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The purpose of this paper is to analyze the importance of purchasing strategies contribution on manufacturing performance, realizing purchasing function as a key component in organizations.

A total of 750 questionnaires were distributed via e‐mail and resulted in 158 questionnaires or 21 percent being returned with complete information and used for statistical analysis, to study the significant level of the constructed model among manufacturing firms located in major industrial states in Malaysia.

The results obtained reveal that purchasing strategies create significant positive impact on manufacturing performance which comprises the competitive priorities of the firms in terms of quality, cost, cycle time, new product introduction time line, delivery speed and dependability and finally, customization responsiveness performance.

Manufacturing firms should focus on purchasing strategies, effective negotiation, supplier collaborative relationship and interaction; effective cost management and supply base management as navigators for their excellence performance in the current volatile market conditions.

The paper shows that purchasing strategies are vital for manufacturing firms in order to remain competitive and relevant in the challenging and competitive business environment.

This case was developed solely for the purpose of classroom discussion. Some details of the case, including names of the companies, have been disguised. This case is not intended to serve as endorsements, sources of academic or business data, or illustrations of effective or ineffective management of the personnel or company.

Only when the custodial staff showed up at his office door did Vinod Mehra realize that it was already 3 am. Vinod is the VP of Supply Chain for Dockomo Heavy Machinery Equipment Limited. He had spent the entire night analyzing the data from the spare parts division in Pune, India. It was April 15 and he had just two weeks to go before the annual review of the company.

The spare parts division's growth at Dockomo has slowed down to about 10 percent annually when compared to the growth rate of 20 percent an nually over the previous years. Their cancelled orders stood at a staggering 8 percent due to parts unavailability, but at the same time the inventory in the system was $6 million higher than the previous year. Vinod was unsure of the response he would receive from the board of directors, since the inventory level increased along with the number of cancelled orders.

At the meeting, the board was considerate, but Vinod was asked to conduct an analysis of the shortcomings and prepare a report on the leading causes for the unavailability of parts to the customers. He was also asked to prepare a report on the approach to be followed to fix these problems by the next quarterly meeting. Vinod was already aware of many issues which existed in the supply chain, but he had to go through a complete analysis to gain a clearer understanding of the shortcomings in their distribution processes.

The ASEAN Economic Community (AEC) initiative poses both significant opportunities and difficult challenges to the Malaysian SME communities. This study aims to investigate the preparedness of the local SMEs to compete and exploit opportunities in a post-AEC era. The aim is to contribute to existing literature and knowledge base on SMEs’ practices in the ASEAN region. The manufacturing sector has been selected for study, and the research efforts focus on procurement competencies. SME procurement practices in the two largest manufacturing sub-sectors in Malaysia – resource-based (RB) and electrical and electronics (E&E) – are explored.

Preparedness for AEC is gauged from four key performance areas summarized from literature review. Six key research activities are also identified for each performance area from the findings of previous works. Data were collected using a survey instrument and face-to-face interviews. Research methodology is primarily qualitative with quantitative data for robustness check.

The findings reveal peculiar procurement practices in Malaysian SME manufacturers that have significant implications on their preparedness to compete effectively post-AEC. The findings also highlighted the key influences that have contributed to variations in Malaysian SMEs’ attitude toward trade liberalization challenges and business process improvements in comparison with practices in foreign firms and more advanced economies.

Theoretical models have been adopted across business settings and environments by managers. This study reveals managerial practices in Malaysian SME manufacturers run counter to developed theories. The peculiarities and business attitudes of this resilient economic sector can be an important input to managerial decision-making when analyzing business activities in the region.

Previous research has reported that the adoption of a strategic purchasing orientation (SPO) requires closer relationships with key suppliers and greater long‐term planning in supply management. This paper aims to develop a generic framework for the evaluation of key supply relationships incorporating seven key categories and to empirically test these assumptions by comparing firms reporting high levels of strategic purchasing to those with low levels.

