Research opportunities in purchasing and supply management

The impact of competition and cooperation on the performance of a retail agglomeration and its stores

“…In this regard, for both store managers and managers of agglomerations we identify a context that is broadly analogous with debates in the marketing literature on the purchasing-marketing interface (Lindgreen, Vanhamme, van Raaij, & Johnston, 2013;Sheth, Sharma, & Iyer, 2009), although we acknowledge the distinctions between "horizontal" and "vertical" interdependence between firms and the associated resource pooling (e.g. Grandori & Soda, 1995 Here, then, the perspective goes beyond the dyadic view, for example buyer-supplier or retailer-customer, with a network perspective required if we are to understand the complexities emerging from inter-firm relationships that facilitate the integration of resources and thus cooperation in the areas of purchasing, marketing and operations (Lavie, 2006;Oh, Teo, & Sambamurthy, 2012;Schoenherr et al, 2012). Cooperation in a competitive environment such as an agglomeration is focused towards the customers and thus requires a close integration between the demand (marketing and operations) and the supply (purchasing) side of the network (Zondag & Ferrin, 2014; see Figure 1).…”

Tracing the evolution of purchasing research: future trends and directions for purchasing practices

“…With their analysis of previous literature on purchasing practices, Zheng et al (2007) identify thematic areas that appear relevant for future purchasing research, including purchasing and supply strategy and structure, purchasing and supply system development, e-business and public procurement. According to Schoenherr et al (2011), the main research opportunities for purchasing and supply management are global purchasing and supply management, relationship management, uncertainty and risk management, sustainability and green supply management, electronic purchasing and supply management, and the links of strategic purchasing to supply management to financial performance. In accordance with these contributions, as well as our own experience in the field, we identify five purchasing areas that appear likely to affect the trends and directions of purchasing practices: sustainable purchasing, ethical purchasing, purchasing in the digital economy, purchasing and supply chain risk management and public sector purchasing.…”

The competition for supplier resources

“…In particular, we link power and trust to the supplier's allocation of (1) physical (tangible) and (2) innovation (intangible) resources (i.e., the extent to which the supplier allocates to the particular buyer better resources than to the buyer's competitors). These resources are crucial to a firm's competitive advantage in virtually all industries (Ellram, Tate & Feitzinger, 2013), but are relatively underexplored in the current SCM literature and practice (Schoenherr, et al, 2012). In addition, because a firm can simultaneously use power and trust we hypothesize on the effects of power on trust (H5.5-H5.6).…”