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Journal articles on the topic 'Purchasing and supply management'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 January 2023

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1

Leenders, Michiel R., Jean Nollet, and Lisa M. Ellram. "Adapting Purchasing to Supply Chain Management." International Journal of Physical Distribution & Logistics Management 24, no. 1 (February 1994): 40–42. http://dx.doi.org/10.1108/09600039410056007.

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2

Joyce, William B. "Accounting, purchasing and supply chain management." Supply Chain Management: An International Journal 11, no. 3 (May 2006): 202–7. http://dx.doi.org/10.1108/13598540610662095.

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Badenhorst-Weiss, Johanna A. (Hannie), and Federico Caniato. "Journal of purchasing and supply management." Journal of Purchasing and Supply Management 21, no. 3 (September 2015): 153–54. http://dx.doi.org/10.1016/j.pursup.2015.05.003.

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4

Bäckstrand, Jenny, Robert Suurmond, Erik van Raaij, and Clive Chen. "Purchasing process models: Inspiration for teaching purchasing and supply management." Journal of Purchasing and Supply Management 25, no. 5 (December 2019): 100577. http://dx.doi.org/10.1016/j.pursup.2019.100577.

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Ancarani, Alessandro, and George A. Zsidisin. "Advancing research in purchasing and supply management: Future directions for the Journal of Purchasing & Supply Management." Journal of Purchasing and Supply Management 16, no. 2 (June 2010): 73–74. http://dx.doi.org/10.1016/j.pursup.2010.03.002.

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Dabhilkar, Mandar, Lars Bengtsson, and Nicolette Lakemond. "Sustainable supply management as a purchasing capability." International Journal of Operations & Production Management 36, no. 1 (January 4, 2016): 2–22. http://dx.doi.org/10.1108/ijopm-12-2014-0609.

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Purpose – The purpose of this paper is to use the relative power and total interdependence concepts as an intervening theoretical lens to explain why and how sustainable supply management (SSM) initiatives by manufacturing firms differ across the Kraljic matrix according to purchasing capability. Design/methodology/approach – Tested hypotheses by subjecting survey data from 338 manufacturers on buyer-supplier relationships in Europe and North America to regression analysis. Findings – Shows three situations where relative power and total interdependence determine the effectiveness of purchasing capabilities. First, sustainability programs impact supplier compliance in all Kraljic categories but bottleneck items. Second, there are significant trade-offs between lower cost and higher social and environmental supplier compliance for noncritical components. Third, strategic alignment of sustainability objectives between corporate and supply function levels only leads to improved financial performance for strategic components. Research limitations/implications – Further research could take power and dependence into account to explain when and how purchasing capabilities focussed on sustainability can be achieved. Practical implications – Shows how supply strategists could devise-tailored approaches for different purchasing categories with respect to power and dependence when pursuing economic, social and environmental objectives in combination – the triple bottom line – along their supply chains. Originality/value – Illustrates and provides a theoretical explanation for why SSM is a purchasing capability that must vary across purchasing categories defined by different situations of power and dependence.

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Olaore, Rafiu. "Accounting, Purchasing and Supply Chain Management Interface." IOSR Journal of Business and Management 11, no. 2 (2013): 80–84. http://dx.doi.org/10.9790/487x-1128084.

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Schoenherr, Tobias, Sachin B. Modi, W. C. Benton, Craig R. Carter, Thomas Y. Choi, Paul D. Larson, Michiel R. Leenders, Vincent A. Mabert, Ram Narasimhan, and Stephan M. Wagner. "Research opportunities in purchasing and supply management." International Journal of Production Research 50, no. 16 (August 15, 2012): 4556–79. http://dx.doi.org/10.1080/00207543.2011.613870.

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9

Chen, Injazz J., Antony Paulraj, and Augustine A. Lado. "Strategic purchasing, supply management, and firm performance." Journal of Operations Management 22, no. 5 (August 9, 2004): 505–23. http://dx.doi.org/10.1016/j.jom.2004.06.002.

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10

Rogers, John A. "Purchasing and Supply Management: Creating the Vision." International Journal of Project Management 16, no. 6 (December 1998): 394–95. http://dx.doi.org/10.1016/s0263-7863(98)00004-0.

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11

Roy, Vivek, B. S. Sahay, and Parikshit Charan. "Akshaya Patra (Bhilai): purchasing and supply management." Emerald Emerging Markets Case Studies 7, no. 1 (January 11, 2017): 1–35. http://dx.doi.org/10.1108/eemcs-08-2016-0176.

