Adversarial Purchasing - Revision history

User at 15:36, 20 July 2023

2023-07-20T15:36:52Z

User at 11:25, 16 July 2023

2023-07-16T11:25:30Z

User at 19:45, 15 February 2022

2022-02-15T19:45:28Z

User at 19:44, 15 February 2022

2022-02-15T19:44:08Z

User at 18:53, 15 February 2022

2022-02-15T18:53:05Z

User at 18:30, 1 March 2021

2021-03-01T18:30:01Z

User: Created page with "'''Content Coming Soon'''"

2018-11-28T16:04:22Z

Created page with "'''Content Coming Soon'''"

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'''Content Coming Soon'''

← Older revision		Revision as of 15:36, 20 July 2023
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−	'''Adversarial Purchasing''' is traditional purchasing philosophy where an organization utilizes several vendors for each product. It is a strategic management tool to increase competition in order to lower prices while increasing the level of service and attention paid to the organization by its suppliers.	+	'''Adversarial Purchasing''' is traditional [[purchasing]] philosophy where an organization utilizes several vendors for each product. It is a strategic management tool to increase competition in order to lower prices while increasing the level of service and attention paid to the organization by its suppliers.

	Adversarial Purchasing is usually considered to be inferior to some form of partnership sourcing. In the procurement literature partnership sourcing is said to have the following advantages over competitive supply(Lamming and Cox, 1995):		Adversarial Purchasing is usually considered to be inferior to some form of partnership sourcing. In the procurement literature partnership sourcing is said to have the following advantages over competitive supply(Lamming and Cox, 1995):

← Older revision		Revision as of 11:25, 16 July 2023
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	*Adversarial attitudes ('win-lose' outcomes)		*Adversarial attitudes ('win-lose' outcomes)
	Partnership sourcing and adversarial are often discussed in terms of discrete categories so that the advantages and disadvantages of each method are clearly delineated. However, even casual observation of actual supply relationships reveals that there are different forms of partnership sourcing (e.g. from strong to weak forms) and different forms of competition (e.g. very short-term contracting to longer-term competitive contracting)		Partnership sourcing and adversarial are often discussed in terms of discrete categories so that the advantages and disadvantages of each method are clearly delineated. However, even casual observation of actual supply relationships reveals that there are different forms of partnership sourcing (e.g. from strong to weak forms) and different forms of competition (e.g. very short-term contracting to longer-term competitive contracting)
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		+	== See Also ==
		+	*[[Supply Chain]]
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		+	== References ==
		+	<references />

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 Adversarial Purchasing is usually considered to be inferior to some form of partnership sourcing. In the procurement literature partnership sourcing is said to have the following advantages over competitive supply(Lamming and Cox, 1995):
-• Avoiding unnecessary costs of excessive tendering and frequent competitions
+*Avoiding unnecessary costs of excessive tendering and frequent competitions
-• Fewer, dedicated suppliers
+*Fewer, dedicated suppliers
-• Long-term contracts
+*Long-term contracts
-• Coordinated strategies between buyers and suppliers.
+*Coordinated strategies between buyers and suppliers.
-• A sharing of risks and rewards
+*A sharing of risks and rewards
-• Trust relationships
+*Trust relationships
-• Single sourcing
+*Single sourcing
-• Resulting mutual benefit ('win-win' outcomes).
+*Resulting mutual benefit ('win-win' outcomes).
 In comparison, adversarial or competitive sourcing is held to have the following disadvantages
-• Arm's length relationships• Frequent tendering which is risky and costly
+*Arm's length relationships• Frequent tendering which is risky and costly
-• Reliance on price• Spot contracts or complex contingent claim contracting
+*Reliance on price• Spot contracts or complex contingent claim contracting
-• Multi-sourcing
+*Multi-sourcing
-• Lack of trust
+*Lack of trust
-• Reluctance to share information
+*Reluctance to share information
-• Adversarial attitudes ('win-lose' outcomes)
+*Adversarial attitudes ('win-lose' outcomes)
 Partnership sourcing and adversarial are often discussed in terms of discrete categories so that the advantages and disadvantages of each method are clearly delineated. However, even casual observation of actual supply relationships reveals that there are different forms of partnership sourcing (e.g. from strong to weak forms) and different forms of competition (e.g. very short-term contracting to longer-term competitive contracting)

← Older revision		Revision as of 19:44, 15 February 2022
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	'''Adversarial Purchasing''' is traditional purchasing philosophy where an organization utilizes several vendors for each product. It is a strategic management tool to increase competition in order to lower prices while increasing the level of service and attention paid to the organization by its suppliers.		'''Adversarial Purchasing''' is traditional purchasing philosophy where an organization utilizes several vendors for each product. It is a strategic management tool to increase competition in order to lower prices while increasing the level of service and attention paid to the organization by its suppliers.
		+
		+	Adversarial Purchasing is usually considered to be inferior to some form of partnership sourcing. In the procurement literature partnership sourcing is said to have the following advantages over competitive supply(Lamming and Cox, 1995):
		+	• Avoiding unnecessary costs of excessive tendering and frequent competitions
		+	• Fewer, dedicated suppliers
		+	• Long-term contracts
		+	• Coordinated strategies between buyers and suppliers.
		+	• A sharing of risks and rewards
		+	• Trust relationships
		+	• Single sourcing
		+	• Resulting mutual benefit ('win-win' outcomes).
		+	In comparison, adversarial or competitive sourcing is held to have the following disadvantages
		+	• Arm's length relationships• Frequent tendering which is risky and costly
		+	• Reliance on price• Spot contracts or complex contingent claim contracting
		+	• Multi-sourcing
		+	• Lack of trust
		+	• Reluctance to share information
		+	• Adversarial attitudes ('win-lose' outcomes)
		+	Partnership sourcing and adversarial are often discussed in terms of discrete categories so that the advantages and disadvantages of each method are clearly delineated. However, even casual observation of actual supply relationships reveals that there are different forms of partnership sourcing (e.g. from strong to weak forms) and different forms of competition (e.g. very short-term contracting to longer-term competitive contracting)

← Older revision		Revision as of 18:53, 15 February 2022
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−	'''~~Content Coming Soon~~'''	+	'''Adversarial Purchasing''' is traditional purchasing philosophy where an organization utilizes several vendors for each product. It is a strategic management tool to increase competition in order to lower prices while increasing the level of service and attention paid to the organization by its suppliers.
−
−
−
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−	~~== See Also ==~~
−	*[[IT Strategy (Information Technology Strategy)]]
−	*[[IT Governance]]
−	*[[E-Business]]
−	*[[Enterprise Architecture]]
−	*[[IT Sourcing (Information Technology Sourcing)]]
−	*[[IT Operations (Information Technology Operations)]]
−	*[[Chief Information Officer (CIO)]]

← Older revision		Revision as of 18:30, 1 March 2021
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	'''Content Coming Soon'''		'''Content Coming Soon'''
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		+
		+
		+
		+	== See Also ==
		+	*[[IT Strategy (Information Technology Strategy)]]
		+	*[[IT Governance]]
		+	*[[E-Business]]
		+	*[[Enterprise Architecture]]
		+	*[[IT Sourcing (Information Technology Sourcing)]]
		+	*[[IT Operations (Information Technology Operations)]]
		+	*[[Chief Information Officer (CIO)]]