Toward a measure of competitive priorities for purchasing

By Daniel R. Krause, Mark Pagell, Sime Curkovic. 2001

380 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cb473f9d320bbf152109657f2da4eefa6b6ee2e8

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In Management Information Systems

In Strategy and Management

Citations in the corpus

The relationships between supplier development, commitment, social capital accumulation and performance improvement (2007, background): “The notion of competitive priorities in operations, purchasing and supply chain management provides four primary factors: cost, quality, delivery and flexibility, with some researchers adding innovation as a fifth factor (Krause et al., 2001; Ward et al., 1990, 1998).”
SUPPLIER INNOVATIVENESS AND SUPPLIER PRICING: THE ROLE OF PREFERRED CUSTOMER STATUS (2010, background): “This finding supports the large body of literature that assumes that suppliers’ innovative capabilities positively contribute to their innovativeness — more generally for the supplier itself as well as in particular buyer-supplier relationships (e.g., Cabral and Traill, 1999; Krause et al., 2001; Ra”
On the effects of supply strategy on business performance: do the relationships among generic competitive objectives matter? (2010, background): “With the exception of Krause et al. (2001), the first level, and especially the outline of competitive objectives provided by Hayes and Wheelwright (1984), has not been effectively developed for the purchasing function.”
Strategic purchasing participation, supplier selection, supplier evaluation and purchasing performance (2015, background): “…suppliers, ability to respond quickly to design changes, the ability to respond quickly to changes in production volumes or schedules, and access to new technologies, and involvement in new product development (Chao, Scheuing, and Ruch 1993; Krause, Pagell, and Curkovic 2001; Leenders et al. 2002).”
Applying fuzzy linguistic quantifier to select supply chain partners at different phases of product life cycle (2006, positive): “Krause et al. (2001) devised a purchasing strategy based on competitiveness in cost, quality, delivery, flexibility and innovation.”
Understanding supply chain management: critical research and a theoretical framework (2004, background): “A number of studies have addressed the imperative role of strategic purchasing in SCM (e.g. Carter and Narasimhan 1996, Pearson et al. 1996, Carr and Smeltzer 1997, 1999, Krause et al. 2001, Carr and Pearson 1999, 2002).”
Towards a “theoretical toolbox” for strategic sourcing (2009, background): “As strategic sourcing continues to increase in importance (Krause et al., 2001), it is necessary for researchers to continue to enhance the extant body of knowledge to offer theoretical and pragmatic insights.”