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Journal articles on the topic 'Purchasing management'

Author: Grafiati

Published: 4 June 2021

Last updated: 10 March 2023

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1

Werr, Andreas, and Frida Pemer. "Purchasing management consulting services—From management autonomy to purchasing involvement." Journal of Purchasing and Supply Management 13, no. 2 (March 2007): 98–112. http://dx.doi.org/10.1016/j.pursup.2007.05.003.

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2

Kulkarni, Shashank. "Purchasing." Journal of Business Strategy 17, no. 5 (May 1996): 17–20. http://dx.doi.org/10.1108/eb039803.

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3

Pijpers, Annemieke, and C. K. Lysons. "Purchasing." Journal of the Operational Research Society 41, no. 9 (September 1990): 891. http://dx.doi.org/10.2307/2583514.

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4

Pijpers, Annemieke. "Purchasing." Journal of the Operational Research Society 41, no. 9 (September 1990): 891. http://dx.doi.org/10.1057/jors.1990.136.

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5

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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6

Reid, Dan. "Purchasing and Materials Management Textbooks." Academy of Management Review 11, no. 4 (October 1986): 878. http://dx.doi.org/10.2307/258411.

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7

Reid, Dan. "Purchasing and Materials Management Textbooks." Academy of Management Review 11, no. 4 (October 1986): 878–83. http://dx.doi.org/10.5465/amr.1986.4284145.

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8

Pearson, John N., and Karen J. Gritzmacher. "Integrating purchasing into strategic management." Long Range Planning 23, no. 3 (June 1990): 91–99. http://dx.doi.org/10.1016/0024-6301(90)90057-b.

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9

Hemsworth, David. "An Empirical Assessment Of The EFQM Excellence Model In Purchasing." International Business & Economics Research Journal (IBER) 15, no. 4 (June 30, 2016): 127–46. http://dx.doi.org/10.19030/iber.v15i4.9715.

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This study focuses on the important concepts of quality management, internal customer satisfaction, and business performance within the neglected purchasing unit of manufacturing firms on the basis of the European Foundation for Quality Management (EFQM) Excellence Model, thus, filling a void in the existing literature. In doing so, this study tests the viability of the EFQM model in a single functional unit. Three hypothesis were generated based on the EFQM model to identify the specific relationships between purchasing’s quality management practices (EFQM enabler), internal customer satisfaction, and business performance (EFQM results). The hypotheses were tested through structural equation modeling based on a sample of 306 purchasing agents within manufacturing. The results indicated that the EFQM seem to be a viable model that represents what impacts implementing QMP enablers will have on the resultants, ICS and OP. Additionally, the results identified that the extent of adoption of quality management purchasing has a direct positive impact on improving internal customer satisfaction and an indirect positive impact on business performance mediated by internal customer satisfaction, as predicted by the EFQM model. This study highlights the positive impact of adoption of EFQM in the purchasing area, thus, lends support to purchasing departments trying to justify the implementation of quality management practices to their administrations. Additionally, it gives upper management, looking for ways to improve the company’s bottom line, the specifics to do this through the implementation of quality management practices in purchasing. Management and purchasing departments are given a blueprint for improving their performance.

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10

Heikkilä, Jussi, Riikka Kaipia, and Mika Ojala. "Purchasing category management: providing integration between purchasing and other business functions." International Journal of Procurement Management 11, no. 5 (2018): 533. http://dx.doi.org/10.1504/ijpm.2018.094350.

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Ojala, Mika, Jussi Heikkilä, and Riikka Kaipia. "Purchasing category management: providing integration between purchasing and other business functions." International Journal of Procurement Management 11, no. 5 (2018): 533. http://dx.doi.org/10.1504/ijpm.2018.10014393.

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12

Jessop, David. "Professional purchasing." European Journal of Purchasing & Supply Management 1, no. 2 (June 1994): 119. http://dx.doi.org/10.1016/0969-7012(94)90024-8.

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13

Smeltzer, Larry R., and Jeffrey A. Ogden. "Purchasing Professionals' Perceived Differences between Purchasing Materials and Purchasing Services." Journal of Supply Chain Management 38, no. 1 (December 2002): 54–70. http://dx.doi.org/10.1111/j.1745-493x.2002.tb00120.x.

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14

Tate, Wendy L., Lisa M. Ellram, and Ulrich Schmelzle. "A little help from my friends: how purchasing gains influence in complex business-to-business services: the case of legal." Journal of Business & Industrial Marketing 32, no. 2 (March 6, 2017): 206–17. http://dx.doi.org/10.1108/jbim-01-2015-0006.

