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Journal articles on the topic 'Purchasing Performance'

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Published: 4 June 2021
Last updated: 3 February 2022

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1

Benton, David C. "Performance purchasing." Nursing Management 1, no. 3 (June 1994): 10–11. http://dx.doi.org/10.7748/nm.1.3.10.s16.

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2

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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3

Felch, R. Bruce, and Robert I. Felch. "Controlling Purchasing Price Performance." Journal of Purchasing and Materials Management 24, no. 3 (September 1988): 36–39. http://dx.doi.org/10.1111/j.1745-493x.1988.tb00636.x.

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Nair, Anand, Jayanth Jayaram, and Ajay Das. "Strategic purchasing participation, supplier selection, supplier evaluation and purchasing performance." International Journal of Production Research 53, no. 20 (June 11, 2015): 6263–78. http://dx.doi.org/10.1080/00207543.2015.1047983.

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Spaulding, Aaron, Nick Edwardson, and Mei Zhao. "Hospital Value-Based Purchasing Performance." Journal of Healthcare Management 63, no. 1 (2018): 31–48. http://dx.doi.org/10.1097/jhm-d-16-00015.

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6

Barth, Jens Andreas. "Tool for Purchasing Positioning – Assessment of Purchasing Maturity and Performance Level." Business and Management Research 7, no. 4 (December 3, 2018): 29. http://dx.doi.org/10.5430/bmr.v7n4p29.

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This article provides a practical approach to evaluate the performance level of a purchasing organization before (ex ante) and after (ex post) the execution of a cost optimization project.A purchasing organization is often questioned, when performance (output) is not provided at the expected level (for example poor EBIT contribution). Provided there is a connection between performance level and the positioning of a purchasing organization, the interesting questions are: which aspects influence the performance level (output) and subsequently how can the effectiveness (input) of a purchasing organization be measured.The aim of this paper is to examine an applicable positioning tool, that helps to analyse and assess performance level and supports the selection of appropriate and tangible measures for sustainable cost optimization as an integrated tool of a cost optimization approach in the analysis phase.The utilized methodology considers an internet and literature research of typical evaluation methods and approaches, authors observation and synthesis of knowledge.Based on the research and subsequently logical reasoning a positioning tool is derived. Initially two formulated hypotheses are tested and confirmed through the application of the tool in three executed cost optimization projects and finally validated by semi-structured interviews with six purchasing experts.More accurate and precise evaluation of a purchasing organization prior to execution of a cost optimization project could lead to a better selection of cost optimization approaches and can help to reduce waste of time, capacity and expenditures. Assessment after project closure help to demonstrate the lift in performance.
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Cavinato, Joseph L. "Purchasing Performance: What Makes the Magic?" Journal of Purchasing and Materials Management 23, no. 3 (September 1987): 10–16. http://dx.doi.org/10.1111/j.1745-493x.1987.tb00186.x.

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8

Carter, Craig R. "Purchasing social responsibility and firm performance." International Journal of Physical Distribution & Logistics Management 35, no. 3 (March 2005): 177–94. http://dx.doi.org/10.1108/09600030510594567.

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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

Gelderman, Cees Johannes, Jelle De Jonge, Jos Schijns, and Janjaap Semeijn. "INVESTIGATING COOPERATIVE PURCHASING PERFORMANCE - A SURVEY OF PURCHASING PROFESSIONALS IN DUTCH HOSPITALS." Central European Review of Economics and Management 2, no. 1 (March 15, 2018): 133. http://dx.doi.org/10.29015/cerem.568.

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Aim: Cooperative purchasing is considered a promising area for lowering the cost in the health care sector, although recent initiatives show mixed results. The purpose of this study is to find a thorough explanation for the performance of cooperative purchasing in healthcare by investigating the role of trust, commitment, organizational factors (i.e. group formality, and IT system effectiveness) and interpersonal skills (i.e. teamwork skills, and communication).Design/research method: A conceptual model for the performance of cooperative purchasing was developed. This model was empirically validated using a survey of 88 Dutch hospital purchasing professionals.Conclusions/findings: Analysis shows a significant impact of trust and commitment in cooperative purchasing groups on performance. Group formality and teamwork skills appear to be essential for achieving trust and cooperative purchasing performance. We also found a positive impact of IT system effectiveness on commitment, not on trust. Positive feelings about the group and positive expectation about the continuity of the group can be stimulated through effective IT systems. Since proper IT support is often neglected in many healthcare organizations, management efforts to improve IT systems could truly facilitate the tactical purchasing process of cooperative purchasing in hospitals.Originality/value of the article: Many cooperative purchasing initiatives suffer from conflicts over the allocation of savings, time, and costs. Despite the growing importance of cooperative purchasing, few empirical studies have explored the effects on hospital performance. Our study extends previous research by investigating the relationships between trust, commitment, and the performance of cooperative purchasing (1) and the impact of organizational factors and interpersonal skills on trust and commitment in purchasing groups within a healthcare context (2).
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11

