Journal of Purchasing and Supply Management最新文献

Timely, compliant payment to suppliers is a significant issue in purchasing and supply management (PSM) but research into its determinants is limited. Here we draw on social responsibility, fintech and digital purchasing literatures, and institutional and stakeholder theories to explain variations in supplier payment times. A sample of 509 firms spanning 2018–2021 is used for panel regression analysis. Contrary to expectations, the COVID-19 pandemic did not lead to longer payment times or reduced compliance with payment terms, which we attribute to state-funded business supports and corporate decisions to accelerate payment to vulnerable suppliers. Institutional pressure in the form of payment codes was associated with shorter payment times and improved compliance during the pandemic. Supply chain finance (SCF) was associated with longer payment times during the pandemic while e-invoicing had no effect. Overall, institutional pressure seems to contribute to faster payment but stakeholder-centred fintech and digitalisation does not.

Performance-based contracting in the defence sector, also known as performance-based logistics (PBL), is attracting growing interest from operations and supply management scholars. In the defence sector, PBL entails outsourcing weapon system-related maintenance and logistics activities in such a way that it incentivises suppliers to invest in equipment reliability and process improvements at a reasonable cost. Research has advanced our knowledge of how PBL contracts are designed and implemented, but we still have only limited understanding of PBL evaluation issues, specifically PBL effectiveness and its influencing factors. Focusing on the defence context, we address this knowledge gap through a systematic literature review and synthesis of 45 peer-reviewed articles. We identify 15 factors influencing PBL effectiveness, which are grouped into six categories: governance, supply chain management, defence buyer input, innovation, environmental factors, and resources and capabilities. We extend prior research by developing a classification framework of the factors influencing PBL effectiveness. Further, we leverage defence industry-specific characteristics to suggest avenues for impactful future research through a series of propositions, including the need to examine how political factors influence the effectiveness of performance-based contracting in the defence sector. We also suggest that environmental sustainability and resilience requirements should be included when evaluating the effectiveness of PBL contracts and defence contracting more generally.

How buyer-supplier relationships manage and recover from periods of distress is a critical managerial challenge. We examine this issue specifically by looking at buyer-supplier relationships that are recovering from a supply chain disruption. Governance studies have been central in the supplier management literature for some time, and we are motivated to understand the role of governance for relationships in distress and the impact of power dynamics in this context. We explore the impact of contractual and relational governance on disruption response and recovery and examine the moderating role of power that the buyer might leverage over their suppliers following a disruption. Power is conceptualised as threat of coercion and promise of reward, and thus reflects the two contrasting dimensions of power. Addressing common concerns with single respondent surveys, we used a cross-sectional survey to collect matched pair data from 239 US manufacturers and examined the dyadic perspectives of both buyers and suppliers, analysing the data using hierarchical OLS regression. We found that contractual and relational governance both enhance disruption response and recovery by encouraging supplier cooperation. We also report that threat of coercion from the buyer, and the promise of reward for a supplier, is not effective in reinforcing the positive impact that contractual governance has on disruption response and recovery performance. However, we find that the promise of a reward does enhance the effectiveness of relational governance in improving the response and recovery.

The use of artificial intelligence (AI) in purchasing and supply management (PSM) has great potential, e.g. for automating processes and supporting PSM employees. Nevertheless, the number of realized AI use cases in PSM is still limited, and mostly in large companies. This paper examines first requirements for the implementation of AI in PSM. Second, design principles are developed on the basis of the identified requirements. Third, exemplary AI use cases in PSM are presented. For this purpose, a literature analysis is first conducted and followed by interviews with 17 PSM and technology experts. Finally, 40 requirements for the implementation of AI in PSM are developed from the conducted expert interviews. Based on these 40 requirements, ten design principles are developed in the sense of the design science research (DSR) approach to describe the relevant activities for the implementation of AI in PSM. The artifacts developed in this paper will contribute to the implementation of AI in PSM. The applicable research results should facilitate the transfer of knowledge into practice and contribute to the establishment of the DSR method in PSM research.