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Subject area This case is intended for use in a course on supply chain management. Study level/applicability The study is applicable to MBA or executive MBA programme. Case overview The Akshaya Patra Foundation (TAPF) is an Indian non-governmental organisation which provides free mid-day meals to students in government schools. This case revolves around one of its kitchen facility (TAPF Bhilai) located in Bhilai in the Chhattisgarh province of India. TAPF Bhilai is about to witness a significant increase in the number of students to cater for. The Unit President, Vyomapada Das, is determined to ensure that there is no compromise in the standards of service in terms of quality and hygiene of meals in the wake of present expansions. As such, he recognizes that addressing a social cause brings additional responsibilities to them towards ensuring superior quality meals. He thereby lays a special emphasis upon the role of purchasing and supply in facilitating the scale expansion. Expected learning outcomes This case intends to demonstrate the process of managing, purchasing and supply for a socially responsible supply chain. Students must be able to appreciate the challenges associated with such a system. By applying the key theoretical concept of the social capital theory, they must also understand the nature of managerial responses inherent in these challenges. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 9: Operations and Logistics.

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12

Eckerd, Stephanie. "Experiments in purchasing and supply management research." Journal of Purchasing and Supply Management 22, no. 4 (December 2016): 258–61. http://dx.doi.org/10.1016/j.pursup.2016.08.002.

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Lintukangas, Katrina, Jukka Hallikas, Minna Koivisto-Pitkänen, and Anni-Kaisa Kähkönen. "The drivers of supply management capability." Benchmarking: An International Journal 23, no. 7 (October 3, 2016): 2109–27. http://dx.doi.org/10.1108/bij-02-2015-0014.

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Purpose The purpose of this paper is to unite the fragmented discussion concerning organizational-level capability in terms of purchasing and supply chain management. The capability drivers are identified from the literature and then validated by purchasing professionals. The impacts of the identified capability drivers on supply management capability are empirically examined. To increase a firm’s supply management capability, it is essential to connect purchasing and supply chain management to the firm’s strategy, as well as to establish robust policies and procedures for the activities of supply function, and to promote supplier orientation and the value of supplier networks to the business. Design/methodology/approach Data and methodological triangulation are utilized in the form of focus group sessions and a large scale survey. A regression analysis of the data from 165 Finnish firms is performed to examine the influence of the drivers. Findings The drivers of supply management capability proposed in this study and ranked by the focus group were the strategic status of procurement, supplier orientation, and the formalization of organizational responsibilities and roles in the purchasing function. An examination of these components and their relation to capability by means of a regression analysis showed that they have positive effects and high explanatory power on supply management capability. Originality/value The paper summarizes capability studies in the field of purchasing and supply chain management from the last two decades and also fulfils the need for empirical studies concerning the concept of supply management capability. Moreover, it contributes to the theory development by confirming that supply management capability really is a strategic asset of a firm.

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Pereira, Carla Roberta, Andrea Lago da Silva, Wendy Lea Tate, and Martin Christopher. "Purchasing and supply management (PSM) contribution to supply-side resilience." International Journal of Production Economics 228 (October 2020): 107740. http://dx.doi.org/10.1016/j.ijpe.2020.107740.

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PREUSS, LUTZ. "CONTRIBUTION OF PURCHASING AND SUPPLY MANAGEMENT TO ECOLOGICAL INNOVATION." International Journal of Innovation Management 11, no. 04 (December 2007): 515–37. http://dx.doi.org/10.1142/s1363919607001850.

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This paper explores the contribution of the purchasing function to ecological innovation in the upstream supply chains of manufacturing companies. In terms of innovation type, purchasing managers reported much more activity on ecological process innovation than on product or organisational innovation. Few purchasing managers initiate ecological innovation in supply themselves, although they can play a range of supporting roles, not least lobbying for internal acceptance of supplier innovations. Among the motives for undertaking such initiatives, cost advantages, corporate reputation, supply chain pressure and legal requirements dominate. While making a significant contribution, the role of purchasing managers in ecological innovation is thus, at the same time, somewhat limited. To an extent, these limitations can be explained by a lag between the technological innovations purchasing managers can induce in their supply chains and a lack in organisational innovation in the rules and practices that govern their own work.

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Karttunen, Elina. "Purchasing and supply management skills revisited: an extensive literature review." Benchmarking: An International Journal 25, no. 9 (November 29, 2018): 3906–34. http://dx.doi.org/10.1108/bij-03-2017-0047.

