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2016/2017  KAN-CCMVV2503U  Global Sourcing Management

English Title
Global Sourcing Management

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Full Degree Master
Duration One Quarter
Start time of the course Autumn, First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 100
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Peter Holm Andreasen - Department of Operations Management (OM)
Kontaktinformation: https:/​/​e-campus.dk/​studium/​kontakt eller Contact information: https:/​/​e-campus.dk/​studium/​kontakt
Main academic disciplines
  • Globalization and international business
  • Organization
  • Supply chain management and logistics
Last updated on 11-04-2016
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: Upon completion of the course students must be able to:
  • 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
Global Sourcing Management:
Exam ECTS 7,5
Examination form Home assignment - written product
Individual or group exam Individual exam
Size of written product Max. 15 pages
Assignment type Project
Duration Written product to be submitted on specified date and time.
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Autumn
Make-up exam/re-exam
Same examination form as the ordinary exam
* if the student fails the ordinary exam the course coordinator chooses whether the student will have to hand in a revised product for the re- take or a new project.
Course content and structure

The course begins by introducing the context of global sourcing practices, the global sourcing organisation, and the coordination mechanisms that enable companies to pursue synergies of economics of scale, economics of information and learning, and economics of process. Afterwards are procurement category management methods presented through a 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 management of balancing cost, risk, and value generation is emphasised working with these these specific purchase categories. The elements of the course are accompanied by cases, in-class assignments, and workshops that are carried out in order to combine the central objectives of the course. 

Teaching methods
The course is application oriented. The lectures frame the tools and concepts to understand Global Sourcing in combination with exercises and cases which aims to put the concepts and tools into a concrete context. The teaching includes a high degree of students’ involvement and participation. This is achieved by the combination of dialogue lectures, case discussions, and in-class assignments.
Student workload
Forberedelse 125 hours
Undervisning 33 hours
Eksamen 48 hours
Further Information

This course is part of the minor in Strategic Procurement

Expected literature
  • 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
  • Gelderman, C.J.; Semejin, J., (2006): “Managing the global supply base through purchasing management”, Journal of Purchasing and Supply Management, vol. 12, no. 209-217

  • Trautmann, G., L. Bals and E. Hartmann. ‘‘Global Sourcing in Integrated Structures: The Case of Hybrid Purchasing Organizations,’’ Journal of International Management, 2009, (15:2).
  • 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.
  • Luzzini, D.; Longoni, A.; Moretto, A.; Caniato, F.; Brun, A., (2014), “Organizing IT purchases: Evidence from a global study”, Journal of Purchasing and Supply Management, vol. 20, pp. 143-155.

  • Heikkilä, J.;  Kaipia, R. (2009), “Purchasing Category Management – From Analyzing Costs to a Proactive Management Practice”, IPSERA Conference, Wiesbaden
  • Englyst, L.,
  • Monczka, R. M.; Trent, R. J.; Petersen, K.J. (2006): “Effective Global Sourcing and Supply for Superior Results” CAPS Research
  • 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
Last updated on 11-04-2016