This study investigates how sustainability-related risks are managed in multi-tier supply chains. It focuses on the strategies and practices that companies use to manage sustainability-related risks and how these differ between supply chains and supply chain tiers. We use a multiple-case study with 25 companies forming 5 multi-tier supply chains. As a result of this study, we present a conceptual framework for sustainability-related risk management practices in multi-tier supply chains and apply it empirically by defining sustainability-related risk management profiles for the case supply chains. We show that in multi-tier supply chains, companies need direct and indirect collaboration and direct and indirect monitoring practices for managing sustainability-related risks emanating from not only their first-tier suppliers but also lower-tier suppliers. Our framework helps purchasing and supply chain managers understand the dimensions of sustainability-related risk management in a multi-tier setting and develop strategies and practices for mitigating and managing those risks. We also empirically show the challenge of extending sustainability-related risk management practices beyond first-tier suppliers due to the different practices in different supply chain tiers.

The wave of digitalisation is impacting companies at multiple levels. Beside the most researched impacts on manufacturing, also other business functions are subjected to the change. Among them, purchasing is expected to greatly benefit from digitalisation, if properly managed. This research analyses the digitalisation of the purchasing process, in terms of how and why it happens, and the co-evolution which is triggered on the social dimension. A multiple-case study approach is adopted, analysing eight companies from industries characterized by different digital intensity levels but all at a relatively advanced stage of digitalisation of the purchasing department. The results show how different technological innovation approaches (i.e., automation and/or augmentation) impact the evolution of the purchasing department's social dimension in terms of autonomy, job enlargement, competences, internal and external collaboration. A new framework describing how automation and augmentation impact on purchasing social dimension, as well as purchasing efficiency and effectiveness, is proposed as main theoretical contribution. The study combines the socio-technical systems perspective with the automation-augmentation paradox and describe the strong relationship between purchasing departments' social and technical dimensions, offering managers insights on handling a purchasing digitalisation process, simultaneously managing the technical and social dimensions impacted along the process.

This research presents the results of a multiple method study exploring the future competence requirements for purchasing and supply management (PSM) professionals in the face of increasing demand for innovative and sustainable product and service solutions. Data collection consisted of four stages: first, a World Café was held to gather experts’ insights into PSM skills, which helped to refine a first survey round of eleven open-ended questions. A second survey round then followed, presenting four scenarios based on the results of the initial round. Finally, interviews were conducted to explore the results in detail. The participants in all stages were senior PSM experts from a variety of sectors, including manufacturing and service organisations, as well as academic institutions, consulting firms and non-governmental organisations. The results show that the expected changes in the future business environment mainly concern the application of digital technologies, increasing supply chain flexibility and transparency, sustainability performance and the need to build soft skills to support interpersonal relationships as well as hard skills to support supply chain design.

Supply chain finance (SCF) can play a role in improving supply chain (SC) sustainability. That is why academics have started investigating the connection between SCF and sustainable SC management, and practitioners have begun developing new SCF solutions with a sustainable orientation. Although SCF solutions have been suggested as supporting tools for the diffusion of sustainability within SCs, academic contributions have only partially investigated sustainable SCF (SSCF). There is the need to understand in greater detail first, how different SC sustainability practices (e.g., supplier assessment, supplier development, incentives to suppliers, and third-party involvement) can be integrated into SCF solutions; second, how different brokerage roles can facilitate this integration to contribute to the successful implementation of an SSCF solution. This paper investigates those aspects through multiple international exploratory case studies. The results confirm that SCF solutions become sustainable by integrating different SC sustainability practices, either embedded in the SSCF solutions or reinforced by the implementation of the solutions. Moreover, involving new actors, including third-party information providers, NGOs, and certification bodies, who assume different brokerage roles, positively influences the development of SSCF solutions.