Pub Date : 2025-06-01DOI: 10.1016/j.pursup.2025.100995
Cornelia Molitoris, Andreas H. Glas, Michael Eßig
Performance-based contracting (PBC) promises a win-win situation for suppliers and buyers in exchange relationships. It allows buyers to focus on their core competencies and shift responsibility for system sustainment to suppliers. The latter are expected to deliver services more efficiently and effectively, benefiting from higher profit margins and greater flexibility. However, successful implementation of PBC is vital to realise these advantages. This case study explores the contextual and structural factors influencing the implementation of PBC as a procurement strategy, drawing on implementation and strategic fit theory. The findings reveal seven critical factors influencing PBC implementation: strategic priorities, flexibility of legal requirements, the innovativeness of organisational culture, formalisation and centralisation of organisational structure, availability of organisational resources, and stakeholder communication. Moreover, the findings demonstrate that these factors are adaptable, with their case-specific composition determining which conceptual components of the PBC strategy are implemented. A strategy-structure fit for PBC implementation is achieved when the PBC concept and influencing factors are aligned.
{"title":"Implementing PBC as a procurement strategy in the public sector: Understanding strategy-structure fit","authors":"Cornelia Molitoris, Andreas H. Glas, Michael Eßig","doi":"10.1016/j.pursup.2025.100995","DOIUrl":"10.1016/j.pursup.2025.100995","url":null,"abstract":"<div><div>Performance-based contracting (PBC) promises a win-win situation for suppliers and buyers in exchange relationships. It allows buyers to focus on their core competencies and shift responsibility for system sustainment to suppliers. The latter are expected to deliver services more efficiently and effectively, benefiting from higher profit margins and greater flexibility. However, successful implementation of PBC is vital to realise these advantages. This case study explores the contextual and structural factors influencing the implementation of PBC as a procurement strategy, drawing on implementation and strategic fit theory. The findings reveal seven critical factors influencing PBC implementation: strategic priorities, flexibility of legal requirements, the innovativeness of organisational culture, formalisation and centralisation of organisational structure, availability of organisational resources, and stakeholder communication. Moreover, the findings demonstrate that these factors are adaptable, with their case-specific composition determining which conceptual components of the PBC strategy are implemented. A strategy-structure fit for PBC implementation is achieved when the PBC concept and influencing factors are aligned.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 3","pages":"Article 100995"},"PeriodicalIF":6.8,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144253571","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper investigates the impact of artificial intelligence (AI) on spend classification in buyer firms, using the organizational information processing theory (OIPT) as a reference framework. Existing research on the use of AI in procurement lacks a holistic approach that effectively integrates human oversight. This gap is particularly evident in procurement activities beyond automating repetitive tasks, especially in advanced analyses supporting strategic purchasing decisions, such as spend classification. Through a case study approach focusing on providers of AI-based spend classification solutions, this research highlights how AI addresses the substantial information processing needs that exceed the internal capabilities of buyer firms. By aligning these needs with the capabilities enabled by the adoption of AI, the study demonstrates a significant advancement in spend classification practices. This research applies the theoretical constructs of the OIPT at the intersection of two relatively unexplored domains—spend classification and AI and aims to translate these constructs into actionable insights for professionals, thereby making a significant contribution to the field.
