• Compare concepts, models and frameworks in order to analyse global sourcing practices
• Apply and organise relevant processes, techniques and assessments in order to analyse and realise sourcing synergies
• Develop and convey effective category sourcing strategies in order to balance cost, risk, and value
• Apply and organise relevant category management processes and explain how these processes develop into being effective for the organisation
• Identify relevant challenges within management of global sourcing practices and explain how these challenges impact the organisation

The course begins by introducing the context of global sourcing practices and procurement category management methods followed by set of frameworks, tools and models in order to understand requirements for sourcing coordination and management across and within worldwide company locations. The focus is further directed towards specific purchase categories involving the management of internal customers/users that are geographically dispersed and the management of suppliers that are able to comply with global supply capabilities. The purchase categories involve specific bill-of-material items of companies and more generic purchase categories such as IT and transportation services; the latter in particular representing a major cost spend element for global sourcing organisations. The following part of the course addresses the management of balancing cost, risk management, and value generation of these specific purchase categories with the application of “real-life” company cases. The elements of the course are accompanied by direct interaction with companies, cases, in-class assignments, and workshops that are carried out in order to combine the central objectives of the course.

This course is part of the minor in Strategic Procurement

• O’Brien, J., (2012), “Category Management in Purchasing”, United Kingdom: Kogan Page Ltd.
• Trautmann, G; Turkulainen, V.; Hartmann, E.; Bals, L. (2009),  “Integration in the Global Sourcing Organization – An Information Processing Perspective”  The Journal of Supply Chain Management, Volume 45, No. 2, pp. 57-74.
• Hartmann, E., Trautmann, G., Jahns, C., (2008) “Organisational design implications of global sourcing: a multiple case study analysis on the application of control mechanisms”, Journal of Purchasing & Supply Management, 14, p. 28–42.
• Smart, A.; Dudas, A., (2007),"Developing a decision-making framework for implementing purchasing synergy: a case study", International Journal of Physical Distribution & Logistics Management, Vol. 37 Iss 1, pp. 64 – 89
• Quintens, L., P. Pauwels and P. Matthyssens. (2006) ‘‘Global Purchasing: State of the Art and Research Directions,’’ Journal of Purchasing and Supply Management, (12:4), pp. 170-181.
• Heikkilä, J.;  Kaipia, R. (2009), “Purchasing Category Management – From Analyzing Costs to a Proactive Management Practice”, IPSERA Conference, Wiesbaden
• Englyst, L., Jorgensen, F., Johansen, J. and Mikkelsen, O.S.. (2008), ‘‘Commodity Team Motivation and Performance,’’, Journal of Purchasing and Supply Management, (18:4), pp. 42-57.
• Schiele, H.; Philipp Horn, P; Bart V. (2011): “Estimating cost-saving potential from international sourcing and other sourcing levers; Relative importance and trade-offs", International Journal of Physical Distribution & Logistics Management, Vol.41(3)
• Hultman, J.; Johnsen, T.; Hertz, S. (2012); “An interaction approach to global sourcing: A case study of IKEA”, Journal of Purchasing & Supply Management, 12, 9-21
• Gonzalez-Padron, T.; Hult, G. T. M.; Calantone, R. (2008): “ Exploiting innovative opportunities in global purchasing: An assessment of ethical climate and relationship performance" Industrial Marketing Management, January, Vol. 37 Issue: Number 1 p69-82
• Monczka, R. M.; Trent, R. J.; Petersen, K.J. (2006): “Effective Global Sourcing and Supply for Superior Results” CAPS Research