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Purpose The purpose of this research is to develop an understanding of how purchasing can become meaningfully involved in complex business-to-business service purchases. Design/methodology/approach A single in-depth case study method of an exemplar organization was applied to better understand the purchasing function’s role in adding to the value proposition in complex, non-traditional business-to-business service purchases. Findings Powerful allies or advocates can mediate purchasing involvement in service procurement. However, once the involvement is initiated, purchasing must make a positive contribution with respect to the specific needs and expectations of the budget owner to retain its influence. Research limitations/implications This research extends institutional theory to show how powerful allies or advocates can mediate purchasing involvement in the complex services spend. Practical implications This study describes the potential impact of purchasing’s involvement in complex services spend and highlights the opportunities for purchasing managers to improve supplier management and drive out additional costs. Originality/value For the business practitioner, this research provides evidence regarding how individual functions can gain influence in the organization. A conceptual model describes the meaningful involvement of purchasing in complex business-to-business service purchases.

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15

Luzzini, Davide, and Stefano Ronchi. "Cinderella purchasing transformation: linking purchasing status to purchasing practices and business performance." Production Planning & Control 27, no. 10 (January 25, 2016): 787–96. http://dx.doi.org/10.1080/09537287.2015.1137986.

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16

Tullous, Raydel, and J. Michael Munson. "Organizational Purchasing Analysis for Sales Management." Journal of Personal Selling & Sales Management 12, no. 2 (January 1, 1992): 15–26. http://dx.doi.org/10.1080/08853134.1992.10753904.

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17

Presutti, William D. "Purchasing Management Practices of Small Manufacturers." Journal of Purchasing and Materials Management 24, no. 4 (December 1988): 26–31. http://dx.doi.org/10.1111/j.1745-493x.1988.tb00461.x.

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18

Axelsson, Björn, Jens Laage-Hellman, and Ulf Nilsson. "Modern management accounting for modern purchasing." European Journal of Purchasing & Supply Management 8, no. 1 (March 2002): 53–62. http://dx.doi.org/10.1016/s0969-7012(01)00017-x.

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19

Landeros, Robert, and Richard E. Plank. "How ethical are purchasing management professionals?" Journal of Business Ethics 15, no. 7 (July 1996): 789–803. http://dx.doi.org/10.1007/bf00381743.

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20

Jessop, David A. "Purchasing and the management of materials." European Journal of Purchasing & Supply Management 1, no. 3 (September 1994): 193. http://dx.doi.org/10.1016/0969-7012(94)90009-4.

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21

Jessop, David A. "Purchasing management, analysis, planning and practice." European Journal of Purchasing & Supply Management 1, no. 3 (September 1994): 194–95. http://dx.doi.org/10.1016/0969-7012(94)90010-8.

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22

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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23

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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24

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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25

Wilson, Timothy L. "Industrial purchasing and effective materials management." Industrial Marketing Management 15, no. 3 (August 1986): 254. http://dx.doi.org/10.1016/0019-8501(86)90036-2.

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26

Quiñones Chumacero, Susana Milagros, Jorge Rafael Diaz Dumont, Atilio Rodolfo Buendia Giribaldi, Miguel Antonio Rojas Quispe, and Erika Mirella Gutierrez Sullca. "Purchasing management in supply chain improvement." Journal of Scientific and Technological Research Industrial 1, no. 2 (December 8, 2020): 09–12. http://dx.doi.org/10.47422/jstri.v1i2.4.

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Purchasing management is a complex process embedded in the supply chain, and by itself requires special treatment. To guarantee correct management, it is necessary to know the benefits of this type of management, and how the organization can adapt and incorporate it into its processes. In conclusion, purchasing management as a strategy applied to the production chain process allows promoting organizational competitiveness.

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27

Lindgreen, Adam, Balázs Révész, and Mark Glynn. "Purchasing orientation." Journal of Business & Industrial Marketing 24, no. 3/4 (March 13, 2009): 148–53. http://dx.doi.org/10.1108/08858620910939697.

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28

Poissonnier, Hugues. "How purchasing became a strategic function: from purchasing to external resources management." Strategic Direction 33, no. 2 (February 13, 2017): 1–3. http://dx.doi.org/10.1108/sd-11-2016-0156.

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Purpose This paper aims to show the most important evolutions of the purchasing function. Design/methodology/approach This paper is a historical approach. Findings Purchasing is becoming more and more strategic. Research limitations/implications New skills are required for buyers. Originality/value This paper aims at explaining the evolution of purchasing which is the most evolving function in companies today. By becoming more and more strategic, purchasing contributes to the evolution of all the company.

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29

Tian, Mei Li. "The Effective Management of Chinese Enterprise Procurement through Research." Applied Mechanics and Materials 496-500 (January 2014): 2880–83. http://dx.doi.org/10.4028/www.scientific.net/amm.496-500.2880.

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the specific content of enterprise purchasing management including, set procurement goals, develop procurement system, clear authority, hiring of procurement staff, design related purchasing process and form, and draw up plan and budget and so on. To strengthen the management of Chinese enterprise procurement needs from establishing modern enterprise purchasing management idea, standardize procurement process, procurement, developing e-commerce for procurement outsourcing, a purchasing alliance, strengthen the management of suppliers, strengthen procurement control, to speed up the purchasing information construction, etc.

