Purchasing Competence: A Stakeholder-based Framework for Chief Purchasing Officers

Abstract

A specific research stream within the purchasing and supply management literature focuses on the development of purchasing competence frameworks. We apply stakeholder theory and multiple methods of data collection to develop and confirm a hierarchy-specific purchasing competence management framework for Chief Purchasing Officers and validate it using confirmatory factor analysis on empirical data from 124 multinational companies. The results reveal a significant relationship between Chief Purchasing Officers purchasing management competence and different purchasing performance measures confirming the appropriateness of stakeholder theory for such a competence framework.

Competence in supply chain management: a systematic review

“…At the intra-organizational level, nine of ten publications include the functional competence element, and the literature reviewed deals with a wide range of aspects. Literature on supply management aspects discuss how to deal with supply and supplier management (Kern et al, 2011), including how to use the power relation between buyer and seller (Cox, 2001). Production-management literature deals first not only with efficiency and flexibility aspects (Ngai et al, 2011;Schoenherr and Narasimhan, 2012) but also with process development to increase process stability, reduce variances and thereby increase quality (Kim and Wemmerloev, 2015).…”

“…On the intra-organizational level, selected literature on relationship management deals with the management of existing relationships, involving aspects such as value-adding factors (Tokman et al, 2011), conflict management (Rosenzweig and Roth, 2007) and knowledge transfer (Halley et al, 2006). Not surprisingly, several types of relationships are included in the literature, from customer service management (Barclay, 2005) and development of upstream suppliers (Feldmann and Olhager, 2013) to pure buyer and supplier relationships (Kern et al, 2011;Chiadamrong and Suppakitjarak, 2008). The literature on relationship integration focuses on integration of new or existing relationships based on cooperation for mutual gain and involves aspects of both technical collaboration (Ling-Yee and Ogunmokun, 2001) and relational capital (Schoenherr et al, 2014).…”

Purchasing and supply management (PSM) competencies: Current and future requirements

“…While there exists a robust trajectory of research on the skills, competencies and knowledge required in PSM (e.g. Cousins, Giunipero, Handfield, & Eltantawy, 2006;Faes, Knight, & Matthyssens, 2001;Giunipero, Dawley, & Anthony, 1999;Giunipero, Denslow, & Eltantawy, 2005;Giunipero & Pearcy, 2000;Kern, Moser, Sundaresan, & Hartmann, 2011;Knight, Tu, & Preston, 2014), there are recent developments that require taking stock of current and future competency requirements. Developments such as: sourcing innovation (Luzzini, Amann, Caniato, Essig, & Ronchi, 2015;Schiele, 2010Schiele, , 2012, handling potential supplier disruptions (Wieland, Handfield, & Durach, 2016), ensuring sustainability in the supplier network (Montabon, Pagell, & Wu, 2016;Schneider & Wallenburg, 2012;Wilding, Wagner, Miemczyk, Johnsen, & Macquet, 2012) and the implications of technology-based workplace changes due to increased digitisation are challenging previous assumptions about what competencies the modern PSM professional will require.…”

Purchasing skills leading to success: how to succeed in innovation sourcing

“…While there exists a robust trajectory of research on the skills, competences and knowledge required in PSM (Faes, Knight, & Matthyssens, 2001;Giunipero et al, 1999;Giunipero et al, 2005;Giunipero et al, 2006;Kern, Moser, Sundaresan, & Hartmann, 2011;Knight et al, 2014), there are recent developments that require taking stock of current and future competence requirements. Developments such as sourcing innovation (Luzzini et al, 2015;Schiele, 2010Schiele, , 2012, handling potential supplier disruptions (Wieland, Handfield, & Durach, 2016), ensuring sustainability in the supplier network (Montabon, Pagell, & Wu, 2016;Schneider & Wallenburg, 2012;Wilding, Wagner, Miemczyk, Johnsen, & Macquet, 2012) and the implications of technology-based workplace changes due to increased digitisation are challenging previous assumptions about what competences the modern PSM professional will require.…”

“…(based upon the requirements mentioned in: Anderson & Katz, 1998;Baily, Farmer, Crocker, Jessop, & Jones, 2008;Bals et al, 2019;Burt, Dobler, & Starling, 2003;Carr & Smeltzer, 2000;J. R. Carter & Narasimhan, 1996;Cavinato, 1987;Cousins & Spekman, 2003;Cruz & Murphy, 1996;Dowd & Liedtka, 1994;Eltantawy et al, 2009;Faes et al, 2001;Giunipero, 2000;Giunipero et al, 2005;Giunipero & Handfield, 2004;Giunipero et al, 2006;Keough, 1993;Kern et al, 2011;Killen & Kamauff, 1995;Knight et al, 2014;McKeefry, 1998;Mulder et al, 2005;Muller, 2001;Murphy, 1995;Pagell, Das, Curkovic, & Easton, 1996;Tatham et al, 2017;Trent & Monczka, 2003b;Zawawi et al, 2014) The data were subjected to further statistical analyses. Fawcett and Rutner (2014, p. 180) stated that PSM practices in firms have "evolved dramatically over the past generation".…”