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PurposeResearch on purchasing managers and their skills requirements supports the training and education of purchasing professionals. This paper offers an in-depth analytical review of the purchasing skills reported in the supply chain management (SCM) literature. The purpose of this paper is to highlight the most important skills and factors that influence these skills.Design/methodology/approachThis paper employs a systematic literature review methodology. Two databases, Scopus and Web of Science, are searched for relevant articles. The selected journal articles are used as sources to obtain a view not only on the relevant purchasing and supply management (P/SM) skills, but also on factors that emphasize certain P/SM skills. This paper also summarizes the ten skills ranked as most important (often described as the “top ten”) among the sample articles.FindingsThe paper highlights the essential skills for purchasing professionals, verified both by their frequent appearances in rankings and by citation frequency in the literature. Generic managerial skills, such as communication, cost analysis, teamwork, problem-solving, negotiation, influencing, and persuasion, as well as information technology skills, received the most attention in the literature and rankings of the “top ten” P/SM skills. This paper provides a refined categorization of purchasing skills, which have merged recently with other discussed skills, such as political and entrepreneurial ones, into this categorization. This paper identifies factors that affect purchasing managers’ skills requirements.Originality/valueThis paper presents a structured overview of 57 peer-reviewed articles from high-quality journals about purchasing skills. The review contributes to the purchasing skills literature by showing the most relevant skills and the factors that influence skills requirements. These factors also provide arenas for further research related to purchasing skills.

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Yang, Jie, Hongming Xie, Guangsheng Yu, and Mingyu Liu. "Turning responsible purchasing and supply into supply chain responsiveness." Industrial Management & Data Systems 119, no. 9 (October 21, 2019): 1988–2005. http://dx.doi.org/10.1108/imds-01-2019-0029.

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Purpose The purpose of this paper is to investigate whether responsible purchasing (relational commitment and supplier evaluation) and responsible supply (supplier firm information sharing and supplier performance) affect the two factors of supply chain responsiveness including process efficiency and customer knowledge management capability, which, in turn, affect other three factors of supply chain responsiveness, such as dyadic quality performance, innovation capability and buyer‒supplier relationship improvement. Design/methodology/approach This study used questionnaire survey and statistical analytical methods. Employing path analysis, this study tested hypothesized relationships using data collected from manufacturers. Findings The findings of this study support the theorized links. Responsible purchasing and supply enhance supply chain responsiveness, which is reflected through process efficiency, customer knowledge management capability, dyadic quality performance, innovation capability and buyer‒supplier relationship improvement. Originality/value Grounded in the goal interdependence theory, this study investigates the effects of responsible purchasing and supply on supply chain responsiveness in the context of Chinese manufacturers. This study offers managerial implications and theoretical contribution.

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18

Carter, Joseph R., and Ram Narasimhan. "Purchasing and Supply Management: Future Directions and Trends." International Journal of Purchasing and Materials Management 32, no. 3 (September 1996): 2–12. http://dx.doi.org/10.1111/j.1745-493x.1996.tb00225.x.

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19

Msimangira, Kabossa A. B. "Purchasing and supply chain management practices in Botswana." Supply Chain Management: An International Journal 8, no. 1 (March 2003): 7–11. http://dx.doi.org/10.1108/13598540310463305.

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Ellegaard, Chris, Lena E. Bygballe, Anna Dubois, and Lars Bankvall. "Purchasing and supply management in the construction industry." Journal of Purchasing and Supply Management 16, no. 4 (December 2010): 219–20. http://dx.doi.org/10.1016/j.pursup.2010.09.004.

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21

Giunipero, Larry C., Robert E. Hooker, and Diane Denslow. "Purchasing and supply management sustainability: Drivers and barriers." Journal of Purchasing and Supply Management 18, no. 4 (December 2012): 258–69. http://dx.doi.org/10.1016/j.pursup.2012.06.003.

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22

Esposito, Emilio, and Renato Passaro. "Purchasing and Supply Management in a Changing World." Journal of Purchasing and Supply Management 19, no. 3 (September 2013): 119–21. http://dx.doi.org/10.1016/j.pursup.2013.07.002.

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23

Mohd Saifudin, Adam, and Lim Wei Yao. "GREEN PURCHASING: ANEFFECTIVE INTEGRATEDPROCESS OF SUPPLY CHAIN PERSPECTIVE IN MTT PRIORITY." Journal of Technology and Operations Management 13, Number 2 (December 25, 2018): 12–23. http://dx.doi.org/10.32890/jtom2018.13.2.2.