Richter, Nicole Franziska, Christopher Schlaegel, David F. Midgley, and Tabea Tressin. "Organizational structure characteristics’ influences on international purchasing performance in different purchasing locations." Journal of Purchasing and Supply Management 25, no. 4 (October 2019): 100523. http://dx.doi.org/10.1016/j.pursup.2018.12.001.

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12

Carr, Amelia S., and Larry R. Smeltzer. "The Relationship Among Purchasing Benchmarking, Strategic Purchasing, Firm Performance, and Firm Size." Journal of Supply Chain Management 35, no. 4 (September 1999): 51–60. http://dx.doi.org/10.1111/j.1745-493x.1999.tb00244.x.

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13

Belo, Isabel Franklin de Jesus Marques, Teresa Freitas Belo, and Alvaro Menezes Amaral. "The Mediation Effects of Purchasing Strategy and Supplier Integration on the Relations Between Purchasing Skills and Corporate Performance." Timor Leste Journal of Business and Management 2 (September 30, 2020): 1–13. http://dx.doi.org/10.51703/bm.v2i2.17.

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The objectives of this study are to: 1) test the influence of purchasing skills on corporate performance; 2) test mediation effect of strategic purchasing on the relationship between purchasing skills and corporate performance; and 3) test the mediation effect of supplier integration on the relationship between purchasing strategy and corporate performance. This research carried out in 105 restaurants as micro and small enterprises (MSEs) in Dili, and questionnaires were used to collect data. SMART-PLS 3.0 was used to test hypothesis. The findings revealed that purchasing skills had no significant impacts on corporate performance, while supplier integration fully mediated the relationship between purchasing strategy and corporate performance. By contrast, strategic purchasing has no significant impact on the relationship between purchasing skills and corporate performance. This research extends the empirical works of Carr and Smeltzser (2000), Carr and Pearson (2002) and Cho et al. (2019) by using a combined strategic purchasing and supplier integration as mediation variables to enhance the relations between purchasing skills and corporate performance. This study also contributes to the debate on firm’s resources and capabilities and their impacts on competitive advantages and firm performance in emerging countries. The study practically contributes to the restaurant regulators and managers which aim to enhance corporate performance by using supplier integration and strategic purchasing.
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14

Sánchez‐Rodríguez, Cristóbal, Ángel R. Martínez‐Lorente, and José G. Clavel. "Benchmarking in the purchasing function and its impact on purchasing and business performance." Benchmarking: An International Journal 10, no. 5 (October 2003): 457–71. http://dx.doi.org/10.1108/14635770310495500.

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15

Jinhui Wu, Sarah, and David J. Closs. "The impact of integrating return components planning with purchasing decisions on purchasing performance." International Journal of Logistics Management 20, no. 1 (May 22, 2009): 57–78. http://dx.doi.org/10.1108/09574090910954846.

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16

Zanardi, Mylène. "Buyer and business partner relationship supporting purchasing performance." Strategic Direction 33, no. 2 (February 13, 2017): 30–32. http://dx.doi.org/10.1108/sd-11-2016-0152.