{"title":"AI meets spend classification: A new frontier in information processing","authors":"Michela Guida, Federico Caniato, Antonella Moretto","doi":"10.1016/j.pursup.2025.100993","DOIUrl":"10.1016/j.pursup.2025.100993","url":null,"abstract":"<div><div>This paper investigates the impact of artificial intelligence (AI) on spend classification in buyer firms, using the organizational information processing theory (OIPT) as a reference framework. Existing research on the use of AI in procurement lacks a holistic approach that effectively integrates human oversight. This gap is particularly evident in procurement activities beyond automating repetitive tasks, especially in advanced analyses supporting strategic purchasing decisions, such as spend classification. Through a case study approach focusing on providers of AI-based spend classification solutions, this research highlights how AI addresses the substantial information processing needs that exceed the internal capabilities of buyer firms. By aligning these needs with the capabilities enabled by the adoption of AI, the study demonstrates a significant advancement in spend classification practices. This research applies the theoretical constructs of the OIPT at the intersection of two relatively unexplored domains—spend classification and AI and aims to translate these constructs into actionable insights for professionals, thereby making a significant contribution to the field.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 3","pages":"Article 100993"},"PeriodicalIF":6.8,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144253569","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-06-01DOI: 10.1016/j.pursup.2024.100975
Bublu Thakur-Weigold , Iman Parsa , Burcu Balcik , Luk N. Van Wassenhove
Purchasing and Supply Management (PSM) plays a critical role in the work of Humanitarian Organizations (HOs). This position paper reviews the existing literature and analyzes two contemporary cases from practice to provide an overview of the key characteristics of humanitarian PSM. It highlights the unique objectives of humanitarian operations in contrast to profit-seeking firms. It also notes a convergence of boundary conditions, as uncertainty and disruptions become increasingly prevalent across all contexts. Despite sectoral differences, commercial PSM can significantly benefit from the strategies and practices developed in humanitarian settings. Using the Disaster Management Lifecycle to differentiate segments of humanitarian work, PSM is positioned not as a mere transactional function, but as a strategic enabler of humanitarian missions. To stimulate further research in humanitarian PSM, five key themes in the research landscape are summarized: make-or-buy decisions, global or local sourcing, collaboration and alliances, sustainable sourcing, and digitalization.
{"title":"Purchasing and supply management in humanitarian settings","authors":"Bublu Thakur-Weigold , Iman Parsa , Burcu Balcik , Luk N. Van Wassenhove","doi":"10.1016/j.pursup.2024.100975","DOIUrl":"10.1016/j.pursup.2024.100975","url":null,"abstract":"<div><div>Purchasing and Supply Management (PSM) plays a critical role in the work of Humanitarian Organizations (HOs). This position paper reviews the existing literature and analyzes two contemporary cases from practice to provide an overview of the key characteristics of humanitarian PSM. It highlights the unique objectives of humanitarian operations in contrast to profit-seeking firms. It also notes a convergence of boundary conditions, as uncertainty and disruptions become increasingly prevalent across all contexts. Despite sectoral differences, commercial PSM can significantly benefit from the strategies and practices developed in humanitarian settings. Using the Disaster Management Lifecycle to differentiate segments of humanitarian work, PSM is positioned not as a mere transactional function, but as a strategic enabler of humanitarian missions. To stimulate further research in humanitarian PSM, five key themes in the research landscape are summarized: make-or-buy decisions, global or local sourcing, collaboration and alliances, sustainable sourcing, and digitalization.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 3","pages":"Article 100975"},"PeriodicalIF":6.8,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144253817","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-06-01DOI: 10.1016/j.pursup.2025.100996
Juliette Engelhart , Jens K. Roehrich , Brian Squire
An emerging body of literature has pinpointed to the importance of governance mechanisms - the formal and informal rules of exchange - to control and coordinate inter-organizational relationships (IORs) during disruptions. While recent evidence suggests that governance mechanisms are important to the outcomes of disruptions, research has not yet investigated the use of contractual and relational coordination mechanisms nor the resulting trajectories over time to manage IORs across three distinct, yet inter-connected, disruption phases (i.e., detect, respond, recover). We combined exploratory interviews and an in-depth case study to explore strategic IORs in the energy industry. We found that managers actively coordinate IORs to address disruptions using specific contractual and relational coordination activities depending on the coordination requirement of the disruption phase. Relational coordination is used in the detect phase due to relationship history. However, in the subsequent respond and recover phases, managers choose relational coordination if the supplier signals willingness to cooperate, or contractual coordination if the supplier signals unwillingness. We contribute to the disruption management and governance mechanisms literature by adding to nascent knowledge on managing the respond and recover phases of disruptions via contractual and relational coordination under situational factors (i.e., operational disruptions), and we establish distinct coordination trajectories for strategic IORs experiencing disruptions.
