Edward Anderson is an Assistant Professor of Operations Management in the McCombs School of Business at the University of Texas at Austin. He received his doctorate from the Massachusetts Institute of Technology and his bachelor's degree in electrical engineering and history from Stanford University. His research interests include supply chain management (especially service supply chains), outsourced product development, knowledge management, and system dynamics. He has published articles in such journals as Management Science, The Journal of Production and Operations Management, the European Journal of Operational Research, and The Systems Thinker. He sits on the publications board of the Production and Operations Management Society and has received researchgrants from SAP and Hewlett-Packard. Professor Anderson has consulted with Ford, Dell, HewlettPackard, Frito-Lay, and Atlantic-Richfield. Prior to his academic work, he was a product design engineer at the Ford Motor Company, from which he was granted three U.S. patents.
FROM BUYER TO INTEGRATOR: THE TRANSFORMATION OF THE SUPPLY-CHAIN MANAGER IN THE VERTICALLY DISINTEGRATING FIRM
Version of Record online: 5 JAN 2009
© 2002 Production and Operations Management Society
Production and Operations Management
Volume 11, Issue 1, pages 75–91, March 2002
How to Cite
PARKER, G. G. and ANDERSON, E. G. (2002), FROM BUYER TO INTEGRATOR: THE TRANSFORMATION OF THE SUPPLY-CHAIN MANAGER IN THE VERTICALLY DISINTEGRATING FIRM. Production and Operations Management, 11: 75–91. doi: 10.1111/j.1937-5956.2002.tb00185.x
- Issue online: 5 JAN 2009
- Version of Record online: 5 JAN 2009
- Received January 2000, revisions received October 2001, accepted October 2001.
- SUPPLY CHAINS;
- NEW PRODUCT DEVELOPMENT;
- ORGANIZATION DESIGN
Using case study data, we describe how a large personal computer manufacturer changed its supply-chain management strategy after outsourcing the majority of its design and manufacturing activities to a network of focused suppliers. To cope with this new structure, the firm created highly skilled generalists, “supply-chain integrators,” who coordinate product development, marketing, production, and logistics from product concept to delivery across firm boundaries. We particularly focus on the skill-set that characterizes these integrators. Finally, we use the case evidence, combined with previous theory, to suggest a specific program of research into coordinating product development across disaggregated supply chains.