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Purpose In purchasing field, the author would like to demonstrate that purchasing performance can be improved by something else than hard skills. The soft skills have at present an important role to reach the objectives as a buyer, and more focus should be on that aspect of skills. The author proved, by facts and figures, that the soft skills are not used enough and can really improve purchasing performance. Design/methodology/approach The methodology used was to interview professional people, manager, directors and buyer in purchasing function to prove the link between performance and soft skills. Indeed, the soft skills are linked to the personality and relationship build between the buyer and the business partner. The author investigated to see what is currently the relation between buyer function and business partner, based on their soft skills. Findings The author demonstrated through his interview, reading and analysis that there is a real link between the soft skills – relationship build between buyer and business partner – and purchasing performance. Originality/value The value of this paper is that he add a new skill to use to improve the purchasing performance. Indeed, instead of focusing only on saving or on hard skills, a focus can be used on the soft skills which will really improve the relationship and the performance-results in the purchasing function. The main aspect focusing on soft skill will be to act and react differently than we use to, started by listening to the business partner first, listening to their needs, understand their world, their job and their issues. The main change will be to listen before doing anything else. It is necessary to be in an active listening posture with them to be able then to give them answer and improve the own purchasing performance.
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17

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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18

Easton, Liane, David J. Murphy, and John N. Pearson. "Purchasing performance evaluation: with data envelopment analysis." European Journal of Purchasing & Supply Management 8, no. 3 (September 2002): 123–34. http://dx.doi.org/10.1016/s0969-7012(02)00002-3.

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19

Opoku-Agyeman, William. "Hospital Group Purchasing Alliance and Financial Performance." Academy of Management Proceedings 2018, no. 1 (August 2018): 18109. http://dx.doi.org/10.5465/ambpp.2018.77.

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20

Caniato, Federico, Davide Luzzini, and Stefano Ronchi. "Purchasing performance management systems: an empirical investigation." Production Planning & Control 25, no. 7 (December 12, 2012): 616–35. http://dx.doi.org/10.1080/09537287.2012.743686.

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21

Janda, Swinder, and Srivatsa Seshadri. "The influence of purchasing strategies on performance." Journal of Business & Industrial Marketing 16, no. 4 (July 2001): 294–308. http://dx.doi.org/10.1108/eum0000000005502.

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22

Zhao, Mei, D. Rob Haley, Aaron Spaulding, and Holly A. Balogh. "Value-Based Purchasing, Efficiency, and Hospital Performance." Health Care Manager 34, no. 1 (2015): 4–13. http://dx.doi.org/10.1097/hcm.0000000000000048.

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23

Jiwa Husada Tarigan, Zeplin, Hotlan Siagian, Sautma Ronni Basana, and Ferry Jie. "Effect of Key User Empowerment, Purchasing Strategy, Process Integration,Production System to Operational Performance." E3S Web of Conferences 130 (2019): 01042. http://dx.doi.org/10.1051/e3sconf/201913001042.

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This study examines the influence of key user empowerment on the operational performance through the mediating role of process integration, purchasing strategy and production system. The questionnaires were distributed to 120 manufacturing companies domiciled in East Java Region. Of the 120, 70 questionnaires are valid for further analysis. Data analysis used Partial Least Square (PLS) version 3.0. The finding are as follows: Key user empowerment affects the process integration. Key user empowerment influence the purchasing strategy. Process integration affects the purchasing. Process integration also influence the production system. Purchasing strategy provide support in the company's production system. Process Integration affects the company's operational performance. Purchasing strategy does not affect the operational performance. Purchasing strategy has an impact on company performance through a production system. The production system provides an increasein company performance. In summary, the key user empowerment has a direct and indirect impact on operational performance through process integration, purchasing strategy, and the production system. This study enriches the current research in supply chain management and provide an insight for the manager in improving the operational performance.
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24

Rodríguez-Escobar, Javier Alfonso, and Javier González-Benito. "The role of information technology in purchasing function." Journal of Business & Industrial Marketing 30, no. 5 (June 1, 2015): 498–510. http://dx.doi.org/10.1108/jbim-06-2012-0106.

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Purpose – This paper aims to analyze how information technology (IT) can help explain performance by the purchasing function. In addition to analyzing the direct effect and mediating role of purchasing practices in the relationship between IT and purchasing performance, as has been considered in previous research, this study investigates the possibility of a moderating effect of IT in the relationships between purchasing practices and purchasing performance. Design/methodology/approach – The propositions are tested with data from 156 purchasing managers, collected through a survey of members of the Spanish Association of Professionals of Purchasing and Supply Management who work in industrial companies. Findings – Although IT investments exert a positive effect on the purchasing function, the results show that this effect takes place through the implementation of purchasing practices that in turn improve the results of the purchasing function. Originality/value – Instead of focusing on a single, specific effect of IT investment in the purchasing function, this paper considers three potential effects (direct, mediated and moderating). Thus, it provides a more comprehensive overview of the topic and a more complete elucidation of the actual effects.
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25

Pohl, Mathies, and Kai Förstl. "Achieving purchasing competence through purchasing performance measurement system design—A multiple-case study analysis." Journal of Purchasing and Supply Management 17, no. 4 (December 2011): 231–45. http://dx.doi.org/10.1016/j.pursup.2011.04.001.

