A1 Refereed original research article in a scientific journal
The conceptual locus and functionality of key supplier management – A multi-dyadic qualitative study
Subtitle: A multi-dyadic qualitative study
Authors: Hannu Makkonen, Rami Olkkonen
Publisher: Elsevier
Publication year: 2013
Journal: Industrial Marketing Management
Journal acronym: IMM
Volume: 42
Issue: 2
First page : 189
Last page: 201
eISSN: 1873-2062
Abstract
In response to a growing interest in key supplier management (KSM) among business practitioners and academics, this study aims to identify the conceptual locus and the functionality of KSM with reference to the components of a business relationship. A multi-dyadic case study was carried out focusing on KSM in relationships between a multinational electricity-distribution company and its nine key suppliers. The KSM system turned out to be a component of the technical setting of the relationship structuring the interaction, but also more widely guided the joint developmental means for improving value creation. It acts as a channel through which the buyer's and the supplier's goals are implemented in building an infrastructure for effective performance within and outside the key supplier relationship. Further qualitative research would enhance understanding of KSM in its organizational and inter-organizational contexts in terms of defining constructs and their interrelations to be tested in quantitative research.
In response to a growing interest in key supplier management (KSM) among business practitioners and academics, this study aims to identify the conceptual locus and the functionality of KSM with reference to the components of a business relationship. A multi-dyadic case study was carried out focusing on KSM in relationships between a multinational electricity-distribution company and its nine key suppliers. The KSM system turned out to be a component of the technical setting of the relationship structuring the interaction, but also more widely guided the joint developmental means for improving value creation. It acts as a channel through which the buyer's and the supplier's goals are implemented in building an infrastructure for effective performance within and outside the key supplier relationship. Further qualitative research would enhance understanding of KSM in its organizational and inter-organizational contexts in terms of defining constructs and their interrelations to be tested in quantitative research.
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