The effect of the supplier and customer on the business network position of the firm : How to determine the strategic business position of a firm based on a supply network perspective?

Traditionally, strategic models have placed strong emphasis on internal strategies, particularly within the domain of purchasing and supply management. Meanwhile, in the field of marketing, researchers extensively focus on customer strategy to understand and fulfil customer needs. Although both fields are theoretically well-developed and important for the strategy of wholesalers, they are scarcely integrated, particularly in real-world application. Therefore, this research focuses on the strategic position of a firm by considering other perspectives and belonging strategies, such as being attractive to both suppliers and customers. Literature review indicates different aspects about multiple portfolio models, supplier attractiveness and customer attractiveness. Drawing on a single-case study and qualitative interviews with internal buyers, suppliers, and sales employees, the model incorporates analytical tools such as the Preferred Customer Matrix, supplier satisfaction dimensions, and Porter’s customer analysis. The findings reveal that the firm’s perception of a supplier can differ significantly from the supplier’s perception of the firm, and similarly, discrepancies also exist within the supplier’s own internal perspectives. These misalignments often lead to strategies that do not align effectively, creating gaps in collaboration and limiting the potential for mutual value creation. To integrate all perspectives and strategies, the Sand Clock Model is developed.