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An investigation of the decision process for selecting an ERP software: the case of ESC

Verville, Jacques; Halingten, Alannah - In: Management Decision 40 (2002) 3, pp. 206-216

Decribes how ESC, a holding company for a gas and electric utility and non‐utility energy business, completed the acquisition of Oracle’s enterprise resource planning (ERP) solution (finance and related applications) at a cost of US$6.5 million in March 1997. From initiation to completion,...

Persistent link: https://www.econbiz.de/10014932257

Purchasing as an organizational design problem: the case of non‐product‐related items and services

de Boer, Luitzen; Holmen, Elsebeth; Pop‐Sitar, Corina - In: Management Decision 41 (2003) 9, pp. 911-922

This paper discusses the problems and challenges that arise if a firm tries to concentrate purchasing activities in a … separate organisational unit. For a variety of reasons, only a – small – part of all purchasing activities in an organisation … is actually carried out by a purchasing department or a specialist. In particular, the purchasing of so‐called non …

Persistent link: https://www.econbiz.de/10014932437

Key Success Factors and Barriers in International Purchasing Partnerships

Ellram, Lisa M. - In: Management Decision 29 (1991) 7

International purchasing partnerships are becoming an increasingly common and attractive way to procure goods and … successful. A review of the relevant literature and case studies of firms actively involved in international purchasing … partnerships is used to highlight and discuss the key factors which contribute to international purchasing partnership success and …

Persistent link: https://www.econbiz.de/10014933465

A Model for Customer‐Supplier Alliances

Burdett, John O. - In: Management Decision 29 (1991) 5

International competition, the rapid pace of technological development, the escalating cost of research and development, truncated shelf life, the ability through information technology to evaluate the cost of poor quality, abbreviated product development cycles, all combine to create an...

Persistent link: https://www.econbiz.de/10014933470

Building a Small Expert System for a Routine Task: A Case Study

Stockdale, Alan; Wood, Michael - In: Management Decision 30 (1992) 3

Expert systems are computer programs which can emulate certain functions of human expertise. They are now used in many areas of business. In the last five years or so a number of software packages have become available, called “shells”, which offer the prospect of users building their own...

Persistent link: https://www.econbiz.de/10014933506

Broadening horizons: the practice of global relationships in procurement

Herbig, Paul; O′Hara, Bradley S. - In: Management Decision 33 (1995) 9, pp. 12-16

function within the firm that is becoming more and more global in orientation is the purchasing department. Many corporations …

Persistent link: https://www.econbiz.de/10014933707

International procurement practices: a matter of relationships

Herbig, Paul; O’Hara, Brad - In: Management Decision 34 (1996) 4, pp. 41-45

function within the firm which is becoming more and more global in orientation is the purchasing department. Many corporations …

Persistent link: https://www.econbiz.de/10014933749

A strategic model for the formulation of an effective make or buy decision

McIvor, R.T.; Humphreys, P.K.; McAleer, W.E. - In: Management Decision 35 (1997) 2, pp. 169-178

Illustrates that the make or buy is a strategic decision and has implications for the overall corporate strategy of the organization by describing a model which involves analysing a number of strategic factors. In recent years, many companies have been moving significantly away from “making”...

Persistent link: https://www.econbiz.de/10014933811

Outsourcing: a primer

Lankford, William M.; Parsa, Faramarz - In: Management Decision 37 (1999) 4, pp. 310-316

Outsourcing is defined as the procurement of products or services from sources that are external to the organization. Firms should consider outsourcing when it is believed that certain support functions can be completed faster, cheaper, or better by an outside organization. Tasks that are not...

Persistent link: https://www.econbiz.de/10014933969

Co‐Makership

Bevan, J. - In: Management Decision 27 (1989) 3

Co‐makership is based on the principle that buyers and suppliers can gain more benefits by cooperating than by pursuing self‐interest at any cost to others. Profitability and market share are objectives that many buyers and suppliers have in common. This article recommends comakership as a...

Persistent link: https://www.econbiz.de/10014934803