The article aims at contributing to a better understanding of the interdependence between supply management and the strategic position of the buying firm.
The research follows a qualitative analysis of two cases: Adira, a family‐owned manufacturer of machinery to cut steel, and Vulcano, a manufacturer of instantaneous house gas water‐heaters and boilers.
The article finds that supply management decisions depend not only on the network position of the buying firm, but also on the network vision of its managers.
The study is based on two contrasting cases. Further research should develop and test the findings by using other cases and methodological approaches more quantitative in nature.
The article has three major practical implications: supply management should integrate three levels of decisions: dyadic, portfolio and network decisions; supply management does not depend solely on firms' strategic positioning and strategies, but also on managers' network theory about the role and capabilities of suppliers; and “no strategy” can also be a strategy.
The study was conducted on the basis of a multi‐dimensional model that integrates three levels of analysis: dyadic, portfolio and network.