The data collection employed a mail survey sent to the senior manager responsible for purchasing in their organisation (n = 50).

The article finds that high SPO firms more closely scrutinise their supply relationships across a broad range of attributes, and, as well as perennially important issues such as quality and delivery, they emphasise “fit” between buyer and supplier (e.g. fit with the competitive strategy and organisational culture of the buying firm) as an important criterion in identifying failing relationships.

The positioning of the current study as one of the first to address the evaluation of suppliers under strategic purchasing adoption calls for further replication.

The results of this study afford suppliers an understanding of the criteria by which firms adopting strategic purchasing evaluate troubled or weak relationships. This would seem particularly timely given the shift towards strategic purchasing by many organisations.

This study presents one of the first attempts to assess “ineffective” supplier performance and to incorporate metrics on strategic supplier selection.

Ideal estimates of the intergenerational elasticity (IGE) in income require a large panel of income data covering the entire working lifetimes for two generations. Previous studies have demonstrated that using short panels and covering only certain portions of the life cycle can lead to considerable bias. I address these biases by using the PSID and constructing long time averages centered at age 40 in both generations. I find that the IGE in family income in the United States is likely greater than 0.6 suggesting a relatively low rate of intergenerational mobility in the United States. I find similar sized estimates for the IGE in labor income. These estimates support the prior findings of Mazumder (2005a, b) and are also similar to comparable estimates reported by Mitnik et al. (2015). In contrast, a recent influential study by Chetty, Hendren, Kline, Saez (2014) using tax data that begins in 1996 estimates the IGE in family income for the United States to be just 0.344 implying a much higher rate of intergenerational mobility. I demonstrate that despite the seeming advantages of extremely large samples of administrative tax data, the age structure, and limited panel dimension of the data used by Chetty et al. leads to considerable downward bias in estimating the IGE. I further demonstrate that the sensitivity checks in Chetty et al. regarding the age at which children’s income is measured, and the length of the time average of parent income used to estimate the IGE suffer from biases due to these data limitations. There are also concerns that tax data, unlike survey data, may not adequately reflect all sources of family income. Estimates of the rank–rank slope, Chetty et al.’s preferred estimator, are more robust to the limitations of the tax data but are also downward biased and modestly overstate mobility. However, Chetty et al.’s main findings of sizable geographic differences within the US in rank mobility are unlikely to be affected by these biases. I conclude that researchers should continue to use both the IGE and rank-based measures depending on their preferred concept of mobility. It is also important for researchers to have adequate coverage of key portions of the life cycle and to consider the possible drawbacks of using administrative data.

The purpose of this study was to explore 232 service providers’ and policymakers’ experiences of supporting children’s well-being during the pandemic, across sectors, in 22 countries – including Kenya, the Philippines, South Africa, India, Scotland, Sweden, Canada and the USA, in the last quarter of 2020.

A smartphone survey delivered via a custom-built app containing mostly open-ended questions was used. Respondents were recruited via professional networks, newsletters and social media. Qualitative content analysis was used.

The findings reveal numerous system-level challenges to supporting children’s well-being, particularly virus containment measures, resource deficiencies and inadequate governance and stakeholder coordination. Those challenges compounded preexisting inequalities and poorly affected the quality, effectiveness and reach of services. As a result, children’s rights to an adequate standard of living; protection from violence; education; play; and right to be heard were impinged upon. Concurrently, the findings illustrate a range of adaptive and innovative practices in humanitarian and subsistence support; child protection; capacity-building; advocacy; digitalisation; and psychosocial and educational support. Respondents identified several priority areas – increasing service capacity and equity; expanding technology use; mobilising cross-sectoral partnerships; involving children in decision-making; and ensuring more effective child protection mechanisms.

This study seeks to inform resilience-enabling policies and practices that foster equity, child and community empowerment and organisational resilience and innovation, particularly in anticipation of future crises.

