In complex supply chains today, intermediary organizations such as contract manufacturers and group purchasing organizations (GPO) are prevalent, and firms like Original Equipment Manufacturers (OEMs) confer their purchasing and procurement processes to such organizations. Because of their potential impact on the efficiency of supply chain, it is important to investigate the role of intermediaries in COMPETITIVE supply chains. A prominent issue regarding intermediaries is whether an OEM can control components procurement or confer this task to intermediary organizations. This article studies the equilibrium point between two competing OEMs for procurement strategies for substitutable products. Each one of the OEMs may either procure directly its needs from the component supplier or devolve procurement to a contract manufacturer. We analyze OEMs’ procurement Stackelberg game under two contracting power cases in such a supply chain: the game of supplier, where the component supplier is the game leader, and the game of OEM, where the OEMs are the players that play the first move. We show that small OEM always prefers to control its procurement functions. This is because it would receive a lower price if the component supplier were able to determine the price that discriminate the OEMs. By contrast, the bigger OEM’ s preference depends on the power of contracting. Under the supplier game, the bigger OEM never prefers procure directly, while under the OEM game it may have incentives to use direct procurement under some conditions. This implies that if the market power shifts from the supplier to the OEMs, more OEMs turn from delegation towards direct control.

COMPETITIVEness is core of businesses in market economics. It means the ability and performance of a firm, sub-sector or a country to sell and supply goods and/or service in a given market. Porter's COMPETITIVEness forces model is one of the most well-known framework for analyzing the COMPETITIVEness of firms, that has been extensively used to develop and formulate the COMPETITIVE strategies of firms in order to increase their COMPETITIVE edge. The aim of this article is to be measure and analyze Irankhodro firm's COMPETITIVEness with using Porter's COMPETITIVEness forces model to select a COMPETITIVE STRATEGY. A questionnaire survey is conducted for collecting research data from Irankhodro firm's managers and expert employees. Then research data is analyzed by fuzzy model based on integrating fuzzy AHP and DEA. The findings of research show: a. the most important of COMPETITIVE forces with which Irankhodro firm faces, are rival firms COMPETITIVE intensity and the threat of entry of new competitors. B. Irandkhodro firm was fierce with high fix cost, perceived level differentiation, exist barriers allocation per value added, degree of differentiation of inputs, supplier concentration to firm concentration ratio, buyer propensity to substitutes, switching costs of suppliers relative to firms switching cost. These sub-factors can decrease Irankhodro firm's COMPETITIVEness level. C. Irankhodro firm's COMPETITIVEness level is moderate, and focus STRATEGY based on cost leadership is the most proper of COMPETITIVE STRATEGY in order to sustain and enhance COMPETITIVE power.

Today, COMPETITIVE strategies have got accepted as one of the most important means of manager to compete in markets. In the strategic management process, development of the strategic quantitative objectives based merely on the experts’ ideas. In this research, after reviewing the BSC, SWOT, judo STRATEGY model and blue ocean STRATEGY model, the concepts are applied to increase quality of strategic management process in BSC strategic framework model and introducing the Creative BSC framework. To investigate applicability of the presented model, the Creative BSC framework is implemented in designing and development process of COMPETITIVE strategies in the Z Company and the results are presented. Finally, for future studies in improvement of strategic models, some research proposals have been proposed.