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Green purchasing has become a significant priority for organizations and related parties to ensure a sustainable environment and future. Organizations should practise green purchasing because it provides a lot of benefits to the internal part of organization and to the external environment. The objective of this research is to examine the significant effectiveness of green fundamentals of purchasing and supply management, purchasing administration and materials management in enhancing the integrated purchasing and supply management process (green purchasing). This research focuses on a company that practising best in green purchasing that is Malaysia Trade and Transport Priority (MTT Priority). 20 Questionnaires were distributed to the employees and interviews were conducted with the Chief Executive Officer (CEO) and General Manager (GM) in the company. Green fundamentals of purchasing and supply management, purchasing administration and materials management are the independent variables for the green purchasing. Theoretically, it contributes an insight study on how the independent variables will affect green purchasing and benefit the company. Practically, this research is applicable for organizations in various industries, especially those who are operating business, in making important decisions to improve sustainable operations. Based on this research, it is found that there is positive outcome to promote Green Purchasing in the business organizations.

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Schulze, Heike, and Lydia Bals. "Implementing sustainable purchasing and supply management (SPSM): A Delphi study on competences needed by purchasing and supply management (PSM) professionals." Journal of Purchasing and Supply Management 26, no. 4 (October 2020): 100625. http://dx.doi.org/10.1016/j.pursup.2020.100625.

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Gualandris, Jury, Hervé Legenvre, and Matteo Kalchschmidt. "Exploration and exploitation within supply networks." International Journal of Operations & Production Management 38, no. 3 (March 5, 2018): 667–89. http://dx.doi.org/10.1108/ijopm-03-2017-0162.

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Purpose The purpose of this paper is to introduce and define the concept of purchasing ambidexterity in terms of two dimensions: balance dimension and combined dimension. The study proceeds to empirically examine the multiple performance effects generated for the buying firm and its key suppliers. Design/methodology/approach Ambidexterity theory informs the authors’ conceptual model. To test the hypotheses, the authors collected survey data from 95 purchasing functions of medium and large European firms and applied various estimation techniques. Findings This research indicates that ambidexterity substantially varies across purchasing functions. Further, it discovers that a purchasing function’s ability to advance the combined magnitude of exploratory and exploitative activities represents an essential determinant of supplier efficiency, supplier product innovation, and buyer financial performance. Notably, this research also discovers that balancing the magnitudes of exploratory and exploitative activities on a relative basis produces negative effects on the innovativeness of the supply network. Originality/value Although ambidexterity theory has been applied to supply chain management, limited attention has been dedicated to purchasing ambidexterity. This gap led us to study how purchasing impacts the competitiveness of the buying firm and of its supply network by balancing and combining exploratory and exploitative activities. This research is the first to advance the notion of purchasing ambidexterity, unpack its underlying dimensions, and examine its multiple performance implications. Such a conceptual and empirical development presents new perspectives on how purchasing can help the buying firm and its supply network to strengthen their competitiveness.

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Liu, Ziyuan, Yingzhao Wu, Tianle Liu, Xiaoxue Wang, Wenzhuo Li, Ying Yin, and Xiangfei Xiao. "Double Path Optimization of Transport of Industrial Hazardous Waste Based on Green Supply Chain Management." Sustainability 13, no. 9 (May 7, 2021): 5215. http://dx.doi.org/10.3390/su13095215.

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With the deepening of the concepts of “sustainable development”, green supply chain management has gradually been attached great importance by the government and enterprises. Based on the green supply chain management method, this paper studies the path optimization of industrial hazardous waste treatment transportation in environmental protection enterprises, aiming at the green purchasing link, in order to realize the management of the green purchasing of environmental enterprises linked to green production under the green supply chain management which integrates green purchasing, hazardous waste storage and green disposal.

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Mazaud, Frédéric. "Purchasing strategy and supply chain management, the Airbus productive system case." RAIRO - Operations Research 54, no. 4 (April 16, 2020): 933–48. http://dx.doi.org/10.1051/ro/2019014.

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This paper analyzes the concomitant link between the evolution of purchasing policy and the evolution of supply chain management. The duality of the mode of coordination of the suppliers depends on the relationship between the architect and the first-tier suppliers, according to the strategic degree of their competence. The contribution of this paper is to illuminate the plasticity, the adaptation of the purchasing strategy. The purchasing strategy therefore adapts to the nature of the equipment or systems outsourced, the stakes and expectations are not at all the same. The more complex the product manufactured by the subcontractor, the more the purchasing strategy will seek the mastery of a particular skill. The more standard the product, the more the purchasing strategy aims at reducing costs. The purpose of this paper is twofold. We will show, on the one hand, that there is within the same productive organization a duality of modes of coordination, On the other hand that there is an interaction between the purchasing strategy and these different modes of coordination.

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Agrogiannis, S., and I. Kinias. "Sustainable Purchasing and Supply Chain Management: The Entrepreneurial Role of the Purchasing Function." Advances in Research 14, no. 5 (May 8, 2018): 1–23. http://dx.doi.org/10.9734/air/2018/41246.

