Our study aims at identifying and quantifying buyer-supplier relationships from the buyer’s perspective. Whereas other relationship development studies are highly conceptual in nature, our study is firmly grounded in empirical research. The designed model is based on the results of interviews with expert practitioners and includes a succession of five stages that occur after initial transaction...

This study examines a retailer’s decision to share market demand information in supply chain wherein supplier sells product with certain level of quality retailer, who then resells it the end consumer. It also considers whether should establish direct selling channel by incurring fixed entry cost compete retail channel. Although conventional wisdom indicates that retailer may voluntarily disclo...

As manufacturing firms increasingly realize that supplier performance is crucial to their establishing and maintaining competitive advantage, supplier development has been a subject of considerable research in supply chain management. We develop and test a path model to explore how supplier development practices affect buyer–supplier performance from the buying firm’s perspective in the context...

As the third party logistics partners (carriers) taking a more and more significant role in supply chain practices and customer service performance improvement, there is an emerging need for the studies on optimal channel coordination policies for business processes involving not only supplier and buyer, but also transportation partners. In this paper, we explicitly add a transportation partner...

We develop an option model to quantify and price a flexible supply contract, by which the buyer (a manufacturer), in addition to a committed order quantity, can purchase option contracts and decide whether or not to exercise them after demand is realized. We consider both call and put options, which generalize several widely practiced contracting schemes such as capacity reservation and buy-bac...

E−markets have been established in many industries as a sourcing option for buyers, yet in many situations they are used to complement long−term supplier−buyer relationships rather than replacing them. In this paper, we analyze the complementary role of e−markets when the buyer uses e−markets as an outside option in bargaining with the traditional supplier. The supplier may choose to make a rel...

We investigate the role of options (contingent claims) in a buyer-supplier system. Specifically using a two-period model with correlated demand, we illustrate how options provide flexibility to a buyer to respond to market changes in the second period. We also study the implications of such arrangements between a buyer and a supplier for coordination of the channel. We show that, in general, ch...

We investigate an electronic marketplace driven by suppliers that survey customer responses, determine market values of products, and sell products. A supplier creates and dispatches a mobile agent to potential buyers. The mobile agent carries with it information about the available stock and the residual price of the product. The objective is to maximize the gross returns to the supplier. The ...

Business groups are important sources of innovation in emerging economies, but there is substantial heterogeneity in the extent of innovative activity by groups, both across groups and over time. Variation in the density of intra-group buyer-supplier ties that are common linkages among group affiliates may help explain the heterogeneity. Buyer-supplier ties create benefits for group innovativen...

E-commerce demands that IT managers pay just as close attention to business issues as to technical ones. What are the company’s goals for the B2B E-commerce marketplace? What are the volume and size of the buyer–supplier transactions? How unique and complex are the buyer–supplier interaction processes in the firm? These are some of the key business questions IT managers must be able to answer. ...