This survey is about recognizing patterns in the way Small and Medium Enterprises (SMEs) organize their procurement activities. The scope of the survey is limited to the key commodities of the SME.A key commodity is defined as the purchased product or service group which is essential for realizing the value proposition for the customers of the SME.Prior outcome of our research indicated the existence of four procurement oriented patterns in SMEs. 4 Procurement Oriented Patterns where part of the study: Pattern 1 Focal company: ICT turn-key designerValue proposition of the focal company: ICT Design and assembly of offices on a high quality level at a reasonable price. Operational excellence: standardization in commodities, low transaction costs internally and externallyPurchased key commodity: Standard ICT software and hardwarePattern 2 Focal company: Horse shoes manufacturerValue proposition of the focal company: Standard horse shoes assortment at reasonable prices in a competitive environmentPurchased key commodity: Standard quality iron, reliable deliveryPattern 3 Focal company: IT innovation driven companyValue proposition of the focal company: Developing innovative software made applicable for practical usage in devices at a reasonable pricePurchased key commodity: Delivering applicable solutions on the bases of regular soft- and hardware, to enable the companies’ innovative software function in practicePattern 4 Focal company: designer and manufacturer of trailersValue proposition of the focal company: Designing and manufacturing trailers tailor made for specific requirements of customersPurchased key commodity: Designing and manufacturing axles which align to the specific trailer wishes of the customer of the focal companyFINDINGS Pattern recognitionAbout 50 % of the respondents recognized the four presented patterns from own experience and/or read literature. Respondents also suggested pattern variants. It is concluded that this Delphi study strengthens the view that these patterns exist in SMEs. Further research may include further empirical testing of these patterns and their variants. Perceived strengths or weaknesses. Respondents mentioned a wide variety of strengths and weaknesses of the patterns. No clear conclusions can be drawn from this data. Adequacy of the pattern descriptions. One of the outcomes of this Delphi study is an improved conceptual framework for describing procurement activity patterns. This framework can be used for collecting SME data in future research, for example by modifying the existing survey questions which are used in the WIM research program to describe SME procurement activities. The improved model includes more variables and values than the initial model. Thus future research may lead to more detailed patterns descriptions. Missing patterns and pattern variantsApart from the suggested pattern variants, respondents do not miss patterns which are quite different from the four patterns suggested by the research team. Methodological remarksThe Delphi study method did not allow for fast feedback on panel member contributions and fast group think processes. For the future it is advised to consider other methods in similar cases, for example the World Cafe method.
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Paper for the WION - Werkgemeenschap Inkoop Onderzoek Nederland - 2015, 3rd version.Purchasing within Small and Medium-sized Enterprises (SMEs) is important for the overall SME firm performance. However, purchasing within SMEs is not the same as purchasing within larger organisations and there is limited conclusive research on how to improve the purchasing performance of SMEs. This article describes research done by four bachelor students on the purchasing function within four Dutch manufacturing SMEs.
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Draft research proposal; 20 JAN 2013. Preliminary proposal for a 3 (max 4) year research project leading to a PhD. In preparation for the WION workshops on Advanced Purchasing Research and to be worked out in more detail as a PhD research proposal before MAY 2013. The research objective is to find out: How innovating SMEs can best use Industrial Property Rights (patents) within value chains with their (SME) suppliers and their (SME) customers, what are best practices and improvement areas, what is a suitable theoretical framework, how can enterprises, business researchers & practitioners benefit from applying this framework.
