Pub Date : 2025-10-01Epub Date: 2025-07-20DOI: 10.1016/j.pursup.2025.101057
Kari Tanskanen , Sini Laari , Harri Lorentz
While prior research has established the instrumental role of supply base knowledge (SBK) –a buying firm's internally accumulated knowledge of its suppliers' capabilities, resources, and performance – in decision-making, its potential to elevate the strategic influence of the purchasing function through symbolic value remains underexplored. This study introduces a novel dual-role framework, positioning SBK both as an instrumental resource that enhances purchasing's purchasing's impact on strategic decision-making and as a symbolic asset that legitimizes its role within the organization. Using data from 229 manufacturing plants across 15 countries, we apply PLS-SEM analysis to examine these mechanisms. Our findings reveal that SBK not only enhances purchasing's strategic involvement and firm performance but also serves as a key enabler for supplier integration in NPD. By distinguishing between instrumental and symbolic knowledge use, this study extends prior literature on purchasing knowledge and internal integration, offering a more nuanced perspective on how firms can leverage SBK for both competitive advantage and organizational legitimacy.
{"title":"The dual role of supply base knowledge in organizational integration and competitive performance","authors":"Kari Tanskanen , Sini Laari , Harri Lorentz","doi":"10.1016/j.pursup.2025.101057","DOIUrl":"10.1016/j.pursup.2025.101057","url":null,"abstract":"<div><div>While prior research has established the instrumental role of <em>supply base knowledge</em> (SBK) –a buying firm's internally accumulated knowledge of its suppliers' capabilities, resources, and performance – in decision-making, its potential to elevate the strategic influence of the purchasing function through symbolic value remains underexplored. This study introduces a novel dual-role framework, positioning SBK both as an instrumental resource that enhances purchasing's purchasing's impact on strategic decision-making and as a symbolic asset that legitimizes its role within the organization. Using data from 229 manufacturing plants across 15 countries, we apply PLS-SEM analysis to examine these mechanisms. Our findings reveal that SBK not only enhances purchasing's strategic involvement and firm performance but also serves as a key enabler for supplier integration in NPD. By distinguishing between instrumental and symbolic knowledge use, this study extends prior literature on purchasing knowledge and internal integration, offering a more nuanced perspective on how firms can leverage SBK for both competitive advantage and organizational legitimacy.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 4","pages":"Article 101057"},"PeriodicalIF":8.7,"publicationDate":"2025-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144997760","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 : 2025-06-01Epub Date: 2025-02-17DOI: 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}
Pub Date : 2025-06-01Epub Date: 2025-02-08DOI: 10.1016/j.pursup.2025.100994
Yusoon Kim
Buyer-supplier relationships, as typical hierarchical inter-firm arrangements, epitomize embedded dyadic situations, particularly for the suppliers' part. The embeddedness processes, presumably, will be different for suppliers and buyers. Extant embeddedness theory, however, does not differentiate the processes between the two parties. Rather, the prevalent approach to firm-level embeddedness simply borrows or elevates individual-level theorization. Consequently, the literature falls short in explaining how suppliers, as subordinate parties, are embedded in generally status-asymmetric relations. To fill the theoretical gap, this study theorizes supplier embeddedness (SE)—i.e., how a supplier's ways of strategizing, deciding and behaving are constrained by its (significant) buyer, and the extent to which such pattern varies across suppliers. Given the exploratory nature and theory elaboration purpose of our inquiry, we use a case-based research method. Specifically, we conducted case studies of eight suppliers of a single automaker (Automo) and employed abductive (merging inductive and deductive) reasoning, as particularly suited for theory elaboration. Our analysis of qualitative data revealed noticeable variances in suppliers' SE with respect to Automo, while unearthing context-specific mechanisms and their interactive properties that jointly characterize SE, as well as its antecedent/contingent conditions that define the boundaries of SE. Additionally, we made some unorthodox observations on inter-firm reciprocity and brokerage in our context. These findings are summarized in the form of propositions for future research.
