Supply market intelligence - understanding drivers and practices

Harri Lorentz; Riikka Kaipia; Matti Pihlajamaa; Anna Aminoff

Supply market intelligence - understanding drivers and practices

Harri Lorentz, Riikka Kaipia, Matti Pihlajamaa, Anna Aminoff

Department of Industrial Engineering and Management

Research output: Contribution to conference › Paper › Scientific

Abstract

Capability to develop and sustain superior knowledge about key supply market
characteristics, or supply market intelligence (SMI), forms a basis for strategic sourcing. We propose a classification framework for SMI orientations, defined along the dimensions of perpetuation and scope of SMI activities. The insights from a focus group discussion with 35 PSM professionals suggests that the framework appears to be able to cover comprehensively the various orientations; however, companies are limited in terms of the nature of their SMI activities. The extent of coverage appears to be driven by purchasing importance and uncertainty. The results also shed light on the microfoundations of SMI capability.

Original language	English
Publication status	Published - 23 Mar 2016

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abstract = "Capability to develop and sustain superior knowledge about key supply marketcharacteristics, or supply market intelligence (SMI), forms a basis for strategic sourcing. We propose a classification framework for SMI orientations, defined along the dimensions of perpetuation and scope of SMI activities. The insights from a focus group discussion with 35 PSM professionals suggests that the framework appears to be able to cover comprehensively the various orientations; however, companies are limited in terms of the nature of their SMI activities. The extent of coverage appears to be driven by purchasing importance and uncertainty. The results also shed light on the microfoundations of SMI capability.",

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AU - Aminoff, Anna

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N2 - Capability to develop and sustain superior knowledge about key supply marketcharacteristics, or supply market intelligence (SMI), forms a basis for strategic sourcing. We propose a classification framework for SMI orientations, defined along the dimensions of perpetuation and scope of SMI activities. The insights from a focus group discussion with 35 PSM professionals suggests that the framework appears to be able to cover comprehensively the various orientations; however, companies are limited in terms of the nature of their SMI activities. The extent of coverage appears to be driven by purchasing importance and uncertainty. The results also shed light on the microfoundations of SMI capability.

AB - Capability to develop and sustain superior knowledge about key supply marketcharacteristics, or supply market intelligence (SMI), forms a basis for strategic sourcing. We propose a classification framework for SMI orientations, defined along the dimensions of perpetuation and scope of SMI activities. The insights from a focus group discussion with 35 PSM professionals suggests that the framework appears to be able to cover comprehensively the various orientations; however, companies are limited in terms of the nature of their SMI activities. The extent of coverage appears to be driven by purchasing importance and uncertainty. The results also shed light on the microfoundations of SMI capability.

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