Journal of Purchasing and Supply Management最新文献

A firm's CSR controversies can affect not only the firm itself but also its supply chain partners. However, existing studies have predominantly focused on the influence of a firm's own CSR controversies; the spillover effect along supply chains has received insufficient attention. This study examines the impact of suppliers' CSR controversies on buyers' market value, as well as the moderating role of buyers' social capital. Using data from 462 buyer-supplier dyads of Chinese listed firms from 2008 to 2019, we find that suppliers' CSR controversies are significantly negatively related to buyers' market value, and that environmental controversies have a stronger negative effect than social controversies. This negative association can be alleviated by buyers' social capital in the forms of political, business, and financial capital. Our study has significant implications for both research and practice in the increasingly important domain of CSR management in supply chains.

Artificial intelligence and machine learning are key technologies for purchasing organizations worldwide and their usage is still in a nascent stage. This systematic review offers an overview of the state-of-the-art literature and practice, where 46 works meeting the inclusion criteria were interactively classified in 11 use case clusters. The work follows the content analysis approach where the material evaluation was empirically enriched with 20 interviews to assess the cluster's business value and ease of implementation through triangulation. This is the first systematic review in the area of operations and supply chain management utilizing the Computer Classification System as the de facto standard in computer science for clarity in the terminology of these emerging technologies. In matching the literature search with the interview results, a mismatch was found between the reviewed literature and the expert's assessments. For instance, the cluster cost analysis deserves higher research attention as well as supplier sustainability. Moreover, there seems to be a gap in the operational area, which many believe to be first considered due to data availability. The insights may guide researchers and executives to better understand the dynamic capabilities needed to successfully steer the organization in the transformation toward procurement 4.0.

Remanufacturing is a typical circular mode, but the sales of remanufactured products remain limited. Learning from manufacturers, remanufacturers have undertaken various circular supply chain management (CSCM) efforts to improve products' quality, delivery and service, and at the same time they have set up shops on online platforms to enhance their product sales. Meanwhile, online platforms offer diverse signaling approaches that can reflect remanufacturers' CSCM operational performance, including the average product rating by former customers that reflects products' quality, the product-featured label by a platform that reflects products' quality and delivery, and related commitments from remanufacturers that reflect products' quality and service. However, it remains unclear how online signaling approaches reflecting remanufacturers' CSCM operational performance impact product sales. Grounded in signaling theory and using 564 sales data from 48 remanufacturers and 13 manufacturers on Amazon.com, this study reveals that both the average product rating and the product-featured label, which reflect remanufacturers' CSCM operational performance in products' quality and delivery, are positively correlated with remanufacturers' product sales. However, in comparison to manufacturers, the positive effect of average product ratings is weaker for remanufacturers. In addition, related commitments released by remanufacturers, reflecting their CSCM operational performance in products' quality and service, have a negative impact on product sales. Interestingly, when remanufacturers achieve a higher average product rating or receive the “Amazon's Choice” label, their commitments have an insignificant impact on product sales, in contrast to manufacturers that experience a negative effect.

Traditional procurement approaches and their prescribed business-as-usual practices are no longer sufficient in the face of society’s grand environmental and resource challenges. In response, this research presents circular procurement, which is grounded in the circular economy (CE) philosophy, as a business-not-as-usual approach to firm and supply chain level purchasing decisions. Drawing on institutional theory and the practice-based view of strategy, a conceptual model is developed that maps the antecedents as well as performance outcomes of circular procurement practices in terms of the environmental and economic (i.e., cost and financial) dimensions of performance. Survey data from 255 Chinese manufacturers is then analyzed alongside qualitative data from two post-survey case studies to achieve better interpretation of survey results. The findings indicate that coercive pressures and integrated management systems (IMS) are key antecedents of circular procurement practices among Chinese manufacturers. Furthermore, circular procurement practices show a significant and positive effect on environmental, cost, and financial performance. Interestingly, the association between environmental performance and circular procurement is relatively weak in comparison to economic performance. This research provides empirical evidence of the performance outcomes of circular procurement and contributes to the literature by advancing our understanding of its theoretical foundations. It further provides important practical and policy guidelines that can help to enhance the development of circular procurement.

