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dc.contributor.authorBygballe, Lena E.
dc.contributor.authorBø, Eirill
dc.contributor.authorGrønland, Stein Erik
dc.date.accessioned2012-05-09T12:40:01Z
dc.date.available2012-05-09T12:40:01Z
dc.date.issued2012
dc.identifier.issn1873-2062 (e-utg)
dc.identifier.urihttp://hdl.handle.net/11250/93548
dc.descriptionThis is the authors’ final, accepted and refereed manuscript to the articleno_NO
dc.description.abstractMany trading companies have taken a global approach to their supply markets, sourcing from low-cost foreign countries in order to achieve cost reductions. There remains, however, a lack of evidence that sourcing internationally actually leads to improved economic performance. This can be explained by two key challenges in terms of how to achieve a balance between: (1) purchasing and logistics costs; and (2) total costs and customer service. The purpose of this paper is to examine the organisation and management of international supply from a total cost perspective, taking into account both purchasing and logistics costs, as well as customer service and agility. Previous research into a number of Norwegian companies that have sourced from China has identified four configurations for managing international supply. This paper utilises the supply management literature and an example of a Norwegian retail and wholesale company to analyse and discuss these configurations and their effects on total costs and customer service. The paper’s theoretical contribution is the conceptualisation of a total cost perspective on international supply management and the discussion of such costs in relation to customer service. This contribution may, in turn, aid companies that source from foreign, low-cost countriesno_NO
dc.language.isoengno_NO
dc.publisherElsevierno_NO
dc.subjectinternational supply managementno_NO
dc.subjecttotal costsno_NO
dc.subjectcustomer serviceno_NO
dc.subjectconfigurationsno_NO
dc.titleManaging international supply: the balance between total costs and customer serviceno_NO
dc.typeJournal articleno_NO
dc.typePeer reviewedno_NO
dc.source.pagenumber394-401no_NO
dc.source.volume41no_NO
dc.source.journalIndustrial Marketing Managementno_NO
dc.source.issue3no_NO
dc.identifier.doihttp://dx.doi.org/10.1016/j.indmarman.2011.06.013


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