Internal integration is often mentioned as a prerequisite for conducting strategic sourcing, as multiple functional departments must collaborate on creating value-creating activities amongst them. Though it is one of many possibilities, the use of cross-functional teams is often the most commonly proposed solution to ensure internal integration. This paper presents an exploratory case study evaluating the use of internal integration mechanisms in a cross-functional sourcing process. Two commodity categories are examined. One is organised in a cross-functional team, while the other is not. Findings indicate that informal integration mechanisms not promoted by management or the organizational structure may contribute to the overall level of integration.
|Status||Udgivet - 2015|
|Begivenhed||Annual IMP Conference 2015: Organizing Sustainable BtoB Relationships – Designing in Changing Networks - Kolding, Danmark|
Varighed: 27 aug. 2015 → 29 aug. 2015
Konferencens nummer: 31st
|Konference||Annual IMP Conference 2015|
|Periode||27/08/2015 → 29/08/2015|