A different way of understanding purchasing strategy is by establishing bridges between it and the manufacturing function, adapting the theoretical schemes traditionally applied to the latter. As Harland et al 1999 note, operations management in the 1990s expanded its academic boundaries to include interfaces with suppliers, whereas previously, it had focused solely on manufacturing management. Therefore, it seems reasonable to propose that theoretical frameworks and models developed previously can be useful for approaching new concerns. Furthermore, the main responsibility of the purchasing function is to ensure that the manufacturing function has available the resources it needs to perform its work; as contiguous elements in the value chain, these two functions should follow comparable and compatible strategic schemes.
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