Prof. Dr. Christopher Jahns

Marco Linz erläutert zentrale wettbewerbliche Herausforderungen für die Unternehmen der klassischen Luftfracht Supply Chain. Anhand von Experteninterviews und Strukturgleichungsmodellen untersucht er zudem die wettbewerblichen Potenziale einer verstärkten Supply Chain Collaboration und leitet konkrete Handlungsempfehlungen ab.

Gerhard Trautmann explains the relationship between global sourcing strategy and organization design.

Although services make up an increasingly larger share of global economies, how to source services is still a rather scarcely investigated field. The p- chasing of services from an international supplier landscape has increased dramatically in the last years, but this practical relevance has not yet echoed in academic research fully. The academic, professional and also political discussions around terms and phenomena such as “offshoring” are still ch- acterized by a lack of clarity and delimitation of (seemingly) competing terms. Another issue worth highlighting in this field is that despite the g- graphical dimension of this topic, how to best source certain complex service categories, such as for example marketing services, is still particularly under researched. Therefore, the dissertation of Ms Bals was on the one hand particularly concerned with bringing clarity into these terminological issues in the field of international sourcing of services. On the other hand, it focused to further develop the field of complex categories by highlighting specific aspects of sourcing marketing services. These goals have been accomplished exc- lently. Prof. Dr. Christopher Jahns Acknowledgements First and foremost I would like to take the opportunity to state my thanks to the people, who have significantly supported and enabled this thesis.

Marco Moder entwickelt ein Modell eines Supply Frühwarnsystems und zeigt, bezogen auf die Einkaufsdimensionen Kosten, Qualität, Zeit, Flexibilität sowie den Einfluss von Umweltfaktoren, welche Risiken für Einkauf und Supply Management relevant sind und welche Risiken in Wissenschaft und Praxis vernachlässigt werden können.

Supply management has received increased attention both in research and practice only recently. For decades, purchasing management was considered one of the least complex business functions. However, in a world of decreasing in-house value add in nearly all industries, it has become strategically critical for most companies to pay closer attention to purchasing spend. Many companies found that there is a lot more to have from suppliers than "the right goods at the right place at the right time". Several researchers investigating the transition from traditional purchasing to strategic supply management found a discrepancy between the general discussion of strategic supply management and reality in most companies. Given the well-known examples of high-performing purchasing organizations and the myriade of books both by researchers and practitioners on what good practices in supply management look like, this is an interesting observation. This dissertation investigates reasons for this discrepancy to help companies overcome the barriers of purchasing evolution. Michael Stolle combines organizational theories on organizational learning, resource-based view, and principal-agent conflicts to explain the challenges such a profound change of mindsets and culture presents. He develops a theoretical framework of purchasing evolution that shows the complex interactions of different driving factors that have to go together to make a successful transition possible. Finally, an interview-based empirical study is used to verify this framework empirically.

Roger Moser analyses the relationships between business priorities and PSM strategy and shows in detail how business strategies influence PSM. He develops a PSM strategy concept which enables supply managers to break down strategic priorities from a business strategy level to a PSM level and to define appropriate actions when dealing with suppliers, supply markets and internal customers.

Low-cost country sourcing has for long been one of the hottest buzz words in the purchasing and supply management community, especially among practitioners. The lack of coverage in the academic field can potentially be explained by the complexity and the breadth of the topic. Although companies in most industries have sourced on a global level for decades or even centuries in order to reduce cost, the subject have received increasing attention over the last few years in a sense that the concept has become more and more institutionalized as part of the overall sourcing strategy. The developments are welcome – especially since the field of purchasing and supply management traditionally has been lagging behind other, more “acknowledged” disciplines such as finance, accounting, and marketing, among others. This lag is glaring if one considers the absence of faculties involved in the discipline among many universities. Therefore, the initiative of Supply Management Institute to build a worldwide research and training network has proven to be highly attractive for both scholars and practitioners. Furthermore, the discipline has also become increasingly complex due to globalization effects, where business networks become increasingly intertwined and the flow of goods, services, money and human capital grow exponentially over time. To handle the situation, companies are in desperate need for knowledge and information that can help them to crafting effective strategies that can secure supply, reduce risk and ultimately translate into competitive advantage.

1 Einfuhrung 1.1 Problemstellung und Zielsetzung Die Situation der Beschaffung in der offentlichen Verwaltung Deutschlands ist derzeit stark durch die folgenden Umstande gepragt: Da die verfugbaren Finanzmittel beispielsweise durch rezessive Tendenzen, hohe Arbeitslosigkeit, Schuldendienst und Pensionslasten des offentlichen Dienstes knapper werden und die Ausweitung der offentlichen Aufgaben in quantitativer und qualitativer Hinsicht sowie Verwaltun- ineffizienz den Finanzbedarf anwachsen lassen, steigt die Differenz zwischen Fina- bedarf und verfugbaren Finanzmitteln (LUHMANN 2004, S. 143, MEYER 2004, S. 114ff., VOGELSANG/LUBKING/ULBRICH 2005, S. 265ff.). Die finanzielle Lage des offentlichen Sektors ist daher angespannt. Durch die Konzentration auf Kernkompetenzen und das damit einhergehende Outsourcing und Contracting-out wird die Beschaffungstiefe der offentlichen Verw- tung noch weiter ansteigen (HAASE 1997, S. 22, SCHENK 2001, S. 24). Dadurch wird die Bedeutung der offentlichen Beschaffung weiter zunehmen. Des Weiteren haben sich die Einstellungen der Burger bezogen auf den Staat gewandelt. Steuerzahler sehen sich immer mehr als Kunden des Staates. Die offentliche Verwaltung, die schon seit langer Zeit Burgern, Politikern und der Wirtschaft als unwirtschaftlich, ineffizient und burokratisch erscheint, wird zunehmend an privatwi- schaftlichen Wirtschaftlichkeitsmassstaben gemessen (BRANDSTATT 2000, S. 43, SCHEDLER/PROELLER 2000, S. 28f.). Daraus resultieren ein erhohter Legiti- tionsdruck und die Forderung nach mehr Wirtschaftlichkeit (RAFFEE/FRITZ/WIED- MANN 1994, S. 100, RICHTER 2000, S. 1). Gepragt ist die offentliche Beschaffung zudem dadurch, dass der Person- bestand zur Durchfuhrung der offentlichen Beschaffung in quantitativer und qualita- ver Weise oft nicht mit dem in privatwirtschaftlichen Unternehmen vergleichbar ist."