Supply Chain Management: Volume 9 Issue 5

The art of the possible: relationship management in power regimes and supply chains

Andrew Cox

This paper outlines the general theoretical approach adopted in the power regime perspective on sourcing and relationship management. The paper focuses on the art of the possible…

Managing appropriately in power regimes: relationship and performance management in 12 supply chain cases

Andrew Cox, Glyn Watson, Chris Lonsdale, Joe Sanderson

This paper reports the findings of a two‐year EPSRC funded research project into relationship and performance strategies in power regimes. The findings from 12 very different…

Managing appropriately in construction power regimes: understanding the impact of regularity in the project environment

Paul Ireland

This paper investigates the impact of lean and partnering approaches to supply management in the construction industry. The paper outlines how the project environment that is…

Player power: capturing value in the English football supply network

Chris Lonsdale

This paper explores the relationship power, appropriateness in relationship management and the commercial outcomes in buyer and suppler exchange by analyzing the recent history of…

Opportunity and constraint in business‐to‐business relationships: insights from strategic choice and zones of manoeuvre

Joe Sanderson

This paper has two main objectives. The first is to discuss a case study analysis of a supply network in the UK naval shipbuilding sector. The case study is designed to provide an…

Uncertainty and contractual hazard in the film industry: managing adversarial collaboration with dominant suppliers

Glyn Watson

This paper focuses on the problems that arise when there is a power asymmetry between buyers and suppliers that is further complicated by risk and uncertainty. The case study…

Business relationship alignment: on the commensurability of value capture and mutuality in buyer and supplier exchange

Andrew Cox

This paper argues that supply chain management sourcing strategies are unlikely to be implemented successfully by many organisations because of a lack of internal buy‐in and…