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26

Akın Ateş, Melek, Erik M. van Raaij, and Finn Wynstra. "The impact of purchasing strategy-structure (mis)fit on purchasing cost and innovation performance." Journal of Purchasing and Supply Management 24, no. 1 (January 2018): 68–82. http://dx.doi.org/10.1016/j.pursup.2017.05.002.

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27

Ates, Melek Akin, Erik van Raaij, and Finn Wynstra. "The Impact of Purchasing Strategy-Structure (Mis)fit on Purchasing Cost and Innovation Performance." Academy of Management Proceedings 2014, no. 1 (January 2014): 12592. http://dx.doi.org/10.5465/ambpp.2014.12592abstract.

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28

Chao, Chiang-nan. "Purchasing performance measurements-Views of purchasing managers, buyers and internal customers from different industries." Journal of Operations Management 9, no. 3 (August 1990): 435–36. http://dx.doi.org/10.1016/0272-6963(90)90184-f.

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29

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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30

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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31

Carter, Craig R., Rahul Kale, and Curtis M. Grimm. "Environmental purchasing and firm performance: an empirical investigation." Transportation Research Part E: Logistics and Transportation Review 36, no. 3 (September 2000): 219–28. http://dx.doi.org/10.1016/s1366-5545(99)00034-4.

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32

Thrulogachantar, P., and Suhaiza Zailani. "The influence of purchasing strategies on manufacturing performance." Journal of Manufacturing Technology Management 22, no. 5 (June 7, 2011): 641–63. http://dx.doi.org/10.1108/17410381111134482.

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33

Fawcett, Stanley E. "Purchasing Characteristics and Supplier Performance in Maquiladora Operations." International Journal of Purchasing and Materials Management 29, no. 4 (December 1993): 25–33. http://dx.doi.org/10.1111/j.1745-493x.1993.tb00258.x.

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34

Das, Ajay, and Ram Narasimhan. "Purchasing Competence and Its Relationship with Manufacturing Performance." Journal of Supply Chain Management 36, no. 2 (March 2000): 17–28. http://dx.doi.org/10.1111/j.1745-493x.2000.tb00074.x.

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35

Kwon, Sun-Dong, Hee-Dong Yang, and Chris Rowley. "The Purchasing Performance of Organizations Using e-Marketplaces." British Journal of Management 20, no. 1 (March 2009): 106–24. http://dx.doi.org/10.1111/j.1467-8551.2007.00555.x.

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36

Wicks, Elliot K., and Mark A. Hall. "Purchasing Cooperatives for Small Employers: Performance and Prospects." Milbank Quarterly 78, no. 4 (December 2000): 511–46. http://dx.doi.org/10.1111/1468-0009.00184.

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37

Hanghøj, Astrid. "The Impact of Purchasing Capabilities on Delivery Performance." Supply Chain Forum: An International Journal 16, no. 1 (January 2015): 14–25. http://dx.doi.org/10.1080/16258312.2015.11517364.

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González‐Benito, Javier. "Information technology investment and operational performance in purchasing." Industrial Management & Data Systems 107, no. 2 (March 20, 2007): 201–28. http://dx.doi.org/10.1108/02635570710723813.

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Emiliani, M. L., D. J. Stec, and L. P. Grasso. "Unintended responses to a traditional purchasing performance metric." Supply Chain Management: An International Journal 10, no. 3 (July 2005): 150–56. http://dx.doi.org/10.1108/13598540510606197.

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Hemsworth, David, Cristóbal Sánchez‐Rodríguez, and Bruce Bidgood. "Determining the impact of quality management practices and purchasing‐related information systems on purchasing performance." Journal of Enterprise Information Management 18, no. 2 (April 2005): 169–94. http://dx.doi.org/10.1108/17410390510579909.

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41

Foo, Meow Yee, Kanagi Kanapathy, Suhaiza Zailani, and Mohd Rizaimy Shaharudin. "The impact of green purchasing capabilities and practices on firm sustainability." Asia Proceedings of Social Sciences 2, no. 1 (December 2, 2018): 9–13. http://dx.doi.org/10.31580/apss.v2i1.269.

