Purchasing myopia revisited again?

Challenges to the Development of Strategic Procurement: A Meta‐Analysis of Organizations in the Public and Private Sectors

“…The analyses also suggested that, in some instances, the notion of centralized procurement had been misinterpreted: organizations expected centralized purchasing to mean that all procurement functions should be carried out by the procurement department and staff. This would appear to concur with Rozemeijer's (2008) observations. This led to the introduction of significant lead-time into the process for purchasing low-value and consumable items.…”

“…Ubeda et al (2015) point out that the models do not specify the techniques that organizations could, or should, use in order to develop their maturity level. Rozemeijer (2008) claims that many of the procurement development models are unhelpful or are used inappropriately because they do not consider operational factors. Furthermore, the models infer that the ultimate goal for an organization is the development of fully strategic procurement practices.…”

Supply management capabilities, routine bundles and their impact on firm performance

“…Certain routines may have an initially negative effect if pursued in a particularly poor manner, when embryonic in their adoption, or impact relationships with suppliers which have yet to build shared value. This augments the approach advocated by Rozemeijer (2008) who suggests a more simplistic, uniform evolution of supply management capability. This introduces the possibility of several confounding effects on performance; improving particular routines to deal with poor execution, the need to "fit" a routine with the strategic focus of the firm, or the differential path dependencies in terms of learning for particular routines by relationship.…”

Decomposing the effect of supplier development on relationship benefits: The role of relational capital

“…Finally, buyers that do not pay their invoices on time, cannot provide reliable order forecasts, fail to live up their promises, or must rely on many rush orders-in other words, buyers that are not in control of their own purchasing processes-will never be attractive customers to suppliers and thus will have great difficulties building necessary levels of relational capital to realize the potential benefits of supplier development (Rozemeijer 2008). Supplier satisfaction surveys can reveal the extent to which suppliers express satisfaction with actual organizational buying behavior and thus help buyers understand how suppliers perceive them, as well as how they compare with other customers.…”