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

Kern, Daniel; Moser, Roger; Sundaresan, Naveen; Hartmann, Evi

doi:10.1111/j.2158-1592.2011.01011.x

Cited by 24 publications

(25 citation statements)

References 146 publications

(231 reference statements)

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“…), purchasing and supplier relationships (Carter ; Kern et al. ; Ehrgott et al. ), humanitarian logistics (Kovacs and Spens ), and reverse logistics (Presley et al.…”

Section: Theoretical Basismentioning

confidence: 99%

A Path to a Public–Private Partnership: Commercial Logistics Concepts Applied to Disaster Response

Swanson

Smith

2013

J of Business Logistics

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T his paper initiates an exploratory investigation with the aim of providing a better understanding of the applicability of several commercial logistics processes to humanitarian logistics. The paper begins with background information, including humanitarian logistics literature and then summarizes current government agencies' and nongovernmental organizations' policies. Stakeholder theory is used to explore the motivations of commercial organizations to participate in humanitarian logistics operations. Next, the adequacy of emergency management policy is evaluated and four commercial logistics frameworks are analyzed for application to immediate disaster response. The analysis includes ratings of the frameworks and open-ended comments from a sample of logistics experts. Findings provide guidance to the implementation of commercial logistics processes to disaster response efforts.

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“…), purchasing and supplier relationships (Carter ; Kern et al. ; Ehrgott et al. ), humanitarian logistics (Kovacs and Spens ), and reverse logistics (Presley et al.…”

Section: Theoretical Basismentioning

confidence: 99%

A Path to a Public–Private Partnership: Commercial Logistics Concepts Applied to Disaster Response

Swanson

Smith

2013

J of Business Logistics

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“…Ho et al (2011) propose that internal stakeholders and their requirements must be considered in the strategic supplier evaluation process such that the supplier selection is aligned with the business strategies. Kern et al (2011) empirically prove that the successful management of three stakeholder groups (suppliers, internal clients, procurement and supply management staff) significantly contributes to enhance sourcing performance in terms of cost, delivery, quality, and flexibility. Foerstl et al (2013) prove that cross function integration in sourcing enhances the firms' performance according the data collected from 148 companies.…”

Section: Literature Reviewmentioning

confidence: 99%

Strategic sourcing supplier selection misalignment with critical success factors: Findings from multiple case studies in Germany and the United Kingdom

Kotula

Dey

et al. 2015

International Journal of Production Economics

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Strategic sourcing supplier selection misalignment with critical success factors:Findings from multiple case studies in Germany and the United Kingdom AbstractStrategic sourcing plays an important role in organisations' performance. Strategic sourcing has been researched extensively using empirical studies as well as review work, such as strategic sourcing importance, issues and challenges, processes, source selection criteria and framework. However, there is no research on critical success factors for strategic sourcing specific to industry and country. This research aims to qualitatively evaluate and understand the current role of strategic sourcing, the critical success factors for business performance and its relationship with strategic sourcing, and strategic supplier evaluation criteria from multiple stakeholders' perspectives specific to industry and country. This research studies twenty organisations from Germany and the United Kingdom (UK) covering two industry sectorselectronics manufacturing and construction. We consider five organisations from each industry sector and each country. The findings from twenty case studies reveal comparative analysis of strategic sourcing practices of two countries and two industries.

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“…There were no significant differences at the 0.05 level between early and late participants. Moreover, the Z-values of the Kolmogorov-Smirnov test reveal that the annual turnover of the participating firms and the original sample do not significantly differ for the four analyzed industry sectors (Kern et al, 2011;Foerstl et al, 2013).…”

Section: Samplingmentioning

confidence: 99%

“…The sample we used for our study consists of strategic business units (SBU) of companies with revenues larger than USD 3 bn from four different industries worldwide (Kern et al, 2011;Foerstl et al, 2013). These SBUs were initially selected from a sample frame using a list of OneSource that provides data of public and private companies from all parts of the world (Wang & Ahmed, 2009).…”

Section: Samplingmentioning

confidence: 99%

“…The interview and the survey instrument we used were pre-tested to evaluate the face validity of the scales and the adequacy of the research design. First, the interview guidelines and the interview questions were assessed for content and clarity in a pretest involving 25 senior purchasing executives and seven academics in the area of purchasing (Kern et al, 2011;Foerstl et al, 2013). Only minor changes were needed as a result of the pre-test.…”

Section: Data Collection Approachesmentioning

confidence: 99%

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Does Centralization Lead to higher Efficiency? – An Industry-specific Analysis of Purchasing Functions

Hirschinger¹

2015

Essays on Supply Chain Management in Emerging Markets

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Very few empirical studies have investigated the factors influencing the operational efficiency of purchasing functions let alone the impact of the degree of centralization on their efficiency. Through the perspective of the organizational information processing theory, we examine the relationship between the degree of centralization and operational efficiency of a purchasing function. We use survey data, interviews and company documents from 68 multinational companies to empirically investigate industry-specific centralization-efficiency linkages.While the combined sample does not provide insights about the optimal degree of (de-)centralization, results from the homogenous sub-samples offer statistically significant findings. We find strong support towards decentralized purchasing function in Automotive and High-tech industries to improve purchasing efficiency. In Food & Beverages and Financial industries, the findings indicate that centralized purchasing functions are more efficient. Our empirical research offers new insights into the understanding of the linkages between various organizational structures and purchasing efficiency in different industry settings.

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

Cited by 24 publications

References 146 publications

A Path to a Public–Private Partnership: Commercial Logistics Concepts Applied to Disaster Response

A Path to a Public–Private Partnership: Commercial Logistics Concepts Applied to Disaster Response

Strategic sourcing supplier selection misalignment with critical success factors: Findings from multiple case studies in Germany and the United Kingdom

Does Centralization Lead to higher Efficiency? – An Industry-specific Analysis of Purchasing Functions

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