regarding vertical integration have been conducted at the micro-analytic level but analysis at the supply chain level is sparse, which might be more relevant and significant in today’s business environment. The purpose of this paper is exploring the driving forces for vertical integration, particularly downstream integration of distribution and the consequences in a chain of manufacturer-distributor-retailer.

    Design/methodology/approach This study takes an exploratory case study research approach. The case chosen was a Swedish-based timber manufacturer that vertically integrated a distribution centre in the UK, thereby becoming a direct supplier to DIY retailers and builders’ merchants. Data was primarily collected through face-to-face interviews that used an open-ended format.

    Findings Research findings include that large retail chains’ demands and manufacturer’s reposition strategy, regarding business focus and position in supply chain, are the most important factors driving the manufacturer’s vertical integration of distribution. Vertical integration has transformed the manufacturer into a supplier to large timber product sellers and offered the supplier with greater potential to provide integrated solutions, in turn, become a strategic partner to its customers.

    Originality/value This empirical study examines a building material distribution channel, a subject not often studied in extant literature. The study results add empirical evidence to explanations and impacts of vertical integration, especially the integration of customer interface. This study also provides an empirical inquiry of the transformation from product to offering focusing on the retailing context.

     

  • 47.
    Guan, Wei
    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.
    Selling Value in Distribution Channels: Who Add Value To?2010Conference paper (Other academic)
  • 48.
    Guan, Wei
    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.
    Vertical integration in supply chains: driving forces and consequences for a manufacturers downstream integration2012In: Supply chain management, ISSN 1359-8546, E-ISSN 1758-6852, Vol. 17, no 2, p. 187-201Article in journal (Refereed)
    Abstract [en]

    Purpose - Strategic concentration is a key issue for manufacturing companies when designing a supply chain. As a corporate strategy and a supply chain governance strategy, vertical integration relates to organisational economics and strategic supply chain management. Numerous explanations have been created for vertical integration, and transaction cost economics (TCE) provides a theoretical basis to help understand the process. However, the current popularity of vertical integration seems inspired by something more than altering industry structure and minimising cost which are the traditionally accepted explanations for vertical integration This paper aims to explore the driving forces for vertical integration, particularly downstream integration of distribution, and the consequences of vertical integration in a manufacturer-distributor-reseller chain. less thanbrgreater than less thanbrgreater thanDesign/methodology/approach - This study adopted an exploratory case study approach to examine a Swedish-based timber manufacturer that vertically integrated a distribution centre in the UK, which made it a direct supplier to DIY retailers and builders merchants. Data were collected primarily through open-ended, face-to-face interviews. less thanbrgreater than less thanbrgreater thanFindings - The study found that the most important factors driving the manufacturers vertical integration of distribution were the demands of large retail chains and the manufacturers decisions to focus on developing its positioning strategy in the supply chain. Vertical integration has transformed the manufacturer into a supplier to large timber products resellers, offering the firm a greater potential to provide integrated solutions and, therefore, become a strategic partner to its customers. less thanbrgreater than less thanbrgreater thanOriginality/value - This empirical study examined a building material distribution channel, a subject that has rarely been studied. Study results add empirical evidence to explanations and impacts of vertical integration, especially the integration of customer interface.

  • 49.
    Guan, Wei
    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.
    Brege, Staffan
    Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
    Drivers of customer value in the supplier-reseller relationships: Results from new product launches in the building material distribution channelsManuscript (preprint) (Other academic)
    Abstract [en]

    Purpose: Research in marketing has shown that creating value for customer is critical for success. However, the question that remains involves which actor(s) manufacturers should create value for. Different actors within the distribution channel have different purposes and their perceptions of value may vary, with potentially conflicting agendas. Limitations in the existing literature promote the current study, firstly as there is not much understanding of what equals value for channel partners, and secondly because no one has yet developed an integrated framework describing the benefits and sacrifices that drive value for channel partners. In order to add to knowledge about customer value in business relationships, the objective of this research is to explore constructs that drive value for channel partners with a focus on the phenomenon of the new product launch.

    Design/methodology/approach: This research adopted an exploratory case study approach. Five case companies – three wood product manufacturers and two building material resellers – were studied. Nine interviews ranging from 90 to 150 munities were conducted with managers who performed various functions in the companies.

    Findings: The findings derived from in-depth interviews demonstrate that value for resellers is product-, distribution-, service-, and relationship-related. Brand is identified as a product-related value driver, a fact that has not been emphasised by previous studies. Supplier and reseller have slightly different views on certain value drivers, such as profitability, brand, and cost. Creating value for resellers can be achieved by generating benefits or decreasing the costs incurred in the processes of purchase, warehousing, transportation, selling, and marketing. This study also reveals that value demonstration and communication with channel partners are as important as value creation.

    Originality/value: This study examines an important topic of customer value in the supplier-reseller relationship from both supplier and distribution perspectives. It analyses value drivers with a focus on the phenomenon of the new product launch, which is a strategically critical activity for both supplier and reseller.

  • 50.
    Guan, Wei
    et al.
    Linköping University, Department of Management and Engineering. Linköping University, The Institute of Technology.
    Rehme, Jakob
    Linköping University, Department of Management and Engineering. 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.
    Value Elements Analysis in Distribution Channels: A Case Study of New Timber Product Development for DIY Retailer2010Conference paper (Other academic)
    Abstract [en]

    Research in, such as marketing and product development, have shown that understanding customer needs is critical for success. However, a question remain is that manufacturers should create value for which actor (s). Different actors in distribution channel have varied purposes and their perceptions towards value may vary, with potentially conflicting agendas. Most of existing new product development literature has only focused on needs of end consumers or users. Other actors in a supply chain, such as distributor, have less been discussed. This paper examines various tangible and intangible value elements that emphasized by channel actors, particularly the retailer, with a new product launch context. This study adopted an exploratory case study approach. A value element analysis framework is firstly developed based on existing concepts and theories; it is then applied in and adjusted by a case of new timber product launch, in which the authors have researched at primary and secondary level. The findings derived from in-depth interviews demonstrate that retailer is the most important interface between manufacturers and consumers so their needs should be equally emphasized as consumers’ needs. Arguably, retailers’ needs and end consumers’ needs should be considered in different stages of new product development. In addition, this study finds out that although product, distribution, service and supplier attributes are all relevant to retailers, the importance of them varied in the stage of product design and launch. This study also notes that the identification, determination and communication of value is complex issue that could be influenced by many factors thereby can not be determined by one single rule.

12 1 - 50 of 94
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf