The Vested model — importance of building relationship between supplier and buyer

In the last decade, outsourcing is being a game changer on the market, taking over a significant role in shaping relationships between enterprises and their business models. Outsourcing sector in Poland 2019 crossed value of PLN 4 billion, employment ratio in shared service activities exceeded 170 k. employees. The adaptation to delegate non-core business functions have settled in market. The aim of the article is to analyze current concepts of building relationships existing in the market and to present the possibility of using the Vested model as a tool for transforming business relationships.

Bibliografia/References

Literatura/Literature

Alaranta, M., Henningson, S. (2008). An approach to analysing and planning post-merger IS integration: insights from two field studies. Information Systems Frontiers, 10, 307–319. https: //doi.org/10.1007/s10796-008-9079-2

Baraldi, E., Gresetvold, E., Harrison, D. (2012). Resource interaction in inter-organizational networks: foundations, comparison, and a research agenda. Journal of Business Research, 65 (2), 266–267. https://doi.org/10.1016/j.jbusres.2011.05.030

Bekier, M., Bogardus, A. J., Oldham, T. (2001). Why mergers fail. McKinsey Quarterly, 4, 6–10.

Biblier, R. (1989). The Arthur Young management guide to mergers and acquisitions. New York: Wiley.

Bizzi, L., Langley, A. (2012). Studying processes in and around networks. Industrial Marketing Management, 41 (2), 215–223. https://doi.org/10.1016/j.indmarman.2012.01.007

Capgemini Consulting (2016). Third Party Logistics Study, The state of Logistics Outsourcing. http://www.3plstudy.com/ (1.05.2020).

Ellram, L. M. (1996). The use of the case study method in logistics research, Journal of Business Logistics, 17 (2), 93–138.

Emerson, R. (1962). Power-dependence Relations. American Sociological Review, 27 (1), 31–41.

Etzkowitz, H. (2002). MIT and the Rise of Entrepreneurial Science. London: Routledge.

Fawcett, S. E., Mangan, G. M., McCarter, M. W. (2008). Benefits, barriers, and bridges to effective supply chain management. Supply Chain Management: An International Journal, 13 (1), 35–48. https://doi.org/10.1108/13598540810850300

Ford, D., Mattson, L. -G., Snehota, I. (2017). Management in The Interactive Business World, W: H. Hakansson, I. Snehota (ed.), No Business is an Island. Binley: Emerald Publishing. https://doi.org/10.1108/9781787145498

Keith, B., Vitasek, K., Manrodt, K., Kling, J. (2015). Strategic sourcing in the new economy: harnessing the potential of sourcing business models for modern procurement. Springer. https://doi.org/10.1007/978-1-137-55220-4_8

KornFerry 2016, The 20th Annual, 2016 Third-Party Logistics Study. https://www.kornferry.com/insights/articles/the-20th-annual-2016-third-party-logistics-study.

Niedzielski, P., Rzempała, A. (2000). Outsoursing jako element konkurencji na rynku transportowym (na przykładzie Z. CH. Police), materiały Ogólnopolskiej Konferencji Naukowej EKTRA 2000 „Strategie konkurowania na rynku transportowym”, Szczecin.

Strony internetowe/Websites

http://www.firma.egospodarka.pl/157264,Outsourcing-na-polskim-rynku-20-lat-doswiadczen-dobre-prognozy-na-przyszlosc,1,11,1.html (1.07.2020).

https://www.efficientplantmag.com/2012/06/the-rolls-royce-of-effective-performance-based-collaboration/