• Alumni professional interest communities. An exclusive report for Cranfield Management Association (CMA)

      Bridge, L.; Cooper, L.; Goffin, Keith; Harrington, V.; Lemke, Fred; Thompson, T. (2009)
    • An exploratory study of ‘close’ supplier–manufacturer relationships

      Goffin, Keith; Lemke, Fred; Szwejczewski, Marek (Journal of Operations Management, 2006)
      Close relationships with selected suppliers can enable manufacturers to reduce costs, improve quality and enhance new product development. Although the advantages of close co-operation are widely acknowledged in the literature, the specific attributes of such relationships are not well understood. To address this gap, 39 managers responsible for purchasing were interviewed using a technique from psychology, which is particularly effective at uncovering the characteristics of relationships. This approach is innovative in the context of supplier management research and gave insights into how manufacturers expect more from their suppliers than just reliable deliveries of high-quality, well-priced parts and components. The results of the empirical research enhance our knowledge of the attributes of manufacturer–supplier relationships and also indicate how manufacturers can establish close relationships with selected suppliers. Overall, the study has established the viability of a new approach for understanding the complex topic of manufacturer–supplier partnerships.
    • Identifying hidden needs: Creating breakthrough products

      Goffin, Keith; Lemke, Fred; Koners, U. (2010)
      Too many new products fail. New products which are hard to differentiate from existing products won't capture the customer's imagination. The failure is due to a poor understanding of customers' needs. Companies need to take a radical approach to identifying customers' real needs, and this book demonstrates innovative ways to achieve this.
    • Investigating the meaning of supplier‐manufacturer partnerships: An exploratory study

      Lemke, Fred; Goffin, Keith; Szwejczewski, Marek (International Journal of Physical Distribution & Logistics Management, 2003)
      Supplier partnerships can be the key in enhancing the performance of manufacturing companies. Consequently, partnership has been strongly recommended by academics and practitioners alike. Surprisingly, the concept of partnership is only poorly understood. Many authors have identified the advantages that it can bring but far less has been published on the attributes of partnership itself. What is known is that partnerships are “close” relationships and thus, the level of relationship closeness is an appropriate angle for exploring supplier partnerships. Research was conducted using the repertory grid technique with an exploratory sample of ten managers from four German engineering companies. It revealed that supplier partnerships are very different from other forms of relationship and identified five distinct attributes of partnerships. These findings have a number of implications for both practitioners and researchers.
    • Manufacturers and their suppliers – When is ‘partnership’ applicable?

      Lemke, Fred; Goffin, Keith; Szwejczewski, Marek; Pfeiffer, Rolf (2002)
    • Manufacturer‐supplier relationships: An empirical study of German manufacturing companies

      Goffin, Keith; Lemke, Fred; Goffin, Keith (International Journal of Operations & Production Management, 2005)
      Effective management of suppliers is one of the ways manufacturing companies can improve their performance. Typically, it has been argued in the literature that close relationships with suppliers should be developed, in contrast to the traditional price‐driven transactional relationships. However, there has been relatively little empirical research on how supplier management is applied. This paper presents research probing how manufacturers manage their suppliers and takes a sample from Germany – which has a large manufacturing sector. In‐depth interviews with purchasing managers were used to understand whether relationships with suppliers were being utilised.
    • Perceptions of industrial design: The “means” and the “ends”

      Micheli, Pietro; Jaina, Joe; Goffin, Keith; Lemke, Fred; Verganti, Roberto (The Journal of Product Innovation Management, 2012)
      It is widely accepted that industrial design can play an important role in the development of innovative products, but integrating design‐thinking into new product development (NPD) is a challenge. This is because industrial designers have very different perspectives and goals than the other members of the NPD team, and this can lead to tensions. It has been postulated that the communications between NPD managers and industrial designers are made more difficult because each group uses very different language. This research made the first empirical investigation of the language used by designers and managers in describing “good” and “poor” industrial design. In‐depth interviews were conducted with a sample of 19 managers and industrial designers at five leading companies. Multiple sources of data were utilized, including the repertory grid technique to elicit the key attributes of design, from the perspective of managers and designers. Using a robust, systematic coding approach to maximize the validity and reliability of qualitative data analysis, it was established that managers and industrial designers do not use a completely different vocabulary as previously supposed. Rather, it was found that managers and industrial designers use some common terms augmented by additional terms that are specific to each group: managers are commercially orientated in the “ends” they want to achieve and designers perceive more antecedents (“means”) necessary to achieve their “ends”—iconic design. This research led to a grounded conceptual model of the role of design, as perceived by managers and industrial designers. The implications of the results achieved are wide: they indicate how managers and designers can interact more productively during NPD; they highlight the need for more research on the language of designers and managers; and they point to issues that need to be covered in the education of industrial designers. Finally, this work suggests how managers and designers can engage in a more fruitful dialogue that will help to make NPD more productive.
    • Supplier base management: Experiences from the UK and Germany

      Lemke, Fred; Goffin, Keith; Szwejczewski, Marek; Pfeiffer, Rolf; Lohmüller, Bertrand (The International Journal of Logistics Management, 2000)
      Streamlining the supplier base is a common approach in many US and UK manufacturing companies. However, is this approach being adopted in Germany as fast as it has in the UK? This paper describes research that answers this question and investigates how German companies are managing contacts with their suppliers. The research was conducted in two stages. First, a postal survey of German and UK manufacturers identified the supplier base trends. Second, a follow‐up telephone survey of a random sample of German plants investigated supplier management processes. The findings show that German manufacturers have not reduced their supplier base by as much as their UK counterparts. However, German manufacturers that have reduced their supplier base perceive significant benefits. Currently, many companies appear to have failed to recognize the potential of working with a reduced supplier base.
    • Supplier management in German manufacturing companies: An empirical investigation

      Szwejczewski, Marek; Goffin, Keith; Lemke, Fred; New, C.; Pfeiffer, Rolf; Lohmüller, B. (1999)
    • Supplier management in German manufacturing companies: An empirical investigation

      Szwejczewski, Marek; Goffin, Keith; Lemke, Fred; Pfeiffer, Rolf; Lohmüller, Bertrand (International Journal of Physical Distribution & Logistics Management, 2001)
      A key issue for manufacturers is supplier management, i.e. organising the optimal flow of high quality, value‐for‐money materials or components from appropriate innovative suppliers. Many companies now recognise the central role that supplier management plays in achieving long‐term competitive advantage. This paper presents the results of a study of supplier management practices in Germany, contrasted against those in the UK. It identifies a key difference – German manufacturers have not reduced their supplier base as much as the companies in the UK. However, it appears that German manufacturers will be reducing their supplier base in the near future, although they are likely to follow a policy of multiple sourcing rather than single‐sourcing from suppliers. The results of the research have strong implications for German companies as they clearly indicate the potential for performance improvement through the adoption of best practices in the field of supplier management.
    • Supplier management in manufacturing companies: An empirical investigation in Germany and the UK.

      Lemke, Fred; Goffin, Keith; Szwejczewski, Marek; New, C.; Pfeiffer, Rolf; Lohmüller, B. (1999)
    • UK and German supply chain practices – Survey results

      Szwejczewski, Marek; Goffin, Keith; Lemke, Fred; New, C.; Pfeiffer, Rolf; Lohmüller, B. (1999)
    • What does ‘partnership’ mean? – A study of supplier management in German manufacturing companies

      Goffin, Keith; Szwejczewski, Marek; Lemke, Fred; Pfeiffer, Rolf (2001)