{"title":"Coordinating supplier-induced disruptions via governance mechanisms: Aligning coordination activities with coordinating requirements","authors":"Juliette Engelhart , Jens K. Roehrich , Brian Squire","doi":"10.1016/j.pursup.2025.100996","DOIUrl":"10.1016/j.pursup.2025.100996","url":null,"abstract":"<div><div>An emerging body of literature has pinpointed to the importance of governance mechanisms - the formal and informal rules of exchange - to control and coordinate inter-organizational relationships (IORs) during disruptions. While recent evidence suggests that governance mechanisms are important to the outcomes of disruptions, research has not yet investigated the use of contractual and relational coordination mechanisms nor the resulting trajectories over time to manage IORs across three distinct, yet inter-connected, disruption phases (i.e., detect, respond, recover). We combined exploratory interviews and an in-depth case study to explore strategic IORs in the energy industry. We found that managers actively coordinate IORs to address disruptions using specific contractual and relational coordination activities depending on the coordination requirement of the disruption phase. Relational coordination is used in the detect phase due to relationship history. However, in the subsequent respond and recover phases, managers choose relational coordination if the supplier signals willingness to cooperate, or contractual coordination if the supplier signals unwillingness. We contribute to the disruption management and governance mechanisms literature by adding to nascent knowledge on managing the respond and recover phases of disruptions via contractual and relational coordination under situational factors (i.e., operational disruptions), and we establish distinct coordination trajectories for strategic IORs experiencing disruptions.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 3","pages":"Article 100996"},"PeriodicalIF":6.8,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144253573","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-06-01DOI: 10.1016/j.pursup.2025.101014
Dmitry Ivanov
Supply chain (SC) resilience takes network connectivity and performance persistence perspectives, which supplement each other. The extant literature has developed a large body of knowledge about SC resilience's network and performance indicators. However, we are unaware of any published research combining these two perspectives in resilience assessment. Therefore, this study aims to advance our understanding of how network and performance indicators can mutually enhance each other when analysing SC resilience as both a system property (quality) and an outcome (quantity). The unique contribution of our study is a combined use of network science and discrete-event simulation allowing for mixed-method grounded integration of static and dynamic views of supply chain resilience. Using node degrees as network indicators and on-time delivery, fulfilment rate, and time-to-recovery as performance indicators, we examine reactions of these indicators to a disruption to the sourcing strategies of three different flexibility degrees. We observe that network science methods can be used to identify disruption existence while simulation methods allow quantifying performance impact. We show how and when the combined application of network and performance indicators can inform decision-makers about SC resilience, and propose a generalised guideline for a practical implementation of the developed approach. Our main conclusion is that SC resilience-assessment models can be mutually enhanced by including network characteristics and process dynamics through a combination of network analysis and simulation.
{"title":"What network and performance indicators can tell us about supply chain and sourcing resilience (and what they cannot)","authors":"Dmitry Ivanov","doi":"10.1016/j.pursup.2025.101014","DOIUrl":"10.1016/j.pursup.2025.101014","url":null,"abstract":"<div><div>Supply chain (SC) resilience takes network connectivity and performance persistence perspectives, which supplement each other. The extant literature has developed a large body of knowledge about SC resilience's network and performance indicators. However, we are unaware of any published research combining these two perspectives in resilience assessment. Therefore, this study aims to advance our understanding of how network and performance indicators can mutually enhance each other when analysing SC resilience as both a system property (quality) and an outcome (quantity). The unique contribution of our study is a combined use of network science and discrete-event simulation allowing for mixed-method grounded integration of static and dynamic views of supply chain resilience. Using node degrees as network indicators and on-time delivery, fulfilment rate, and time-to-recovery as performance indicators, we examine reactions of these indicators to a disruption to the sourcing strategies of three different flexibility degrees. We observe that network science methods can be used to identify disruption existence while simulation methods allow quantifying performance impact. We show how and when the combined application of network and performance indicators can inform decision-makers about SC resilience, and propose a generalised guideline for a practical implementation of the developed approach. Our main conclusion is that SC resilience-assessment models can be mutually enhanced by including network characteristics and process dynamics through a combination of network analysis and simulation.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 3","pages":"Article 101014"},"PeriodicalIF":6.8,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144253572","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-06-01DOI: 10.1016/j.pursup.2025.101038
