Comprehensive studies to enlighten practitioner strategy
CAPS Research dives into the big issues that are shaping the field. We release both in-depth information and high-level pointers to empower busy supply management practitioners. Our goals are to move from operational to strategic supply management, improve performance, and reduce risk. Projects are led by top academics in the field in collaboration with supply management executives, applying rigor and disciplined research methods that inform and advance the function.
Our research studies are announced on our website and through our social media outlets and newsletter. Please be sure to add yourself to our list and follow us online to learn about our latest research releases. Each research project has four products for your convenience:
- Overview: includes an executive summary, as well as the table contents and other components of the report’s construction.
- Brief: a three- to five-page synopsis that highlights key points of the report and its findings, designed for busy supply management executives.
- Full study: the full research report includes all the components, case studies, and researcher information, for those who want to delve into the methodology and findings.
- Video: a teaser of each project, giving an overview in 3 minutes, posted to YouTube.
The newest research reports are available to members immediately upon release. Non-members with an account in Knowledge Central (http://knowledge.capsresearch.org) may access research three years after release.
Supply Chain Cost Savings Strategies – Establishing and Achieving Cost Savings Goals
Researchers: Lisa Ellram, Wendy Tate, and Thomas Choi
Companies are taking advantage of recent developments in business analytics and data availability to develop new ways of setting cost saving targets. We’ll walk you through what cutting-edge approaches they are using to set and achieve cost saving goals and meet targets in multiple categories.
Managing Service Outsourcing Triad: Decision Tools and Strategies
Cosponsored by ASU’s Center for Services Leadership
Researchers: Mei Li, John Fowler, and Thomas Choi
A service outsourcing triad is composed of three nodes and three links, and research shows that omission or mismanagement of any of these links can lead to cost overrun, customer defects, and even expensive lawsuits. We’ll detail the interdependencies among links and set forth the most efficient contractual terms to maximize outsourcing objectives.
Managing Entrepreneurial Suppliers
Researchers: Stephan M. Wagner, Stefan Kurpjuweit, and Thomas Y. Choi
Entrepreneurial or start-up firms are often flexible, dynamic, and innovative, and are seen as incubators for product and market innovation, making them also attractive suppliers. We focus on how to identify, leverage, and integrate the capabilities of these innovative entrepreneurial suppliers.
Supply Base Cybersecurity: Understanding Threats and Corresponding Security Practices
Researchers: Mohan Gopalakrishnan, Victor Benjamin, and Gail-Joon Ahn
We gather leading buying companies’ experiences and best practices across industries to explore what areas of the supply base are most vulnerable, which cyber-based threats present the biggest challenges, and what proactive measures can be taken to mitigate risk.
The Role of Supply Management in Merger and Acquisition: Separation and Integration
Researchers: Kevin Linderman and David Wohler
To encourage successful M&As and avoid missteps, we investigate when to include supply chain in making an M&A decision, what supply chain activities companies should separate and integrate, and how they should separate and integrate them.
Currency and Procurement: Mitigating Risk and Reducing Total Cost
Researcher: Theodore Farris
Foreign exchange management, one of the best opportunities for supply cost reduction, is a hidden risk which could dramatically impact your final negotiated price. Consider a buyer-supplier relationship between a Canadian firm and a U.S. firm. The variation in the Canadian Dollar to US Dollar between January 17 and May 1 in 2016 was 16.4% – a variation with big implications for both trading partners. Properly informed purchasing professionals can manage currency exchange fluctuation to protect their firms and trading partners.
Blockchain: Applications on Supply Management
Researchers: Dale Rogers, Todd Taylor, and Raymundo Beristain-Barajas
Blockchains operate on distributed computer platforms that utilize shared databases, consensus approval and peer validation. This functionality lends itself to supply networks and purchasing activities. This study will examine the applicability of blockchain technologies on supply management and the procurement profession.
Future Procurement Talent: Looking Ahead Ten Years
Researchers: Jennifer Nahrgang and Bruce Gilmore
We propose to investigate the future talent needed for procurement and supply chain management. Our study takes three major points of departure—(1) we will take the perspective of large MNCs that make up the CAPS membership base, (2) our projections will reflect the most recent changes in our field that has been accelerating in the last two years (i.e. cognitive analytics, blockchain, etc.), and (3) we will collect data from the supplier side regarding their perspective on the future procurement talent needs of the buying companies.
3-D Printing and the Potential Impact on Supply Chain Management Costs and Working Capital
Researchers: Cecil Bozarth, Timothy Moore, and Russell King
The goal of this research project is to understand the adoption and integration of 3-D printing, and its cost impact relative to any organizational function with which procurement interacts (e.g., design, production, and services). Questions that need to be addressed involve the current state and uses of the technology, the ways current practices influence procurement activities, and the reasonable boundaries of the technology’s adoption and implementation. The findings from this project will provide insights about the ways 3-D printing can help reduce inventory, service cost, time to market, and cost of goods sold.
Data Analytics Teams and Procurement – Who and What
Researchers: Benjamin Shao and Robert St. Louis
The goal of this project is to consider the formation of a new data analytics team, and how procurement can participate and take advantage of what it can offer. Questions that need to be addressed include the team’s scope and core mission, its composition, the necessary expertise and capabilities, the ways the team integrates and works together with procurement, and the organizational systems needed to enable these teams to interact effectively. The findings of this project can help CPOs plan for long-term data analytics strategy, and help their organizations become an integral part of the company-level data analytics team.
Procurement Analytics – Enabling Data Architectures in the Age of Big Data
Researchers: Raghu Santanam and Michael Goul
The goal of this project is to develop a maturity index of procurement data strategy. Questions that need to be addressed include the ways companies organize their procurement data structures, the data sources and data requirements needed at each maturity level, the functional capabilities and processes necessary to move from a lower to a higher maturity level, the value proposition of moving from a lower to a higher maturity level, and what the future entails for already mature companies. The findings from this project can help CPOs identify where their companies are on the maturity index, benchmark with other companies within and across industries, and understand the potential data, processes, and capabilities needed to move their companies to higher maturity levels of procurement data strategy.
Creating a Resilient Supply Chain to Combat Counterfeiting Activities: Identification, Containment, and Preventive Approaches
Researchers: Anand Nair and Robert Handfield
Counterfeiting represents a significant loss of revenue as well as a major threat to a company’s brand and quality reputation. Despite the magnitude of the problem, few executives have definitive strategies for dealing with this issue. An understanding of these supply side issues can present implications for the supply management function. This project will produce guidelines for the CPOs on how to work with other business functions and suppliers to identify, mitigate, and prevent the on-going threat of counterfeit products in the supply chain.
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