Using a novel approach to gather in-the-moment insights remotely, this study offers a unique international and multi-sectoral perspective, particularly from low- and middle-income countries.

The purpose of this study is to report and contrast manufacturer–supplier relationships, supplier selection and procurement performance of two manufacturing sectors in Kuwait. The effect of supplier relationship and selection on the performance of the procurement function was also investigated.

Surveys of supplier selection, supplier relationship and procurement performance are taken from 62 plants operating in 2 competitive manufacturing sectors in Kuwait (foods industry and refractors industry). The study utilizes multivariate and multi-regression analyses in understanding the effect of supplier relationship and selection on the performance of the procurement function.

Findings indicate a significant effect of supplier relationship and supplier selection on a plant’s procurement performance. However, variance in plant size and/or industrial sector was found to not affect this relationship.

Despite the significance of the Gulf states and the growing importance of the manufacturing sector in these countries, relatively little is known about how buyers and suppliers within this sector interact. This study is the first to document supplier relationships and selection processes in this area of the world. The study also provides a reliable and valid scale for measuring the performance of the procurement function in the Kuwaiti manufacturing sector. Furthermore, the postulated impact of supplier–buyer relationships on the performance of the procurement functions was investigated in a newly emerging economy in the Gulf.

Despite numerous examples of benefits when adapting supplier relationship management in the manufacturing industry, the construction industry still lags behind in such areas as long‐term relationships with suppliers and continuous cost‐reductions. This may be because the characteristics of the construction industry differ from those of the manufacturing industry due to their project‐based structure, its inherent tendency for sub‐optimization and the vast number and variety of suppliers. The purpose of this study is to identify criteria for achieving efficient contractor‐supplier relations in the construction industry and for large contractors.

The paper draws on the literature on efficiency and differentiation of efficient buyer‐supplier relationships as well as a two‐year case study based on participatory observations and interviews with strategic purchasers at a large Swedish contractor.

As it is not always possible to increase efficiency in the interface‐related value‐creating processes by only aiming the development and improvement efforts directly at these processes, relationship enablers such as total cost focus, aligned core values as well as willingness and capability for collaboration and development must first be in place. In order to achieve this, the contractor has to adopt a long‐term orientation towards the relationship with the suppliers, which is a decision for the management to make.

Drawing from the findings, this paper elucidates the connection between increased efficiency and input variables in the contractor‐supplier relationship, which might be difficult for contractors to see. Furthermore, contractors need to take responsibility over their own processes in order to be an attractive customer to the supplier.

Even though research within construction has focused on relations between different actors, mostly client and contractor, this paper widens the perspective and takes a grasp of the relationship between contractor and supplier.

This chapter discusses key training challenges that organizations need to confront with the objective of building a robust human resource management system. Given the dynamics of the current business environment, training and development has become an indispensable function in global organizations. Building an effective human capital that contributes to continual organizational growth has become the established norm to survive in a competitive business landscape. However, the training and development function is often rendered ineffective, on account of various bottlenecks existing in the organization. Addressing these bottlenecks is quintessential in ensuring the creation of a performance-driven human capital. The goal of this chapter is to draw attention to the training impediments that hinder organizational growth and to diagnose the underlying causes for the same. This chapter concludes with recommendations that organizational decision-makers can leverage in their quest to strengthen the human capital, by utilizing their training and development infrastructure optimally.

The garbage can model showed that what appears to be irrational and unpredictable choices can be explained by processes that regulate attention allocation and the availability of choice alternatives. Because attention to alternatives fluctuates, the model generates context-dependent choices: evaluations of alternatives depend on the mix of other alternatives considered. I re-examine the mechanisms by which fluctuating attention can cause context-dependent choices. Using insights from behavioral decision theory I demonstrate how adding fluctuating attention to a well-known model of organizational decision making generates context-dependent choices of a kind that could not be explained by a maximizing process.