Steven Carnovale, Carmela Di Mauro, Hamid Moradlou, Samuel Roscoe
{"title":"Weaponizing Supply Chains: (Re)Configuring PSM strategies and practices in the era of geopolitical disruptions","authors":"Steven Carnovale, Carmela Di Mauro, Hamid Moradlou, Samuel Roscoe","doi":"10.1016/j.pursup.2025.101038","DOIUrl":"10.1016/j.pursup.2025.101038","url":null,"abstract":"","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 3","pages":"Article 101038"},"PeriodicalIF":6.8,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144253816","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-08DOI: 10.1016/j.pursup.2025.101031
Andreas H. Glas , Michael Essig
This article is inspired by the biological holobiont/hologenome theory of evolution, which views individual organisms and their associated microorganisms as a unified entity—the holobiont—whose development is driven by symbiosis. Building on this concept, the article explores whether a purchasing organization and its suppliers can also be understood as a holobiont, with symbiosis as a fundamental mechanism. The metaphoric transfer of this theory provides a novel lens for examining interorganizational relationships, emphasizing potentially underexplored aspects. Since the holobiont theory typically explains interaction, co-evolution, and biological resilience, its application to purchasing and supply management may enhance the understanding of interorganizational dynamics and symbiosis. Additionally, this perspective contributes to structuring purchasing and supply management as a supply ecosystem. The conceptual findings gained from this theoretical transfer are further validated through survey findings on the effects of interorganizational symbiosis. The article presents several propositions to refine and expand this theoretical framework. Given that industrial symbiosis is increasingly recognized as a key factor in addressing contemporary supply chain challenges—such as resilience and sustainability—further research in this area is strongly encouraged.
{"title":"The supply holobiont","authors":"Andreas H. Glas , Michael Essig","doi":"10.1016/j.pursup.2025.101031","DOIUrl":"10.1016/j.pursup.2025.101031","url":null,"abstract":"<div><div>This article is inspired by the biological holobiont/hologenome theory of evolution, which views individual organisms and their associated microorganisms as a unified entity—the holobiont—whose development is driven by symbiosis. Building on this concept, the article explores whether a purchasing organization and its suppliers can also be understood as a holobiont, with symbiosis as a fundamental mechanism. The metaphoric transfer of this theory provides a novel lens for examining interorganizational relationships, emphasizing potentially underexplored aspects. Since the holobiont theory typically explains interaction, co-evolution, and biological resilience, its application to purchasing and supply management may enhance the understanding of interorganizational dynamics and symbiosis. Additionally, this perspective contributes to structuring purchasing and supply management as a supply ecosystem. The conceptual findings gained from this theoretical transfer are further validated through survey findings on the effects of interorganizational symbiosis. The article presents several propositions to refine and expand this theoretical framework. Given that industrial symbiosis is increasingly recognized as a key factor in addressing contemporary supply chain challenges—such as resilience and sustainability—further research in this area is strongly encouraged.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 4","pages":"Article 101031"},"PeriodicalIF":8.7,"publicationDate":"2025-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144997757","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-05DOI: 10.1016/j.pursup.2025.101033
Natalia Marzia Gusmerotti , Francesco Testa , Domenico Mecca , Tiziana Iannuzzi , Andrea Stefano Patrucco
This study examines how absorptive capacity (ACAP) and strategic sensitivity (SSENS) jointly influence supply chain collaboration (SCC) to enhance circular economy (CE) performance. While organizational learning and collaborative practices are recognized as important drivers for CE, the combined effect of these capabilities within SCC remains insufficiently explored. Using survey data from Italian manufacturing and construction firms, we find that ACAP and SSENS play distinct yet complementary roles in supporting SCC. Their interplay generates a synergistic dynamic, balancing external market insights with internal knowledge creation, thereby enhancing collaboration through mechanisms such as communication, shared goals, and joint knowledge creation. However, this synergy does not extend to resource- and incentive-based collaboration, where SSENS alone proves inadequate, resulting in a compensatory role for ACAP. Additionally, contrary to previous assumptions in the literature, SCC does not mediate the relationship between ACAP and CE performance, suggesting that internal capabilities independently contribute to CE achievements. The results underscore the need for nuanced integration of organizational capabilities in SCC strategies and provide practical insights for managers and policymakers aiming to align capability development with sustainability objectives.