The purpose of supply chain management has traditionally been to source, make, and deliver. Extant supply chain financing research has been primarily focused on the operational questions of how tools and instruments can be used more effectively. In this Notes and Debates paper, we argue that a new overarching purpose has emerged for the management of supply chains, which is to fund the organization. That happens through utilizing the cash flow between buyers and suppliers and other financial support. The emphasis is on optimizing that cash flow and securing liquidity as opposed to gaining short-term profitability. With such emphasis, firms will focus on utilizing their supply chains to not only manage raw materials, products, and components but also to fund activities relating to working capital (inventories, accounts receivable, and accounts payable). The critical part of this view is how the firm can simultaneously utilize and financially support the supply chain, including suppliers and customers, and vice versa. This shift from an operational to a strategic lens is profound because it provides a clear vision for the role of the supply chain management discipline as it interacts with the financial aspects of the organization.

This study investigates the impact of organizational legitimacy on digitalization and operational performance in the context of COVID-19 pandemic considered as a ‘black-swan’ event due to its unparalleled extreme levels of supply uncertainty. Drawing on the institutional isomorphism theory, the authors provide a theoretical model that they assess empirically using structural equation modelling on a survey data from 204 firms. The findings reveal that COVID-19 supply uncertainty did not lead to a wave of digitalization and that organizational legitimacy can strongly affect digitalization and operational performance. This article contributes to purchasing and supply management literature by mobilizing a novel theoretical framework in this field. In addition, this paper highlights the benefits of adopting a corporate strategy based on cost domination to increase the positive impact of organizational legitimacy on operational performance.

Political ties and information technology (IT) are critical elements of a company's socio-technical system that can improve sustainability. This study empirically investigates how political ties and IT influence supply chain social responsibility and sustainable performance using survey data collected from 216 Chinese manufacturing companies. We conceptualize IT as a second-order construct that includes two first-order constructs (i.e., exploratory IT and exploitative IT) and sustainable performance as a second-order construct that includes three first-order constructs (i.e., economic performance, social performance and environmental performance). Supply chain social responsibility is conceptualized as environmental responsibility, philanthropic responsibility and supply chain partner responsibility, which is a second-order construct that includes four first-order constructs (i.e., supplier responsibility, customer responsibility, employee responsibility and investor responsibility). Our findings demonstrate that IT positively affects environmental, philanthropic, and supply chain partner responsibility and mediates political ties' impact on supply chain social responsibility. Besides, environmental responsibility positively affects philanthropic and supply chain partner responsibility. Furthermore, fulfilling environmental and supply chain partner responsibility improves sustainable performance. Our study not only enriches the empirical evidence on the antecedents of supply chain social responsibility and its impact on sustainable performance but also guides managers to allocate resources effectively and fulfil supply chain social responsibility.

Online information sources increase the amount of information that is available for purchasing managers in a particular purchasing situation. Yet, how buyers make use of that information and thereby rely on tacit knowledge is theoretically still poorly understood. This paper relies on 40 qualitative in-depth interviews with purchasing managers from different manufacturing industries. Whereas previous research mainly considered the purchasing organization or the purchasing department as the unit of analysis, we are able to provide a finer-grained understanding by zooming-in on separate purchasing situations and employing a quantitative method to cluster these. We find that online information search is differentiated in terms of its extent and role. It is particularly relevant in buying situations characterized by high novelty, while at the same time, these can have either high or low levels of risk, complexity, and importance. We also find that the role of tacit knowledge is differentiated. Across different purchase situations, this provides various kinds of support to purchasing managers to identify, retrieve and use information. Sometimes tacit knowledge aids speed and efficiency of decision-making, but in other clusters, it helps to deal with large amounts of complex information. Furthermore, purchase situations can be distinguished as to whether tacit knowledge is based on accumulation of experience with similar buying situations versus broader purchasing experience.

This paper addresses biodiversity management in supply chains. Biodiversity loss is one of the most critical environmental issues currently facing the planet, and yet, rather surprisingly, has received little attention by management scholars and researchers in supply chain management. This paper aims for greater theoretical and practical understanding of the issue by examining firms’ purchasing and supply chain management practices that specifically relate to managing biodiversity. This qualitative study involves interviews with representatives of six firms and other organizations in Finland and New Zealand. The research shows how these firms adopt or develop biodiversity management practices that reduce or eliminate negative biodiversity outcomes or even contribute to biodiversity restoration and regeneration. Using an inductive theory building approach and integrating insights from the supply chain practice view into theorizing, this paper develops a theoretical framework of practices adopted and developed by firms to manage biodiversity.