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Author

Barry Brewer

Other affiliations: Arizona State University
Bio: Barry Brewer is an academic researcher from University of Wyoming. The author has contributed to research in topics: Procurement & Outsourcing. The author has an hindex of 6, co-authored 12 publications receiving 249 citations. Previous affiliations of Barry Brewer include Arizona State University.

Papers
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Journal ArticleDOI
TL;DR: In this paper, a new product development research reviews the "design for" or DFX literature to consolidate the current body of knowledge and to seek the future direction of the field, finding that DFX techniques can be placed under the heading of sustainability in the dimensions of economics, ecology, and social equity.

103 citations

Journal ArticleDOI
TL;DR: In this article, a survey of manufacturing firms provides evidence that small and medium-sized firms can gain performance benefits when they (1) make the conscious choice to pursue trust-based colla...
Abstract: Organisational theory explicates that partners who overcome the challenges to developing trust-based interorganisational relationships can gain a vital source of competitive advantage. However, the extant relational research focuses on large, resource-rich entities. We, by contrast and extension, investigate whether small and medium-sized firms can leverage supply chain relationships for competitive advantage. Specifically, power imbalances and resource constraints are additional challenges common to small firms that may diminish their desire and ability to pursue relational advantage. However, we posit that effective, trust-based governance can enable small and medium-sized firms to overcome their unique challenges to enter more collaborative relationships and thereby improve operational and firm performance. Our findings from a survey of manufacturing firms provide evidence that small and medium-sized firms can gain performance benefits when they (1) make the conscious choice to pursue trust-based colla...

38 citations

Journal ArticleDOI
TL;DR: In this article, a survey of US-based electronics original equipment manufacturers (OEMs) who have outsourced production to a contract manufacturer (CM) was conducted to assess six potential drivers of this decision, utilizing direct and indirect effects structural models across five phases of procurement activity.
Abstract: Does the outsourcing of manufacturing trigger a cascade of follow-on outsourcing, wherein related procurement activities are subsequently entrusted to one's outsourcing partner? We explored this question in a survey of US-based electronics original equipment manufacturers (OEMs) who have outsourced production to a contract manufacturer (CM). Transaction-cost economics and the resource-based view were used as theoretical lenses to assess six potential drivers of this decision, utilizing direct and indirect-effects structural models across five phases of procurement activity. Results suggest that some sets of conditions appear to lend themselves to a “wholesale” outsourcing approach, wherein the CM is entrusted to both manufacture a product and engage in various procurement activities. Other conditions foster a more “retail” approach to procurement outsourcing, with limited or no follow-on outsourcing of procurement activities. In general, firms seem more comfortable outsourcing tactical procurement activities, entrusting strategic activities to CMs only when the product is highly commoditized or when the CM controls access to international resources the OEM is unable to leverage on its own. Overall, the relationship between manufacturing and procurement outsourcing is complex and contingent on a variety of factors.

34 citations

Journal ArticleDOI
TL;DR: In this paper, the authors apply a theoretical framework combining concepts from transaction-cost economics and the resource-based view (RBV) to study the procurement outsourcing decisions of two hundred and eighty US-based electronics manufacturing firms.

31 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examine the connection between strategy-linked outsourcing goals and measures of outsourcing performance, and find that firms with high commitment to growth and cost strategies tend to achieve cost-related performance at higher levels than firms with a lower commitment to same.
Abstract: Purpose – This study aims to examine the connection between strategy‐linked outsourcing goals and measures of outsourcing performance. The strategies of growth, cost, and differentiation (core competence) are examined in terms of their relationship with goal achievement and cost performance measures.Design/methodology/approach – Regression analysis and ANOVA were applied to survey data collected from 165 purchasing executives.Findings – Findings support a positive relationship between goal intensity for a single strategy and achievement of goals related to that strategy. Findings also suggest that firms with high commitment to growth and cost strategies tend to achieve cost‐related performance at higher levels than firms with a lower commitment to same. Finally, the findings also suggest that firms pursuing a single or dominant strategy achieve lower levels of cost saving performance, as compared with firms pursuing a “balanced” approach that emphasizes two or three different strategies in roughly equal m...