{"title":"Dynamic tensions in supply chain collaboration: The role of organizational capabilities in advancing the circular economy","authors":"Natalia Marzia Gusmerotti , Francesco Testa , Domenico Mecca , Tiziana Iannuzzi , Andrea Stefano Patrucco","doi":"10.1016/j.pursup.2025.101033","DOIUrl":"10.1016/j.pursup.2025.101033","url":null,"abstract":"<div><div><span><span>This study examines how absorptive capacity (ACAP) and strategic sensitivity (SSENS) jointly influence supply chain collaboration (SCC) to enhance </span>circular economy (CE) performance. While </span>organizational learning<span> and collaborative practices are recognized as important drivers for CE, the combined effect of these capabilities within SCC remains insufficiently explored. Using survey data from Italian manufacturing and construction firms, we find that ACAP and SSENS play distinct yet complementary roles in supporting SCC. Their interplay generates a synergistic dynamic, balancing external market insights with internal knowledge creation, thereby enhancing collaboration through mechanisms such as communication, shared goals, and joint knowledge creation. However, this synergy does not extend to resource- and incentive-based collaboration, where SSENS alone proves inadequate, resulting in a compensatory role for ACAP. Additionally, contrary to previous assumptions in the literature, SCC does not mediate the relationship between ACAP and CE performance, suggesting that internal capabilities independently contribute to CE achievements. The results underscore the need for nuanced integration of organizational capabilities in SCC strategies<span> and provide practical insights for managers and policymakers aiming to align capability development with sustainability objectives.</span></span></div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 4","pages":"Article 101033"},"PeriodicalIF":8.7,"publicationDate":"2025-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144997762","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-05-05DOI: 10.1016/j.pursup.2025.101032
Maria A.M. Trindade , Francesco Bellieni , Giuseppe Stabilini , Manlio De Silvio
In May 2024, the European Union finalized and adopted the corporate sustainability due diligence directive, which mandates large companies to enforce human rights and environmental standards throughout their value chains. This directive introduces significant challenges, particularly in multi-tier supply chains, where limited visibility amplifies the problem of monitoring social and environmental sustainability throughout the supply chain. This paper explores how companies can effectively implement this directive within procurement and supply chain management. Given the exploratory nature of the topic, we used design science research as a methodology. Through 33 expert interviews, we identified 32 specific requirements and 5 use cases, and we developed 7 practical design principles essential for the implementation of the directive. Drawing from stakeholder theory and dynamic capabilities theory, we deepen the understanding of mandatory sustainability compliance and organizational capability development. We provide actionable guidance for companies, offering concrete solutions for impactful corporate sustainability.