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Jääskeläinen, Aki, and Jussi Heikkilä. "Purchasing and supply management practices in customer value creation." Supply Chain Management: An International Journal 24, no. 3 (May 7, 2019): 317–33. http://dx.doi.org/10.1108/scm-04-2018-0173.

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Purpose How do purchasing and supply management (PSM) practices create value for the business customers of a focal company? The purpose of this study is to approach the question by investigating the delivery of value over three tiers in the supply chain, that is, from suppliers to the focal company, and further to the focal company’s customers following value chain logic. Design/methodology/approach The study is carried out as a qualitative interview study in four focal companies operating in business-to-business markets. A total of 32 interviews are conducted targeted to managers and directors of sales and marketing, purchasing, product/service development and business units. Findings The study unveils the characteristics and interplay of supplier-oriented and cross-functional PSM practices in customer value creation. The findings indicate that cross-functional integration between purchasing and the other functions of a focal firm is most beneficial in improving supply flexibility to fulfill customer preferences, identifying new supplier offerings for the customer and facilitating time-to-market of new products. Research limitations/implications This study enhances managers’ understanding of the characteristics of the non-financial benefits of purchasing and the role of PSM practices in customer value creation and business success. The findings are indicative of potentially successful practices in the contexts studied. Originality/value This study contributes to the supply chain management literature on the benefits of the purchasing function by highlighting the value created for the customer of a focal company. It also extends the discussion in the supply chain management literature on customer value creating interaction processes in business relationships by focusing on PSM practices.

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D’Amico, Federico, Riccardo Mogre, Steve Clarke, Adam Lindgreen, and Martin Hingley. "How purchasing and supply management practices affect key success factors: the case of the offshore-wind supply chain." Journal of Business & Industrial Marketing 32, no. 2 (March 6, 2017): 218–26. http://dx.doi.org/10.1108/jbim-10-2014-0210.

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Purpose In reference to the offshore-wind industry, this study aims to show that innovative purchasing and supply management practices can increase both firm- and industry-level performance. This paper also includes a description of the offshore-wind supply chain, which remains understudied in academic literature, despite increasing global development of offshore-wind farms. Design/methodology/approach Offshore-wind farm projects use more and larger turbines, which greatly increase the complexity of the supply chain. Innovative purchasing and supply management practices, designed to tackle this growing complexity, could help companies achieve the key success factors that define this industry. The evidence comes from real-world, offshore-wind farm projects, with the London Array farm as a principal example. Findings Innovative purchasing and supply management practices include decisions to make or buy, contract forms and local-to-global sourcing. These practices affect the key success factors of the industry by increasing competition, capabilities and control. Originality/value Purchasing and supply management practices could affect industry-level performance. This paper is among the first ones to provide an analysis of the offshore-wind supply chain and its evolution.

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31

Gadde, Lars-Erik, and Finn Wynstra. "Purchasing management and the role of uncertainty." IMP Journal 12, no. 1 (March 12, 2018): 127–47. http://dx.doi.org/10.1108/imp-05-2017-0030.

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Purpose The purpose of this paper is to analyze the role of uncertainty in purchasing and supply management, and the changes of this role over time. Design/methodology/approach The paper is based on a literature review of the development of purchasing and supply management over time and how these issues have been related to uncertainty and dependence. This examination also required analysis of the impact of other concepts from behavioral sciences: interdependence, power and control. Findings The paper shows that the relationship between purchasing management and uncertainty has changed substantially over time. Traditionally, uncertainty was avoided, while firms today are engaged in efforts of handling the consequences of uncertainty. This modification affected the features of buyer-supplier relationships, as well as the perspectives and the exploitation of power, control and dependence. Originality/value The paper demonstrates both positive and negative consequences of uncertainty, depending on the approach applied in purchasing. Moreover, the analysis shows that uncertainty cannot be avoided. Modifications of purchasing management will reduce certain types of uncertainty. But the same modification also results in increases of other forms of uncertainty.

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Cooper, Robert W., Garry L. Frank, and Robert A. Kemp. "The Ethical Environment Facing Purchasing and Supply Management Professionals." Business and Professional Ethics Journal 15, no. 3 (1996): 65–89. http://dx.doi.org/10.5840/bpej199615318.

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Schulze, Heike, Lydia Bals, and Thomas E. Johnsen. "Individual competences for sustainable purchasing and supply management (SPSM)." International Journal of Physical Distribution & Logistics Management 49, no. 3 (April 16, 2019): 287–304. http://dx.doi.org/10.1108/ijpdlm-01-2018-0036.