{"title":"Towards a theory of supplier embeddedness: Contextualized mechanisms, contingent conditions, interactive properties and unorthodox observations","authors":"Yusoon Kim","doi":"10.1016/j.pursup.2025.100994","DOIUrl":"10.1016/j.pursup.2025.100994","url":null,"abstract":"<div><div>Buyer-supplier relationships, as typical hierarchical inter-firm arrangements, epitomize embedded dyadic situations, particularly for the suppliers' part. The embeddedness processes, presumably, will be different for suppliers and buyers. Extant embeddedness theory, however, does not differentiate the processes between the two parties. Rather, the prevalent approach to firm-level embeddedness simply borrows or elevates individual-level theorization. Consequently, the literature falls short in explaining how suppliers, as subordinate parties, are embedded in generally status-asymmetric relations. To fill the theoretical gap, this study theorizes <em>supplier embeddedness</em> (SE)—i.e., how a supplier's ways of strategizing, deciding and behaving are constrained by its (significant) buyer, and the extent to which such pattern varies across suppliers. Given the exploratory nature and theory elaboration purpose of our inquiry, we use a case-based research method. Specifically, we conducted case studies of eight suppliers of a single automaker (Automo) and employed abductive (merging inductive and deductive) reasoning, as particularly suited for theory elaboration. Our analysis of qualitative data revealed noticeable variances in suppliers' SE with respect to Automo, while unearthing context-specific mechanisms and their interactive properties that jointly characterize SE, as well as its antecedent/contingent conditions that define the boundaries of SE. Additionally, we made some unorthodox observations on inter-firm reciprocity and brokerage in our context. These findings are summarized in the form of propositions for future research.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 3","pages":"Article 100994"},"PeriodicalIF":6.8,"publicationDate":"2025-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"144253570","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 : 2025-06-01Epub Date: 2024-11-19DOI: 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 : 2025-06-01Epub Date: 2025-02-22DOI: 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 : 2025-06-01Epub Date: 2025-03-28DOI: 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 : 2025-06-01Epub Date: 2025-06-02DOI: 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}
The strategic responsibilities of purchasing and supply management (PSM) professionals increase since they need to contribute to creating innovative solutions for environmentally sustainable products and services. Addressing this, our study introduces a competency-based curriculum design that surpasses traditional PSM knowledge dissemination, equipping students with vital interpersonal skills, intrapersonal attitudes, and professional competencies for sustainability and innovation. In collaboration with educators, PSM professionals, and students, we developed a future-ready course structure, including a massive open online course (MOOC) designed to meet evolving workplace demands. This curriculum offers practical, accessible tools for PSM educators to enhance their courses through a student-centred, project-based methodology. Our research presents an innovative educational framework, preparing students to excel in leadership roles that drive sustainability and innovation within global supply chains. By equipping students with these essential competencies, higher education institutions can develop the next generation of PSM leaders capable of fostering meaningful change in their industries.
{"title":"Rethinking purchasing and supply management education for sustainability and innovation challenges: Crafting a future-ready competency-based curriculum design","authors":"Klaas Stek , Katia Picaud-Bello , Volker Koch , Thomas Johnsen","doi":"10.1016/j.pursup.2024.100974","DOIUrl":"10.1016/j.pursup.2024.100974","url":null,"abstract":"<div><div>The strategic responsibilities of purchasing and supply management (PSM) professionals increase since they need to contribute to creating innovative solutions for environmentally sustainable products and services. Addressing this, our study introduces a competency-based curriculum design that surpasses traditional PSM knowledge dissemination, equipping students with vital interpersonal skills, intrapersonal attitudes, and professional competencies for sustainability and innovation. In collaboration with educators, PSM professionals, and students, we developed a future-ready course structure, including a massive open online course (MOOC) designed to meet evolving workplace demands. This curriculum offers practical, accessible tools for PSM educators to enhance their courses through a student-centred, project-based methodology. Our research presents an innovative educational framework, preparing students to excel in leadership roles that drive sustainability and innovation within global supply chains. By equipping students with these essential competencies, higher education institutions can develop the next generation of PSM leaders capable of fostering meaningful change in their industries.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 2","pages":"Article 100974"},"PeriodicalIF":6.8,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143894363","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 : 2025-03-01Epub Date: 2025-01-30DOI: 10.1016/j.pursup.2025.100992
Elina Karttunen , Jarkko Pesu , Mika Immonen
This paper describes two different teaching approaches for public procurement in the European Union (EU). These methods are based on real-world cases of public procurement tenders in the EU. In the first method, existing tender documents are analyzed, while in the second method, tender documents are created by students. We discuss the required grounding for these teaching approaches, including the public procurement body of knowledge and learning objectives, and describe how to implement these problem-based teaching approaches with students and evaluate their responses to the cases. By doing so, we contribute to the pragmatic knowledge of how to teach public procurement.
{"title":"Cross-disciplinary perspectives on problem-based learning approach in public procurement in the European Union","authors":"Elina Karttunen , Jarkko Pesu , Mika Immonen","doi":"10.1016/j.pursup.2025.100992","DOIUrl":"10.1016/j.pursup.2025.100992","url":null,"abstract":"<div><div>This paper describes two different teaching approaches for public procurement in the European Union (EU). These methods are based on real-world cases of public procurement tenders in the EU. In the first method, existing tender documents are analyzed, while in the second method, tender documents are created by students. We discuss the required grounding for these teaching approaches, including the public procurement body of knowledge and learning objectives, and describe how to implement these problem-based teaching approaches with students and evaluate their responses to the cases. By doing so, we contribute to the pragmatic knowledge of how to teach public procurement.</div></div>","PeriodicalId":47950,"journal":{"name":"Journal of Purchasing and Supply Management","volume":"31 2","pages":"Article 100992"},"PeriodicalIF":6.8,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143894364","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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