{"title":"Design principles for corporate sustainability due Diligence: An investigation with expert interviews","authors":"Maria A.M. Trindade , Francesco Bellieni , Giuseppe Stabilini , Manlio De Silvio","doi":"10.1016/j.pursup.2025.101032","DOIUrl":"10.1016/j.pursup.2025.101032","url":null,"abstract":"<div><div><span><span><span><span>In May 2024, the European Union finalized and adopted the corporate </span>sustainability </span>due diligence directive, which mandates large companies to enforce </span>human rights<span><span> and environmental standards throughout their value chains. This directive introduces significant challenges, particularly in multi-tier supply chains, where limited visibility amplifies the problem of monitoring social and environmental sustainability throughout the supply chain. This paper explores how companies can effectively implement this directive within procurement and </span>supply chain management. Given the exploratory nature of the topic, we used </span></span>design science research<span> as a methodology. Through 33 expert interviews, we identified 32 specific requirements and 5 use cases, and we developed 7 practical design principles essential for the implementation of the directive. Drawing from stakeholder theory and dynamic capabilities theory, we deepen the understanding of mandatory sustainability compliance and organizational capability development. We provide actionable guidance for companies, offering concrete solutions for impactful corporate sustainability.</span></div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 4","pages":"Article 101032"},"PeriodicalIF":8.7,"publicationDate":"2025-05-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144997761","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-18DOI: 10.1016/j.pursup.2025.101012
Silke Herold, Jonas Heller, Frank Rozemeijer, Dominik Mahr
The technological breakthrough of artificial intelligence (AI) is impacting buyer-supplier negotiations, which are increasingly moving toward human-to-machine negotiations using AI-based chatbots. While the first AI-powered negotiation solutions are currently being used by procurement professionals to negotiate for non-critical spend items, which is an example of structural influence, the behavioral influence of AI-based chatbots (i.e., on negotiation approach) remains unknown. It is unclear in which behavioral settings these chatbots deliver value to the buying firm in terms of economic, psychological, and relational outcomes. To fill this gap, we conduct three experiments in buyer–supplier negotiation settings, two in a lab-setting with undergraduate business students and one online experiment with professional negotiators. In our interactive simulations, participants play the role of the supplier, while a ChatGPT-based custom-trained chatbot acts as the buyer. We find that when the chatbot deploys a competitive, as compared to a collaborative, negotiation approach, it will achieve a higher price discount, better payment terms, and a quicker negotiation. However, suppliers trust a collaboratively prompted, as compared to a competitively prompted, chatbot more and demonstrate higher outcome satisfaction, as well as a stronger desire for future interaction. A text analysis of the chat interactions indicates a higher level of similarity when a competitively prompted chatbot is employed, which implies that suppliers also use more insistent and intimidating language, thereby matching the chatbot's negotiation approach to a greater degree. While the negotiation approach is a significant influencing factor, we do not find significant evidence that item type, in our case non-critical or bottleneck, matters, which indicates that AI-based chatbots can be effective in various buyer–supplier settings.
{"title":"Brave new procurement deals: An experimental study of how generative artificial intelligence reshapes buyer–supplier negotiations","authors":"Silke Herold, Jonas Heller, Frank Rozemeijer, Dominik Mahr","doi":"10.1016/j.pursup.2025.101012","DOIUrl":"10.1016/j.pursup.2025.101012","url":null,"abstract":"<div><div>The technological breakthrough of artificial intelligence (AI) is impacting buyer-supplier negotiations, which are increasingly moving toward human-to-machine negotiations using AI-based chatbots. While the first AI-powered negotiation solutions are currently being used by procurement professionals to negotiate for non-critical spend items, which is an example of <em>structural influence</em>, the <em>behavioral influence</em> of AI-based chatbots (i.e., on negotiation approach) remains unknown. It is unclear in which behavioral settings these chatbots deliver value to the buying firm in terms of economic, psychological, and relational outcomes. To fill this gap, we conduct three experiments in buyer–supplier negotiation settings, two in a lab-setting with undergraduate business students and one online experiment with professional negotiators. In our interactive simulations, participants play the role of the supplier, while a ChatGPT-based custom-trained chatbot acts as the buyer. We find that when the chatbot deploys a competitive, as compared to a collaborative, negotiation approach, it will achieve a higher price discount, better payment terms, and a quicker negotiation. However, suppliers trust a collaboratively prompted, as compared to a competitively prompted, chatbot more and demonstrate higher outcome satisfaction, as well as a stronger desire for future interaction. A text analysis of the chat interactions indicates a higher level of similarity when a competitively prompted chatbot is employed, which implies that suppliers also use more insistent and intimidating language, thereby matching the chatbot's negotiation approach to a greater degree. While the negotiation approach is a significant influencing factor, we do not find significant evidence that item type, in our case non-critical or bottleneck, matters, which indicates that AI-based chatbots can be effective in various buyer–supplier settings.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 4","pages":"Article 101012"},"PeriodicalIF":8.7,"publicationDate":"2025-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144997756","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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