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In line with European sustainability goals, small and medium sized enterprises (SMEs) in the Dutch automotive aftermarket face the challenge of maintaining competitiveness while transitioning to circular business models. These models, supported by EU policies such as the Circular Economy Action Plan and the European Green Deal, drive innovation in product lifecycle management, recycling, and sustainability. However, as SMEs adapt to these changes, they must also navigate the growing competition from imported Chinese electric vehicles (EVs), which bring both opportunities and risks. Logistics plays a critical role in this transition, as optimizing supply chains, enhancing resource efficiency, and minimizing waste are essential for achieving circularity. Will the Chinese car manufacturers move their value chain to Europe? Or will they further localize in aftersales businesses? Either scenario would affect a chain of SMEs in automotive aftermarket. Focusing on the auto parts SMEs in the Brainport region, this research examines how SMEs can stay competitive by leveraging logistics strategies to support circular practices, and navigate the challenges posed by the influx of Chinese EVs while remaining resilient and adaptable in the automotive aftermarket value chain. Together with our consortium partners, we help the regional SMEs in the automotive aftermarket with: 1. Mapping out logistical challenges and objectives, 2. Risk mitigation and demand planning, 3. Strategic supply chain development. Involving Fontys International Business graduation projects on data analysis, this project combines quantitative and qualitative insights to examine the transition of automotive aftermarket to an EV-dominated future. The SMEs in our consortium network are drive to adapt to the evolving landscape by investing in new measures. Through scenario assessment, we help them with scenario strategies in circular transition. For a broader impact, this project brings SMEs, branch and public organizations together and presents shared responsibilities in creating a resilient supply chain.
Social enterprises (SEs) can play an important role in addressing societal problems. SEs are businesses whose primary objective is to generate social impact (e.g. well-being, social wealth and cohesion, and ecology) through a market-based model. SEs achieve this through a hybrid business model, trading-off financial and social value creation objectives. SEs typically face higher costs, for example because of ethical sourcing principles and/or production processes centering around the needs of workers who are vulnerable or hard-to-employ. This results in SEs’ struggling to scale-up due to their relatively costly operating model. Traditional management techniques are not always appropriate, as they do not take into account the tensions between financial and social value creation objectives of SEs. Our project examines how continuous improvement, and in particular the philosophy and tools of Lean can be harnessed to improve SEs competitiveness. Lean organizations share many values with SEs, such as respect for people, suggesting a good fit between the values and principles of Lean and those of SEs. The consortium for this project is a cooperation between the research groups Improving Business and New Marketing of the Center of Expertise Well-Being Economy and New Entrepreneurship and the minor Continuous Improvement of AVANS Hogeschool, and the SME companies Elliz in Company and Ons Label. The project consists of two phases, an exploratory phase during which the question “in what ways can the philosophy and tools of Lean be used by Social Enterprises?” will be addressed. Interviews and focus groups will be conducted with multiple SEs (not only partners). Participant observation will be conducted by the students of the minor Continuous Improvement at the partner SEs. During the second phase, the implementation of the identified principles and tools will be operationalized through a roadmap. Action research will be conducted in cooperation with the partner SEs.
Client: European Commission (DG-Enterprise), subcontracted through Comunitá Montana Associazione dei Comuni Trasimeno-Medio Tevere SLOW TOUR (Sustainable Lake Oriented Walking Tourism) is a project funded by the European Commission's DG Enterprise and Industry within the Programme Competiveness and Innovation Framework (CIP) under the call “Knowledge Networks for the competitiveness and sustainability of European tourism”.SLOW TOUR's goal is to make tourism on and around European lakes more sustainable and competitive. To achieve this, best-practices, certifications and networks in lake tourism were gathered and analysed within a coherent framework, leading to a “Manual of Excellence of Lake tourism in Europe” as its main product. CSTT's contribution was mainly focused on a Sustainability Impact Assessment of a number of European lake destinations, and the development of indicators and benchmarks for sustainable tourism products in lake areas.For SLOW TOUR, the NHTV Centre for Sustainable Tourism and Transport was subcontracted through Comunitá Montana Associazione dei Comuni Trasimeno - Medio Tevere (Italy). The other parties are Global Nature FUND, representing the Living Lakes network, and the University of Perugia. The project ran from June 2010 to November 2011.
