Electronic Reverse Auction (e-RA) and Supply Chain Management: A Blessing or a Curse

Electronic reverse auction (e-RA), an online and real-time auction between a buying organization and two or more invited suppliers, has recently received substantial attention in supply chains. While a recent survey has found a dramatic increase in firms’ interest and participation in e-RA, it also revealed that a large number of purchasing managers are not willing to use e-RA. With the potential cost savings of up to 20% over the traditional purchasing process, why do so many companies hesitate to participate in e-RA? In this paper, we first present the potential benefits and issues of e-RA from the perspectives of both the buyer and supplier. Through the lens of supply chain management (SCM), we then explore what implications e-RA might have for SCM. In particular, we closely examine the impact of e-RA on strategic purchasing, trust, information sharing, inter-organizational communication, and long-term relationship orientation, five of the most important constructs characterizing the notion of supply chain management. Three mini-cases were provided to offer added support for our arguments.

[1]  Peter T. Ward,et al.  Lean manufacturing: context, practice bundles, and performance , 2003 .

[2]  L. Ellram The Supplier Selection Decision in Strategic Partnerships , 1990 .

[3]  S. Vickery,et al.  The effects of an integrative supply chain strategy on customer service and financial performance: an analysis of direct versus indirect relationships , 2003 .

[4]  Jan B. Heide Interorganizational Governance in Marketing Channels , 1994 .

[5]  J. Martha,et al.  FROM SUPPLY CHAIN TO VALUE NET , 2000 .

[6]  L. Ellram,et al.  Strategic Purchasing: A History and Review of the Literature , 1994 .

[7]  S. Ghoshal,et al.  Bad for Practice: A Critique of the Transaction Cost Theory , 1996 .

[8]  V. Grover,et al.  Transaction cost framework in operations and supply chain management research: theory and measurement , 2003 .

[9]  Larry R. Smeltzer,et al.  An empirically based operational definition of strategic purchasing , 1997 .

[10]  P. Ring,et al.  Developmental Processes of Cooperative Interorganizational Relationships , 1994 .

[11]  Angappa Gunasekaran,et al.  Agile supply chain capabilities: Determinants of competitive objectives , 2004, Eur. J. Oper. Res..

[12]  J. H. Dyer,et al.  Creating and managing a high‐performance knowledge‐sharing network: the Toyota case , 2000 .

[13]  J. H. Dyer How Chrysler Created an American Keiretsu , 1996 .

[14]  W. Dugger The Economic Institutions of Capitalism , 1987 .

[15]  Mo Adam Mahmood,et al.  Measuring the Organizational Impact of Information Technology Investment: An Exploratory Study , 1993, J. Manag. Inf. Syst..

[16]  M. Emiliani Business‐to‐business online auctions: key issues for purchasing process improvement , 2000 .

[17]  Thomas F. Gattiker,et al.  Negotiation, Email, and Internet Reverse Auctions: How Sourcing Mechanisms Deployed by Buyers Affect Suppliers’ Trust , 2007 .

[18]  A. Sohal,et al.  Critical success factors in agile supply chain management ‐ An empirical study , 2001 .

[19]  Prithwiraj Nath,et al.  Reverse auctions for relationship marketers , 2005 .

[20]  D. Lambert,et al.  SUPPLY CHAIN MANAGEMENT , 2003 .

[21]  Jeffrey H. Dyer,et al.  The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage , 1998 .

[22]  Ido Millet,et al.  A conceptual research framework for analyzing online auctions in a B2B environment , 2004 .

[23]  M. L. Emiliani,et al.  Sourcing in the global aerospace supply chain using online reverse auctions , 2004 .

[24]  David A. Johnston,et al.  Effects of supplier trust on performance of cooperative supplier relationships , 2004 .

[25]  John N. Pearson,et al.  Strategically managed buyer–supplier relationships and performance outcomes , 1999 .

[26]  M. Emiliani,et al.  Online reverse auction purchasing contracts , 2001 .

[27]  O. Williamson,et al.  The Economic Institutions of Capitalism: Firms, Markets, Relational Contracting. , 1986, American Political Science Review.

[28]  Augustine A. Lado,et al.  Strategic purchasing, supply management, and firm performance , 2004 .

[29]  Phillip L. Carter,et al.  The Role of Reverse Auctions in Strategic Sourcing , 2003 .

[30]  D. Lambert,et al.  Issues in Supply Chain Management , 2000 .

[31]  H. Sapienza,et al.  The role of contractual governance flexibility in realizing the outcomes of key customer relationships , 2001 .

[32]  Kuldeep Kumar,et al.  Sustainable Collaboration: Managing Conflict and Cooperation in Interorganizational Systems , 1996, MIS Q..

[33]  Sandy D. Jap An Exploratory Study of the Introduction of Online Reverse Auctions , 2003 .

[34]  Computer Staff,et al.  The Machine That Changed the World , 1992 .

[35]  Stephan M. Wagner,et al.  Setting the stage for successful electronic reverse auctions , 2004 .

[36]  Geoffrey G. Bell,et al.  Benefiting from network position: firm capabilities, structural holes, and performance , 2005 .

[37]  Douglas M. Lambert,et al.  Internet-enabled coordination in the supply chain , 2003 .

[38]  Augustine A. Lado,et al.  Information systems and competitive advantage: a competency-based view , 2001 .

[39]  M. Primo,et al.  An exploratory study of the effects of supplier relationships on new product development outcomes , 2002 .

[40]  M. Venkatraman It-enabled business transformation: from automation to business scope redefinition , 1994 .

[41]  Mohan V. Tatikonda,et al.  Product Technology Transfer in the Upstream Supply Chain , 2003 .

[42]  Gianni Lorenzoni,et al.  The leveraging of interfirm relationships as a distinctive organizational capability: a longitudinal study , 1999 .

[43]  Gary L. Ragatz,et al.  Benefits associated with supplier integration into new product development under conditions of technology uncertainty , 2002 .

[44]  Craig R. Carter,et al.  Reverse auctions--grounded theory from the buyer and supplier perspective , 2004 .

[45]  J. Hartley,et al.  Getting the most out of reverse e-auction investment , 2007 .

[46]  Larry R. Smeltzer,et al.  Electronic reverse auctions: Promises, risks and conditions for success , 2003 .

[47]  Robert B. Handfield,et al.  Trust, power, dependence, and economics: can SCM research borrow paradigms? , 2004 .

[48]  G. Stock,et al.  Enterprise logistics and supply chain structure: the role of fit , 2000 .

[49]  R. Kanter Collaborative advantage: The art of alliances , 1994 .

[50]  Jan B. Heide,et al.  ALLIANCES IN INDUSTRIAL PURCHASING - THE DETERMINANTS OF JOINT ACTION IN BUYER-SUPPLIER RELATIONSHIPS , 1990 .

[51]  Dirk Seifert,et al.  Collaborative Planning, Forecasting, and Replenishment: How to Create a Supply Chain Advantage , 2003 .

[52]  I. Chen,et al.  Towards a theory of supply chain management: the constructs and measurements , 2004 .

[53]  Thomas V. Scannell,et al.  Success Factors for Integrating Suppliers into New Product Development , 1997 .

[54]  Adrian Griffiths Trusting an auction , 2003 .