Journal of Purchasing and Supply Management最新文献

This study illustrates how the supply chain financing (SCF) ecosystem has responded to the COVID-19 crisis during the first year of its onset. The economic effects have manifested in disrupted supply chains, increased financial stress, and an overall negative impact on global trade. A multitude of organizations have struggled to manage their cash flow and working capital to survive the crisis. Overall, we explore how the SCF community as a business service ecosystem has intervened to provide organizations with opportunities to improve their liquidity. We use data obtained from a systematic, in-depth analysis of the practice-driven literature reporting on SCF activities as they unfolded in the early stages of the crisis. An inductive qualitative case study approach is applied to develop the grounded theoretical model that illustrates the SCF ecosystem's behaviors as it responded to the crisis. Furthermore, a post-hoc investigation, consisting of semi-structured interviews with 28 SCF experts, has been conducted to validate the theoretical model and to capture future developments. As we anticipate continuing global supply chain disruptions given the virus and its mutations, global warming, and trade wars among superpowers, our study provides insights for the behaviors of and relationships between the actors that comprise the SCF ecosystem in turbulent times.

Stakeholders are increasingly holding firms accountable for the sustainability performance of their suppliers, calling for increased levels of transparency and higher standards of social and environmental sustainability. This research focuses on the effect of supplier sustainability on focal firm value, and whether it differs from the effect of focal firm sustainability. The authors use an event study methodology to investigate 3986 positive and negative environmental and social sustainability event announcements from 1994 to 2013. The results suggest that supplier sustainability performance was not related to focal firm value at the beginning of this time period. However, after the turn of the millennium, the authors find a significant relationship between supplier social sustainability and focal firm value. Notably, focal firm value is not as heavily affected by supplier environmental performance. This long-term multi-faceted comparison provides empirical evidence informing firms on how they can best allocate their monetary and strategic resources to specific categories of supply chain sustainability in a way that maximizes focal firm value.

The COVID-19 pandemic and the ensuing disruptions to global supply chains have brought risk management to the fore. While guidance on risk management is proliferating, an area that is largely untapped is risk measurement. The pandemic has made us realize the criticality of risk measurement and the need to develop a culture of continuous measuring. Based on our interviews with purchasing and supply management (PSM) professionals about how they measure and manage risk, we offer a framework integrating how to rethink risk measurement, how to continuously measure risk, how to translate measurement into action, and how to establish a culture of continuous measuring. It captures a shift in mindset that is needed to truly take risk measurement to the next level. Once this is accomplished, it can help PSM professionals build more resilient supply chains.

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.