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Why relationships do not fit into purchasing portfolio models—a comparison between the portfolio and industrial network approaches

16 references·16 citing·35 second hopsampled

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References

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1982International Marketing and Purchasing of Industrial Goods: An Interaction Approach1,943 cited
1994Collaborative advantage: The art of alliances1,555 cited
1992Industrial networks: A new view of reality1,497 cited
2017Managing Business Relationships1,307 cited
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1984International marketing and purchasing of industrial goods800 cited
1999Portfolios of Buyer-Supplier Relationships758 cited
1997A portfolio approach to supplier relationships642 cited
2010Supply Network Strategies562 cited
1996Squaring lean supply with supply chain management481 cited
2000Making the Most of Supplier Relationships477 cited

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Cited by

2009THINKING DIFFERENTLY ABOUT PURCHASING PORTFOLIOS: AN ASSESSMENT OF SUSTAINABLE SOURCING410 cited
2010A portfolio‐based analysis for green supplier management using the analytical network process193 cited
2005Risk-based classification of supplier relationships168 cited
2006Buyer-Supplier Relationships in Small Firms160 cited
2017A multiple buyer – supplier relationship in the context of SMEs’ digital supply chain management159 cited
2012Sustainable procurement: Building legitimacy in the supply network154 cited
2006Managing the global supply base through purchasing portfolio management138 cited
2015Purchasing strategy development: A multi-level review119 cited
2013The lean and agile purchasing portfolio model109 cited
2009A portfolio model for component purchasing strategy and the case study of two South Korean elevator manufacturers109 cited
2011“Vertical coopetition”: The key account perspective106 cited
2011Positioning of commodities using the Kraljic Portfolio Matrix96 cited
2009Evaluating the bases of supplier segmentation: A review and taxonomy95 cited
2013Integrating skills profiling and purchasing portfolio management: An opportunity for building purchasing capability92 cited
2017The impact of purchasing strategy-structure (mis)fit on purchasing cost and innovation performance90 cited
2017A model based on 2-tuple fuzzy linguistic representation and Analytic Hierarchy Process for supplier segmentation using qualitative and quantitative criteria89 cited