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PurposeImplementing sustainability into global supply networks remains a challenge for companies. Purchasing and supply management (PSM) interacts closely with supply network actors, thus influencing how the firm’s value creation is delivered. While previous sustainable PSM (SPSM) research has shed light on how to manage sustainability on an organizational level, the individual competences PSM professionals require are less understood. The paper aims to discuss this issue.Design/methodology/approachThe authors conducted a systematic literature review to determine the current research coverage of specific competences and knowledge required to implement sustainability. The authors complemented this with data from 46 interviews with practitioners. From coding the data with NVivo, a first comprehensive competence overview for SPSM was developed.FindingsThe literature review results, complemented with interview data, highlight that functional-oriented, cognition-oriented, social-oriented and meta-oriented competences form part of a comprehensive SPSM competence model. We propose a framework that includes these, and integrates two behavioral moderators on the organizational level, i.e. situational enabling, as well as empowerment and obligation.Research limitations/implicationsWhile the proposed framework provides a basic first systematization of SPSM competences, further research is needed to extend it. There is ample opportunity to shed further light on both individual and organizational-level factors that influence the application of SPSM competences, and therefore SPSM behavior.Practical implicationsThe results have implications for higher education and professional training programs in companies. The framework provides an overview of competences needed for SPSM. The discussion highlights the need to apply education and training methods for different types of competences that are suitable for conveying implicit knowledge apart from explicit knowledge.Originality/valueAdressing a current research gap in sustainability-related competences in PSM, the overall framework highlights SPSM competences of interest to both scholars and managers alike.

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Carr, Amelia S., and Larry R. Smeltzer. "The relationship of strategic purchasing to supply chain management." European Journal of Purchasing & Supply Management 5, no. 1 (March 1999): 43–51. http://dx.doi.org/10.1016/s0969-7012(98)00022-7.

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Harland, Christine. "Welcome to the Journal of Purchasing and Supply Management." Journal of Purchasing and Supply Management 9, no. 1 (January 2003): 1. http://dx.doi.org/10.1016/s1478-4092(03)00007-4.

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Kerkfeld, Dieter, and Evi Hartmann. "Maximizing impact of investments into purchasing and supply management." International Journal of Physical Distribution & Logistics Management 42, no. 5 (June 8, 2012): 464–89. http://dx.doi.org/10.1108/09600031211246528.

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Hallikas, Jukka, and Katrina Lintukangas. "Purchasing and supply: An investigation of risk management performance." International Journal of Production Economics 171 (January 2016): 487–94. http://dx.doi.org/10.1016/j.ijpe.2015.09.013.

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Gelderman, Cees J., and Janjaap Semeijn. "Managing the global supply base through purchasing portfolio management." Journal of Purchasing and Supply Management 12, no. 4 (July 2006): 209–17. http://dx.doi.org/10.1016/j.pursup.2006.10.002.

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Matopoulos, Aristides, John E. Bell, and Emel Aktas. "The use of modelling in purchasing/supply management research." Journal of Purchasing and Supply Management 22, no. 4 (December 2016): 262–65. http://dx.doi.org/10.1016/j.pursup.2016.08.003.

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Meschnig, Gavin, Craig Carter, and Lutz Kaufmann. "Conducting multilevel studies in purchasing and supply management research." Journal of Purchasing and Supply Management 24, no. 4 (October 2018): 338–42. http://dx.doi.org/10.1016/j.pursup.2017.11.001.

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Knight, Louise, and Wendy L. Tate. "Quality and integrity in purchasing and supply management research." Journal of Purchasing and Supply Management 24, no. 3 (June 2018): 177–82. http://dx.doi.org/10.1016/j.pursup.2018.06.001.

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Johnsen, Thomas E. "Purchasing and supply management in an industrial marketing perspective." Industrial Marketing Management 69 (February 2018): 91–97. http://dx.doi.org/10.1016/j.indmarman.2018.01.017.

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Ateş, Melek Akın, and Huriye Memiş. "Embracing supply base complexity: the contingency role of strategic purchasing." International Journal of Operations & Production Management 41, no. 6 (June 7, 2021): 830–59. http://dx.doi.org/10.1108/ijopm-09-2020-0662.

