Daniel Krause

• Doctor of Philosophy
• Professor at Colorado State University

Purpose-We empirically examine purchasing strategy typologies based on strategic intent (i.e., competitive priorities), and practices used to achieve these priorities. We further investigate the implementation conditions of such strategies based on perceived uncertainty and strategic purchasing. Methodology-We utilize case study data from eleven i...

Increased globalization, varying customer requirements, extended product lines, uncertainty regarding supplier performance, and myriad related factors make supply chains utterly complex. While previous research indicates that supply chain complexity plays an important role in explaining performance outcomes, the accumulating evidence is ambiguous....

The cannabis industry is a new quasi‐legal industry. Growing, selling and using cannabis are still illegal in most countries. However, twenty‐four countries and thirty‐three U.S. states have approved cannabis for medical use, and five countries and eleven U.S. states allow recreational use. This research focuses on value‐added producers (VAPs), com...

Survey research is appropriate and necessary to address certain types of research questions. In this paper, we acknowledge the ongoing debate about survey research and focus specifically on examining the conditions under which a study might validly utilize data provided by a single respondent. To this end, we summarize the main challenges that surv...

This special topic forum (STF) features four articles that focus on sustainability, which is generally defined as the ability to meet the needs of the present without compromising the ability of future generations to meet their own needs (World Commission on Environment and Development – WCED, 1987). Our own research of the 500 most cited studies o...

In this paper we use the lens of social exchange theory to investigate the influence of incentives on supplier performance under various conditions of buyer-supplier dependence. We propose that incentives generally fall into two main categories: competitive, market-based incentives that reward suppliers based on how well they perform relative to ot...

Suppliers play an increasingly central role in helping firms achieve their new product development (NPD) goals. The literature implicitly assumes that suppliers are able to meet or exceed the quality standards and technological expectations of the firm, and yet, in practice, suppliers often lack the technological capabilities needed to undertake co...

Supplier development is a bilateral effort between a firm, in its role as a customer, and its supplier to increase the supplier's performance. Supplier development activities vary broadly ranging from evaluation and feedback to training and education, to direct involvement by a customer firm's representatives in on-site supplier improvements. The e...

This paper introduces the special issue on "Implementing Operations Strategy for Competitive Advantage." We initiated the call for papers for this special issue with this question: "How do we identify, promote, and implement transformational initiatives that put into place operational capabilities that provide new sources of firm-level competitive...

The management of strategic buyer–supplier relationships is a critical concern for sourcing managers. The selection of key suppliers and how relationships with these suppliers are managed and incentivized can dramatically affect the buying company's performance. While the extant literature focusing on industrial buyer–supplier relationships is sign...

Recent events in the economic and natural environments have tested buyer-supplier relationships like never before. Based on dyadic buyer-supplier case data from a variety of industries that were deeply affected by the 2008–2009 recession, this article explores how long-term relationships responded to an economic downturn. Prior to the downturn, the...

Academics have increasingly recognized the benefits derived from social networks embedded within companies’ buyer–supplier relationships. However, prior research has only examined the influence of social capital elements on performance, either individually or in part. We propose an integrative model examining the relationships among relational, str...

In this paper, we investigate how industrial buyers align their relationships with suppliers to the contextual characteristics of the purchase. We propose that patterns of purchasing strategy are evidenced, in part, by the alignment of three fundamental domains: the firm's strategic intent for a given purchase, the environment in which a purchase i...

Over the past ten years, both total quality management and supply base management have become significant strategic tools for firms that are striving to achieve competitive success. This study examines firms' operational quality approaches, supplier evaluation practices, and supply base management activities, and relates these strategic initiatives...

This paper introduces a special topic forum on “Sustainable Supply Chain Management.” Before introducing the papers included in the forum, the authors provide thoughts on the direction and future of sustainability research, particularly in the context of purchasing and supply chain management. The underlying premise that structures our discussion i...

Operations managers rely on the purchasing function to obtain production inputs from suppliers and to ensure supplier performance. The link between supplier development activities performed by buying firms with their suppliers, in terms of operational outcomes and impact on competitive advantage for the buying firm has been well documented. However...

This paper reviews studies of buyer–supplier relationships published in four prominent U.S.-based academic journals between 1986 and 2005. Our review revealed that the focus of academic researchers on types of value being extracted from buyer–supplier relationships changed between 1986 and 2005, as did their interest in the buyer mechanisms impleme...

Many manufacturing firms have increased the amount of component parts and services they outsource, while refocusing on their core capabilities. Outsourcing parts and services to independent, external suppliers means that suppliers' performance is increasingly critical to the long-term success of these buying firms. Buying firms are increasingly usi...

This study investigates the relationships between U.S. buying firms’ supplier development efforts, commitment, social capital accumulation with key suppliers, and buying firm performance. We identify linkages between supply chain management research on supplier development and organization theory research on social capital to consider how buying fi...