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30

Rodríguez-Escobar, Javier Alfonso, and Javier González-Benito. "The effect of strategic alignment on purchasing management." Management Research Review 40, no. 11 (November 20, 2017): 1175–200. http://dx.doi.org/10.1108/mrr-02-2017-0042.

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Purpose This research aims to establish the role of the purchasing function’s strategic alignment in the relationship between well-established practices and performance in that function. It is argued that the strategic alignment of purchasing may have effects (direct, mediating and moderating effects) on the purchasing function’s operating performance. Design/methodology/approach The hypotheses derived from key studies about strategic and advanced purchasing practices are tested with data from 156 industrial companies using structural equation modelling methodology. Findings The results suggest that the effect of strategic alignment on the role of purchasing consists of mediated effects on purchasing performance through implementation of certain advanced practices. It was also concluded that strategic alignment – as well as the implementation of these advanced purchasing practices – fosters the implementation of differentiation strategies based on quality, dependability and flexibility rather than on the implementation of cost leadership strategies. Research limitations/implications Although it is a common practice in operations management research, the use of perceptual measures obtained from a single informant constitutes a noteworthy limitation. Future research should make an effort to combine different sources of information and to identify and use more objective indicators. Practical implications Top managers should take into account the need to involve the purchasing function in the firm’s strategic planning process. Originality/value The results not only confirm findings from previous literature as to the purchasing function’s strategic relevance but also help clarify the mechanisms that make this integration important.

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31

PRANGER, JUDITH K. "Service-Wise Purchasing." Nursing Management (Springhouse) 21, no. 9 (September 1990): 46???49. http://dx.doi.org/10.1097/00006247-199009000-00021.

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32

Raso, Rosanne. "Value-Based Purchasing." Nursing Management (Springhouse) 44, no. 5 (May 2013): 28–34. http://dx.doi.org/10.1097/01.numa.0000429001.54893.bb.

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33

&NA;. "Value-Based Purchasing." Nursing Management (Springhouse) 44, no. 5 (May 2013): 34–35. http://dx.doi.org/10.1097/01.numa.0000429933.49807.8d.

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34

Raso, Rosanne. "Value-Based Purchasing." Nursing Management (Springhouse) 46, no. 5 (May 2015): 24–31. http://dx.doi.org/10.1097/01.numa.0000463882.54082.64.

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35

&NA;. "Value-Based Purchasing." Nursing Management (Springhouse) 46, no. 5 (May 2015): 31–32. http://dx.doi.org/10.1097/01.numa.0000465360.69262.67.

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36

Burns, Lawton R., and J. Andrew Lee. "Hospital purchasing alliances." Health Care Management Review 33, no. 3 (July 2008): 203–15. http://dx.doi.org/10.1097/01.hmr.0000324906.04025.33.

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37

Urwin, Peter. "Advice to purchasing authorities." Psychiatric Bulletin 17, no. 3 (March 1993): 164–65. http://dx.doi.org/10.1192/pb.17.3.164.

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We are now well into the second year of the separation of purchaser and provider functions in the National Health Service. District health authorities as purchasers of services are required to assess the health care needs of their population (NHS Management Executive, 1991a) and seek professional advice regarding both the need for, and the provision of, services. The NHS Management Executive acknowledges that local clinicians in provider units will continue to make a major contribution to this advice (NHS Management Executive, 1991b).

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38

Sherer, Susan A. "Purchasing software systems." Information & Management 24, no. 5 (January 1993): 257–66. http://dx.doi.org/10.1016/0378-7206(93)90003-c.

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39

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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40

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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41

Johnston, Wesley J., Arch G. Woodside, and Nyren Vyas. "Industrial Purchasing Strategies: Recommendations for Purchasing and Marketing Managers." Journal of Marketing 53, no. 4 (October 1989): 111. http://dx.doi.org/10.2307/1251384.

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42

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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43

O'Connor, Steve, and Stephen Pugh. "Collaborative Purchasing." Collection Management 24, no. 1-2 (January 2000): 57–77. http://dx.doi.org/10.1300/j105v24n01_05.

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44

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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45

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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46

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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47

Knight, Louise, Yi-Hsi Tu, and Jude Preston. "Integrating skills profiling and purchasing portfolio management: An opportunity for building purchasing capability." International Journal of Production Economics 147 (January 2014): 271–83. http://dx.doi.org/10.1016/j.ijpe.2013.06.013.

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48

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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49

Badger, Barbara. "Youʼre not just purchasing gloves, youʼre purchasing patient and employee protection." Nursing Management (Springhouse) 31, no. 11 (November 2000): 36–39. http://dx.doi.org/10.1097/00006247-200011000-00023.

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50

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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