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PurposeThis paper aims to empirically examine the moderating role of strategic purchasing on the relationship between supply base complexity (SBC) and purchasing performance.Design/methodology/approachSurvey data were collected from 209 firms listed in the Capital Top 500 Firms of Turkey. Measurement properties were assessed via confirmatory factor analysis, and the conceptual model was tested via hierarchical regression analysis. A supplementary analysis based on 14 semi-structured interviews was conducted to provide further insights on the survey findings.FindingsRegarding structural SBC, the results suggest that horizontal complexity and supplier interaction improve purchasing performance, but only in firms with high strategic purchasing. By contrast, spatial complexity reduces purchasing performance in firms with high strategic purchasing, while supplier differentiation does not have any effect. Regarding dynamic SBC, the results show that both delivery complexity and supplier instability reduce purchasing performance when firms have low strategic purchasing. Interviews further suggest that firms with high strategic purchasing leverage the positive effects and mitigate the negative effects of SBC by having a long-term focus, considering multiple performance criteria and adopting advanced purchasing practices.Practical implicationsIn contrast to what is widely posited in the existing literature, the nuanced findings of this study reveal that complexity is not always detrimental. The results suggest that practitioners should aim for high levels of strategic purchasing to suppress the negative effects of SBC while leveraging its benefits.Originality/valueBy investigating the contingency role of strategic purchasing, this study provides novel insights into the under-investigated issue of how to best “manage” SBC.

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Mogre, Riccardo, Adam Lindgreen, and Martin Hingley. "Tracing the evolution of purchasing research: future trends and directions for purchasing practices." Journal of Business & Industrial Marketing 32, no. 2 (March 6, 2017): 251–57. http://dx.doi.org/10.1108/jbim-01-2016-0004.

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Purpose This conceptual paper details the evolution of purchasing research and describes the increasing integration of purchasing with other strategic functions to identify key trends in purchasing practices together with their implications for purchasing research. Design/methodology/approach This study takes a conceptual approach and reviews prior literature to describe the field and predict future developments. Findings Purchasing is increasingly integrated with different business functions, such as strategy, marketing, decision-making and supply chain management. Key real-world trends include sustainable and ethical purchasing, purchasing in the digital economy, supply chain risk management and public sector purchasing. These trends suggest both avenues for further research and specific methodologies to pursue them. Originality/value By providing a comprehensive overview of the trends in purchasing practice and research, this study offers unique insights, especially for researchers who seek to continue expanding the field.

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Wiengarten, Frank, and Eamonn Ambrose. "The role of geographical distance and its efficacy on global purchasing practices." International Journal of Operations & Production Management 37, no. 7 (July 3, 2017): 865–81. http://dx.doi.org/10.1108/ijopm-09-2015-0556.

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Purpose The purpose of this paper is to investigate the extent to which the geographical location of and thus the geographical distance between buyer and supplier impact on the efficacy of purchasing practices (i.e. strategic purchasing management, tactical purchasing management, relational purchasing management) in terms of operational performance. Design/methodology/approach The authors utilise cross-country data collected through the International Purchasing Survey group across a variety of countries and industry sectors. The authors conduct exploratory factor analysis to assess construct validity and regression analysis to test the varying effects of purchasing practices on operational performance. The authors split the sample to compare potential differences in the efficacy of purchasing practices between buyers and suppliers through geographical characteristics. Findings The results indicate that the efficacy of purchasing practices does indeed vary depending on differences in geographical location. Specifically, the authors identify that in cases where the buyer and supplier are located in the same country tactical and relational purchasing tools have a positive impact on operational performance. However, in cases where they are situated in different countries none of the purchasing tools seems to significantly improve operational performance. Originality/value Research that has taken a cross-country perspective on the efficacy of supply chain practices is surprisingly sparse. Since most supply chains are becoming more and more global it is important to consider the geographical location of the supply chain members when assessing the performance benefits of supply chain practices such as purchasing tools. Thus, the authors introduce and test the concept of geographical distance on the efficacy of purchasing practices at the dyadic level. To test the implications of geographical distance for purchasing practices the authors use a large-scale cross-country survey.

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Nathalia, Evelyn, and Riris Loisa. "Pengaruh Strategi Pembelian Terhadap Performa Perusahaan di Jabodetabek Dengan Integrasi Pembelian Sebagai Variabel Moderasi." Jurnal Manajemen Bisnis dan Kewirausahaan 4, no. 3 (May 21, 2020): 17. http://dx.doi.org/10.24912/jmbk.v4i3.7910.

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This study was conducted to analyze the effect of purchasing strategies, namely negotiations, relationships with suppliers, cost management, and supply management on company performance in Jabodetabek which is moderated by purchasing integration. This research was obtained from primary data in the form of questionnaire results that were distributed for five months (February 2019-June 2019). This questionnaire was filled in by respondents who worked as procurement in a company located in Greater Jakarta. Respondents will fill out a questionnaire using a Likert scale with a scale of 1-6, namely "Strongly Disagree" and 6 is "Strongly Agree".The conclusion of this research is negotiation, supplier relations, cost management, and supply management have a significant effect on company performance in Jabodetabek. Purchasing integration moderates the effect of supplier relationships on company performance in Jabodetabek. However, the integration of purchasing does not moderate the effects of negotiation, cost management and supply management on the company's performance in Jabodetabek.

