English   Danish

2019/2020  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 First Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 90
Study board
Study Board for MSc in Economics and Business Administration
Course coordinator
  • Britta Gammelgaard - Department of Operations Management (OM)
Main academic disciplines
  • Globalisation and international business
  • Supply chain management and logistics
Teaching methods
  • Face-to-face teaching
Last updated on 11-02-2019

Relevant links

Learning objectives
Overall, the course objective is to provide students with concepts, models and frameworks to analyse and develop global sourcing management practices. Specifically, the learning objectives are the following:
  • Identify relevant organizational challenges in management of global sourcing and discuss the impact on the organization as a whole
  • Identify processes, techniques and assessments in order realise global sourcing synergies
  • Explore effective category sourcing strategies and processes in order to balance cost, risk, and value
  • Structure relationships with suppliers and prepare negotiations
  • Analyze the impact of digitalization on global sourcing
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-point grading 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.
Description of the exam procedure

The project must be prepared by the student within the framework of the syllabus. 

Course content, structure and pedagogical approach

The course begins by introducing the context of global sourcing practices, the global sourcing organization. Then, it is discussed how companies may pursue synergies through procurement by enabling economies of scale, of information and learning, as well as of processes. Then procurement category management methods are presented through a set of frameworks and tools in order to understand the requirements for sourcing coordination and management across and within global company locations. The focus is then directed towards specific purchase categories matching internal users, which are often geographically dispersed, with suppliers able to comply with the needs of the global organization. The purchase categories may involve both specific bill-of-material items and more generic purchase categories such as IT and transportation services; the latter often representing a major cost spend element for global sourcing organizations. Contract management and compliance is then discussed as well as negotiations with suppliers. Finally, digitalization of procurement for example in the form of e-procurement is discussed. Visitors from practice will contribute. The emphasis in class is on discussion of these practice cases from a theoretical perspective.

Description of the teaching methods
The lectures frame the tools and concepts to understand the management of global sourcing and the challenges therein. In-class lessons are a combination of dialogue lectures and discussions of real-life cases presented by companies.
Feedback during the teaching period
Oral feedback on case discussions.
Student workload
Preparation of lectures 125 hours
Lectures 33 hours
Exam - writing a project 48 hours
Further Information

This course is part of the Minor in Strategic Procurement

Expected literature
  • Andersen, P.H., Rask, M. (2003), “Supply chain management: new organizational practices for changing procurement realities”, Journal of Purchasing & Supply Management, 9, pp. 83-95

  • Arnold, U. (1999), “Organization of global sourcing: ways towards an optimal degree of centralization”, European Journal of Purchasing & Supply Management, vol. 5, pp. 167-17

  • Cox, A. (2015), “Sourcing Portfolio Analysis and power positioning towards a “paradigm shift” in category management and strategic sourcing”, Supply Chain Management: An International Journal, 20(6), pp. 717-737

  • Gelderman, C.J.; Semejin, J., (2006): “Managing the global supply base through purchasing management”, Journal of Purchasing and Supply Management, 12(4). 209-217

  • 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, 37(1), pp. 69-82

  • 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

  • Heikkilä, J.;  Kaipia, R. (2009), “Purchasing Category Management – From Analyzing Costs to a Proactive Management Practice”, IPSERA Conference, Wiesbaden

  • Hultman, J.; Johnsen, T.; Hertz, S. (2012); “An interaction approach to global sourcing: A case study of IKEA”, Journal of Purchasing & Supply Management, 18(1), pp. 9-21

  • 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

  • Kraljic, P. (1983), “Purchasing Must Become Sourcing Management”, Harvard Business Review, September, 61(5), pp. 109–17

  • 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, 20 (3), pp. 143-155

  • Monczka, R. M.; Trent, R. J.; Petersen, K.J. (2006): “Effective Global Sourcing and Supply for Superior Results” CAPS Research

  • O’Brien, J., (2012), “Category Management in Purchasing”, United Kingdom: Kogan Page Ltd.

  • Rozemeijer, F. 2000. "How to Manage Corporate Purchasing Synergy in a Decentralised Company? Towards Design Rules for Managing and Organising Purchasing Synergy in Decentralised Companies", European Journal of Purchasing & Supply Management , 6(1), pp. 5-12

  • 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), pp. 315-336

  • Smart, A.; Dudas, A., (2007),"Developing a decision-making framework for implementing purchasing synergy: a case study", International Journal of Physical Distribution & Logistics Management, 37(1), pp. 64 – 89

  • Trautmann, G; Turkulainen, V.; Hartmann, E.; Bals, L. (2009),  “Integration in the Global Sourcing Organization – An Information Processing Perspective”,Journal of Supply Chain Management, 45( 2), pp. 57-74

  • 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), pp. 194-208

  • Trent, R.J. 2004. "The Use of Organizational Design Features in Purchasing and Supply Management", Journal of Supply Chain Management, 40(3), pp. 4-18

  • 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

  • Voss, F.G.S. et al (2016), “Does global sourcing pay-off? A competitive dynamics perspective”, Journal of Purchasing & Supply Management, 22(4), pp. 338-350

  • Wynstra, F. et al, (2017), “How is service procurement different from goods procurement? Exploring ex ante costs and ex post problem s in IT procurement”, Journal of Purchasing and Supply Management, forthcoming.
Last updated on 11-02-2019