31 citations


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Posted Content
TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

9,241 citations

Journal ArticleDOI
TL;DR: In this article, the authors take a focus on the historical development of the concept of circular economy and value retention options (ROs) for products and materials aiming for increased circularity and conclude that policymakers and businesses should focus their efforts on realization of the more desirable, shorter loop retention options, like remanufacturing, refurbishing and repurposing, yet with a view on feasibility and overall system effects.
Abstract: Over the last decade, the concept of the circular economy has regained attention, especially related to efforts to achieve a more sustainable society. The ‘revival’ of the circular economy has been accompanied by controversies and confusions across different actors in science and practice. With this article we attempt at contributing to advanced clarity in the field and providing a heuristic that is useful in practice. Initially, we take a focus on the historical development of the concept of circular economy and value retention options (ROs) for products and materials aiming for increased circularity. We propose to distinguish three phases in the evolution of the circular economy and argue that the concept – in its dominant framing – is not as new as frequently claimed. Having established this background knowledge, we give insights into ‘how far we are’ globally, with respect to the implementation of circularity, arguing that high levels of circularity have already been reached in different parts of the globe with regard to longer loop value retention options, such as energy recovery and recycling. Subsequently, we show that the confusion surrounding the circular economy is more far reaching. We summarize the divergent perspectives on retention options and unite the most common views a 10R typology. From our analyses, we conclude that policymakers and businesses should focus their efforts on realization of the more desirable, shorter loop retention options, like remanufacturing, refurbishing and repurposing – yet with a view on feasibility and overall system effects. Scholars, on the other hand, should assist the parties contributing to an increased circular economy in practice by taking up a more active role in attaining consensus in conceptualizing the circular economy.

762 citations

28 Sep 2014
TL;DR: This paper presents an experimental study of parameter design and tolerance design for dynamic characteristics in the context of Offline and online quality control.
Abstract: Contents: Variety and Quality. Variability loss and tolerance. Determining tolerances. Tolerance design and experimental design. Offline and online quality control. Parameter design and tolerance design: case study. Experimental design for smaller is better characteristics. Experimental design for larger is better characteristics. Bypassing the S/N ratio: spring experiment. Experimental design for dynamic characteristics.

672 citations

Journal ArticleDOI
TL;DR: In this paper, a checklist for sustainable product development (CSPD) was developed in close collaboration with practitioners, which allows the qualitative assessment of environmental, economic and social aspects during the early phases of product development while considering a full life cycle perspective.

151 citations

Daniel Knudsen1
01 Jan 2003
TL;DR: In this article, the authors present a framework for assessing alignment between corporate strategy, procurement strategy, and purchasing tools, which is built on generation of rents as its common denominator to assess alignment between the levels.
Abstract: This paper presents a framework for assessing alignment between corporate strategy, procurement strategy and purchasing tools. The framework is built on generation of rents as its common denominator for assessing alignment between the levels. Three types of rents are identified, monopoly rents (utilising market power, squeezing out cost), Ricardian rents (realising value from scarce intrafirm resources or constellation of interfirm resources), and entrepreneurial rents (seizing opportunities that arise from innovations). The framework is then used for assessing the strategic origin of the following e-procurement applications: e-sourcing, e-tendering, e-informing, e-reversed auctions, e-MRO, web-based ERP, and e-collaboration. The results indicate that the e-procurement tools are fully viable for creating monopoly rents, moderately viable for creating Ricardian rents and only somewhat viable for creating entrepreneurial rents. Therefore, it is necessary to first understand how the firm generates rents before procurement strategy and e-procurement tools are implemented in order to avoid misalignment. (Less)

128 citations