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Difrancesco, Rita Maria, Davide Luzzini, and Andrea S. Patrucco. "Purchasing realized absorptive capacity as the gateway to sustainable supply chain management." International Journal of Operations & Production Management 42, no. 5 (March 21, 2022): 603–36. http://dx.doi.org/10.1108/ijopm-10-2021-0627.

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PurposeCompanies' ability to build sustainable supply chains and achieve strategic sustainability objectives largely depends on their supply network characteristics and the nature of the relationships with strategic suppliers. This poses the question of how purchasing departments can help to translate this sustainability commitment into performance benefits. The authors focus the attention on buyer-supplier information sharing practices and study how the availability of information interplays with the purchasing realized absorptive capacity (PRAC) to positively impact performance (operational, environmental and social).Design/methodology/approachThe study collected data from 305 procurement executives in four European countries and tested the hypotheses empirically using structural equation modeling. Mediation analysis is used to test the effect of PRAC on the relationship between buyer-supplier information sharing and performance.FindingsThe results show that increasing buyer-supplier information sharing is sufficient to obtain a positive impact on operational performance. To improve purchasing sustainability performance, companies need to develop their PRAC to adequately transform and exploit external information and identify opportunities in the environmental and social areas. Thanks to these purchasing capabilities, organizations can overcome potential trade-offs between different performance dimensions.Originality/valueIn the context of collaborative buyer-supplier relationships, this study is one of the first to propose purchasing knowledge management capabilities (i.e. PRAC) as a key factor to improve multiple performance dimensions. Additionally, it captures different sustainability aspects, concluding that organizations can improve purchasing operational, environmental and social performances by implementing appropriate information sharing mechanisms with suppliers and developing their PRAC.

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Foerstl, Kai, Martin C. Schleper, and Michael Henke. "Purchasing and supply management: From efficiency to effectiveness in an integrated supply chain." Journal of Purchasing and Supply Management 23, no. 4 (October 2017): 223–28. http://dx.doi.org/10.1016/j.pursup.2017.08.004.

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Zhu, Liu. "Green Supply Chain Management." Journal of Digitainability, Realism & Mastery (DREAM) 1, no. 01 (July 8, 2022): 12–17. http://dx.doi.org/10.56982/journalo.v1i01.7.

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This study had shown that green training practices in firms play the most important roles and provided some advantages to the green supply chain management in an organization. This study need to solve the problem because the problem will make the firm not effective in the production level. This problems need to be solve because to ensure that the supply chain management on that cover area of green purchasing are doing well according to the departments in firms. Besides that, implementation of effective green training will make a good sustainable in green supply chain that will impact on the overall well-being of society and environment. In this study, (Adriano Alves Teixeira, 2016) also shown that, the green training very important on having effective relationship with customers that cover on the collaboration with customers. Other than that, this problem need to be counter on the lack green training practices in order to increase the satisfactions for the customers related to the products.

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van Lith, Jan, Hans Voordijk, Julieta Matos Castano, and Bart Vos. "Assessing maturity development of purchasing management in construction." Benchmarking: An International Journal 22, no. 6 (August 3, 2015): 1033–57. http://dx.doi.org/10.1108/bij-07-2014-0071.

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Purpose – Prime contractors spent a substantial part of their turnover on purchasing. The management of the purchasing function therefore has a large influence on the overall performance of a prime contractor. The more developed the purchasing function is, the greater its contribution to success of the companies. The purpose of this paper is to measure and explain the development in maturity of the purchasing function in construction firms. Design/methodology/approach – Based on a literature review, a theoretical framework for the assessment of purchasing maturity is provided first. Then a longitudinal multiple case study is executed in order to assess the maturity development of the purchasing function in seven construction companies. Results are compared with a historical baseline assessment. Findings – The results demonstrate an increase in the maturity of the purchasing function in general and in particular in the management of strategic relations. The case companies have reached a maturity in which they start to coordinate activities in their supply chains. Increased use of IT solutions enables a more integrated approach of the construction process. Practical implications – IT and in particular Building Information Modelling pave the path towards an integrated supply chain, which in turn enables the reduction of waste in the processes. Nevertheless, companies still struggle with the tension between project-based flexibility and long-term relations with suppliers. Originality/value – The development of purchasing maturity was measured in a baseline measurement and in a second assessment performed five years later by using the exact same model and exact same case companies.

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