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Collaborative buyer supplier relations: implications for organization change management
Author(s) -
McIvor Ronan,
McHugh Marie
Publication year - 2000
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/1099-1697(200006/07)9:4<221::aid-jsc472>3.0.co;2-b
Subject(s) - general partnership , outsourcing , business , organizational change , managing change , core competency , knowledge management , organizational culture , change management (itsm) , process management , marketing , management , public relations , lean manufacturing , economics , computer science , political science , finance
The objective of this paper is to highlight the challenges experienced by companies that are attempting to develop collaborative relationships with their suppliers. It is argued that this development constitutes major change for organizations, necessitating a holistic and integrated approach to the required modification of organizational culture, structure and behaviour. A case study is presented which outlines how a company pursued a core competency strategy which led to extensive outsourcing and the adoption of more collaborative relations with suppliers. The pursuit of this strategy has acted as a stimulus for change within the organization. To date it would appear that the change that has taken place has been at a rather superficial level, with individuals responding to demands being placed upon them as and when requested. It is argued that for organizations to derive the benefits associated with partnership, it is essential that a holistic and integrated approach be adopted towards the planning and implementation of organizational change in relation to establishing collaborative buyer supplier relations. Copyright © 2000 John Wiley & Sons, Ltd.