The role of inter-organizational strategic fit in sub-supplier management – a multi-case field study observed from a lower-tier perspective

This paper investigates the role of inter-organizational strategic fit for sub-supplier management – as applied by lead buying firms. Within an explorative case study, the authors’ access connected multi-tier data through a sub-supplier, producing citrus derivate for multiple industries. Additionally data is triangulated through questioning lead firms and interim suppliers. Resulting cases of sub-supplier requirement compliance and non-compliance (with lead buying firms requirements) include information on strategic fit, sub-supplier management practices and relevant context factors. Building upon contingency and governance theory, findings allow deduction of propositions regarding role and determinants of inter-organizational strategic fit between a lead buying firms purchasing category strategy and a sub-suppliers manufacturing category strategy as both an antecedent and critical success factor for management of sub-suppliers.