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The Conceptual framework of this study consists of the three main hypotheses to examine and reflect the positive relationship between the green purchasing capabilities ( integration, intra-organizational, innovative, financial and manufacturing) and green purchasing practices (supplier selection, development, collaboration, and evaluation) on triple bottom line performance. (Environmental, economic and intangible performance). The results of the study revealed that green manufacturing, financial, intraorganisational, and integration capabilities have positive significant effects on green purchasing practices. Nevertheless, innovation capabilities have no significant effect on green purchasing practices. On the other hand, the survey results indicate that green purchasing practices have positive effects on the triple bottom line performance of the firms. The research finding shows that there is a positive effect of green manufacturing capabilities, green integration capabilities and green intraorganisational capabilities on the triple bottom line performance. Meanwhile, there is no effect of green innovative and green financial capabilities on the triple bottom line performance of the firms.
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Yee Foo, Meow, Kanagi Kanapathy, Suhaiza Zailani, and Mohd Rizaimy Shaharudin. "The Impact of Green Purchasing Capabilities and Practices on Firm Sustainability." Science Proceedings Series 1, no. 1 (March 21, 2019): 16–21. http://dx.doi.org/10.31580/sps.v1i1.513.

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The Conceptual framework of this study consists of the three main hypotheses to examine and reflect the positive relationship between the green purchasing capabilities ( integration, intra-organizational, innovative, financial and manufacturing) and green purchasing practices (supplier selection, development, collaboration,and evaluation) on triple bottom line performance. (Environmental, economic and intangible performance). The results of the study revealed that green manufacturing, financial, intraorganisational, and integration capabilities have positive significant effects on green purchasing practices. Nevertheless, innovation capabilities have no significant effect on green purchasing practices. On the other hand, the survey results indicate that green purchasing practices have positive effects on the triple bottom line performance of the firms. The research finding shows that there is a positive effect of green manufacturing capabilities, green integration capabilities and green intraorganisational capabilities on the triple bottom line performance. Meanwhile, there is no effect of green innovative and green financial capabilities on the triple bottom line performance of the firms
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43

Khan, Syed Abdul Rehman, Qianli Dong, Yu Zhang, and Syed Shahid Khan. "The Impact of Green Supply Chain on Enterprise Performance: In the Perspective of China." Journal of Advanced Manufacturing Systems 16, no. 03 (August 2017): 263–73. http://dx.doi.org/10.1142/s0219686717500160.

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This study explores the impact of green supply chain (GSC) practices on the enterprise performance in the context of Chinese manufacturing enterprises. A sample of 415 companies’ data was collected from the Chinese manufacturing industry. There are five predictors, including green distribution, green purchasing, green manufacturing, green information system, and eco-design, that were measured for the GSC practices. The GSC practices were measured by five predictors, including green distribution, green purchasing, green manufacturing, green information system, and eco-design. By using exploratory analysis and linear multiple regression analysis, the findings show that except for green distribution, rest of the independent variables have been found to be positively significant to predict enterprise performance. However, the green purchasing has revealed the greatest impact on enterprise performance. Therefore, senior management of the enterprises should implement green practices in their supply chain to increase the overall performance. In future, researchers can conduct comparative studies between manufacturing industry and other industries. In addition, they may bring in some other independent variables, including green logistics, co-operation with customers, and green transportation system. In this research, we estimate the economic and environmental performances together as enterprise performance. But in future, researchers may also calculate the economic and environmental performances separately.
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44

Ashenbaum, Bryan, and Arnold Maltz. "Purchasing-logistics integration and supplier performance: an information-processing view." International Journal of Logistics Management 28, no. 2 (May 8, 2017): 379–97. http://dx.doi.org/10.1108/ijlm-07-2014-0113.

