The concept of strategic sourcing--making supply decisions with the intent to create distinctive value and
achieve a competitive advantage--is prevalent among firms around the world. The effects of strategic
sourcing; however, can be positive (e.g., performance enhancements, value creation, competitive
advantage) or negative (e.g., exposure to risk/disruptions, loss of firm competence), and it is difficult for
firms to predict which effects will emerge. Although strategic sourcing has become popular in recent years,
academic research has not kept pace. This special topic forum on strategic sourcing and performance
aims to publish a set of exemplary papers that will shed new light on how strategic sourcing may affect
(positively and/or negatively) firm and supply chain performance. We are likewise interested in research
that investigates how performance outcomes re-shape previously made sourcing decisions.
The goal of the special topic forum is to help close the gap between "what we know" and "what we need to
know" about strategic sourcing and to serve as a catalyst for future theoretical and empirical development.
Papers may be either conceptual or empirical in nature, adopt a domestic or international focus, and
Pursue either theory-building or theory-testing. Papers that integrate multiple perspectives and/or multiple
methodologies are especially encouraged. Suggested topics might include, but are not limited to:
· How do sourcing strategies (e.g., sole/dual/cross sourcing, global/domestic sourcing) affect competitive advantage?
· How should strategies be utilized within sourcing contingencies (e.g., small/large number of SKUs,
critical/non-critical products, perishable/non-perishable products, standard/custom products)?
· How should sourcing strategies be utilized within different industry/market conditions and dynamics?
· How can sourcing create a synergistic effect on supply resilience?
· How should various sourcing strategies by utilized in light of potential supply base characteristics (e.g.,few/many suppliers, supplier capabilities, supplier locations)?
· How do the various sourcing strategies affect buyer and supplier performance?
· To what extent is performance enhanced by matching sourcing strategies to other key management
dimensions, such as information systems, transportation, logistics, and inventory management?
· At what point should various sourcing decisions be "rethought" in light of poor performance or changing supply chain environments?
· How can the risks and rewards of various sourcing strategies be managed to enhance long-term
performance?
· How do global sourcing strategies such as sourcing from supplier clusters or low-cost countries affect
performance over time?
· How do sourcing decisions evolve in light of supply chain re-design?
All topically appropriate papers will go through JBL's double blind review process. The submission window is
from November 15 to December 31, 2012. Interested authors can learn more, or submit a paper, by emailing
any of the guest editors at cwc13@psu.edu, ketchda@auburn.edu or tcrook@utk.edu.
T. Russell Crook
Associate Professor of Management
The University of Tennessee
Knoxville, TN 37996
(865) 974-8764
trc@utk.edu
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