A supply base is defined as the portion of a supply network that is actively managed by a buying company. The buying company, referred to as the focal company, manages the suppliers in the supply base through contracts and purchasing of parts, materials, and services. To facilitate better management of a supply base, we observe “complexity” as a ke...

Buyer–supplier relationships are affected by contractual negotiations between the respective parties. This paper examines the variables likely to influence the outcomes of a two-party negotiation in an experiment that reproduces some of the details encountered in real-life negotiations. The study used two-party negotiations to examine the effect of...

Supplier development has become a viable supply chain management practice across industries as firms continue to focus on their core competencies and outsource a significant percentage of the costs of goods sold. Supplier development practices used by buying firms include formal supplier assessment and feedback, supplier incentives, competitive pre...

This article examines the perspectives of minority-owned suppliers regarding their relationship with a large industrial manufacturing firm in the midwest region of the United States. The firm has a well-established minority-owned supplier development program. This study focused on assessing the effectiveness of the company's minority supplier devel...

This manuscript addresses a methodological question that is becoming vital in supply chain management research, as well as other fields where research is crossing traditional functional boundaries. Namely, what constructs or groups of constructs have high levels of inter-rater reliability when addressed by managers in different functions? We addres...

The organizational structure literature has long posited that increases in uncertainty should lead to organic (adaptable) structures [T. Burnes, G.M. Stalker, The Management of Innovation, Tavistock Publications, London, 1961]. Similarly, the operations management literature has focused on the importance of flexibility as a competitive weapon [e.g....

The organizational structure literature posits that increases in uncertainty should lead to organic structures. However, recent attempts to empirically validate a relationship between environmental uncertainty and operational flexibility in manufacturing plants have failed to show a significant relationship. This research attempts to rectify these...

Existing theory posits that functional strategies need to be aligned with the overall business strategy and each other. This empirical study investigates whether firms' purchasing and manufacturing functions have a consensus regarding their competitive priorities and whether such a consensus leads to higher levels of performance. The results of the...

The purpose of this paper is to develop a set of measures of purchasing’s competitive priorities. We maintain that purchasing is a strategic contributor to the firm, and that the selection and retention of external suppliers is a fundamental and strategic purchasing task that manifests the function’s competitive priorities. Researchers and managers...

The purpose of this paper is to develop a set of measures of purchasing’s competitive priorities. We maintain that purchasing is a strategic contributor to the firm, and that the selection and retention of external suppliers is a fundamental and strategic purchasing task that manifests the function’s competitive priorities. Researchers and managers...

This article analyzes survey data to explore how companies with specific supplier development programs overcame common pitfalls in assisting their suppliers improve their performance. The authors provide a process map for deploying supplier-development initiatives. After identifying critical commodities and suppliers, a cross-functional team meets...

This paper addresses the relationship between environmental uncertainty and operational flexibility through research that utilized a mail survey of North American manufacturers, and structured field interviews of users of advanced manufacturing technologies (AMT). Results from these efforts include: (1) no relationship was found between the measure...

This paper addresses the relationship between environmental uncertainty and operational flexibility through research that utilized a mail survey of North American manufacturers, and structured field interviews of users of advanced manufacturing technologies (AMT). Results from these efforts include: (1) no relationship was found between the measure...

This study examined the factors that precede buying firms' time and resource investments in supplier development. Supplier development is any effort by a buying firm with a supplier to improve the supplier's performance and/or capabilities and to meet the buying firm's short and/or long term supply needs. The purposes of the study were to identify...

As firms continue to focus on core competencies and outsource non-core products and services to external suppliers, supply chain management is increasingly viewed as a source of competitive advantage. However, if the supply chain is to be a source of competitive advantage, suppliers' performance must be managed and developed to meet the needs of th...

As firms continue to focus on core competencies and outsource non‐core products and services to external suppliers, supply chain management is increasingly viewed as a source of competitive advantage. However, if the supply chain is to be a source of competitive advantage, suppliers' performance must be managed and developed to meet the needs of th...

This article presents the results of a survey on supplier development. The research indicates that buying firms engage in a variety of supplier development activities. The outcomes and benefits from supplier development, which are determined from a range of measures, e.g., measures of incoming defects, on-time deliveries, and perceptions of the buy...

Supplier development is defined as any effort of a buying firm with its supplier to increase the performance and/or capabilities of the supplier and meet the buying firm's supply needs. From the buying firm's perspective, effective two-way communication, top management involvement, teams, and purchasing a relatively large percentage of the supplier...

Presents results of a survey on supplier development. Surveys were mailed to a random sample of 1,504 NAPM members. The sample was split into two groups depending on how respondents judged the results of their supplier development effort, either exceeding or falling short of expectations. The responses of these two groups to various questionnaire i...

While the concept of partnerships has received much attention in the literature, the focus has primarily been on the manufacturing firm. This paper explores the similarities and differences in partnerships from the perspectives of manufacturing and non-manufacturing firms. Findings indicate that non-manufacturing firms have had longer relationships...