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Purpose The purpose of this paper is to develop a purchasing-logistics integration (PLI) conceptualization along two dimensions: mutual responsibility and integrative efforts. This conceptualization is then tested as to whether it provides any insights for supplier performance. Design/methodology/approach Information-Processing Theory is used to posit hypotheses linking the dimensions of PLI with various measures of supplier performance. Hypotheses are then tested with a dyadic data set of purchasing and logistics managers, using multiple regression methods. Findings Purchasing managers found mutual responsibility to positively influence supplier delivery speed, whereas logistics managers found it to positively influence supplier price performance. Generally speaking, purchasing managers perceived a stronger linkage between formal integrative efforts (liaison roles and joint reward systems) and supplier performance, whereas logistics managers perceived this linkage to be stronger for informal integrative efforts such as information exchange and collaboration. Research limitations/implications Study results are cross-sectional in nature and consist of three major industry groupings. The dyadic data were analyzed separately to avoid significant data loss. Practical implications Supply chain managers will find the areas where purchasing and logistics managers overlap in their perceptions (as well as where they differ) useful. In addition, an understanding of how PLI influences supplier performance should help improve organizational effectiveness. Originality/value PLI is a highly important, yet understudied, internal connection. This study provides a useful framework in helping academics and practitioners better understand this crucial internal connection, and how it relates to the performance extracted from suppliers.
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von Haartman, Robin, and Lars Bengtsson. "The impact of global purchasing and supplier integration on product innovation." International Journal of Operations & Production Management 35, no. 9 (September 7, 2015): 1295–311. http://dx.doi.org/10.1108/ijopm-03-2015-0128.

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Purpose – The interest in global purchasing has increased significantly in recent years, but the impact on product innovation is not well understood. The purpose of this paper is to empirically analyse the impact of global purchasing on product innovation sourced from suppliers, while taking into account how firms integrate their suppliers. Design/methodology/approach – The data used in this study are from the International Purchasing Survey, an international online survey on purchasing and supply management conducted in 2009. The data are analysed using factor and regression analyses. Findings – The paper shows that global purchasing has no direct impact on product innovation performance. However, supplier integration is more strongly associated with product innovation performance for firms purchasing globally compared to firms purchasing regionally. Practical implications – The implication is that when companies purchase globally, they must have a highly developed purchasing department in order to sustain a high level of innovation. For firms purchasing only regionally, the role of the purchasing department is diminished, at least in terms of contributing to innovation. Originality/value – This paper contributes to the discussion of potential advantages and disadvantages of global purchasing. First, the paper provides an explanation for the ambiguous results of previous research. Product innovation does not depend on whether firms are purchasing globally or not, it depends on how they purchase. This paper has showed that when purchasing globally, the role of the purchasing department becomes crucial for product innovation. The proficiency and activities of the purchasing department largely determine the success, in terms of supplier product innovation, of global purchasing.
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Germain, Richard, and Cornelia Dröge. "Effect of just-in-time purchasing relationships on organizational design, purchasing department configuration, and firm performance." Industrial Marketing Management 26, no. 2 (March 1997): 115–25. http://dx.doi.org/10.1016/s0019-8501(96)00113-7.

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Carr, Amelia S., and John N. Pearson. "The impact of purchasing and supplier involvement on strategic purchasing and its impact on firm’s performance." International Journal of Operations & Production Management 22, no. 9 (September 2002): 1032–53. http://dx.doi.org/10.1108/01443570210440528.

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Cho, Meehee, Mark A. Bonn, Larry Giunipero, and Jim Divers. "Restaurant purchasing skills and the impacts upon strategic purchasing and performance: The roles of supplier integration." International Journal of Hospitality Management 78 (April 2019): 293–303. http://dx.doi.org/10.1016/j.ijhm.2018.09.012.

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Setiawan, Edwin Hadi, and Anisatul Fauziah. "Pengaruh Keamanan, Kemudahan, Kepercayaan, Dan Risiko Kinerja Terhadap Keputusan Pembelian Secara Online." Jurnal Ilmu Manajemen Advantage 1, no. 1 (June 30, 2017): 64–75. http://dx.doi.org/10.30741/adv.v1i1.21.

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This study aims to determine how the influence of security, easy, trust and performance risk to online purchasing decisions either partially, simultaneously or dominant. This type of research using survey. The sample in this research 50 respondents there is users of tokopedia.com in Lumajang district. Methods of data collection with questionnaires distributed online using google forms. Data analysis using descriptive analysis and multiple regression analysis. The results showed variable security, easy, trust and performance risk partially have a significant positive effect on online purchasing decisions. While the simultaneous variable security, easy, trust and performance risk have a significant positive effect on online purchasing decisions. While the most dominant in influencing purchasing decision online is the security.
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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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