Purpose -The purpose of this research is to analyse military logistics providing a decision support instrument for contracting in defence supply chains. Design/methodology/approach -This instrument -the Performance-Based Logistics (PBL) portfolio -is developed following the contingency approach. Qualitative interviews and illustrative examples from Germany, Austria and Switzerland are used to validate the portfolio. Findings -The proposed portfolio examines a military demand in respect of its required effectiveness (robustness and resilience), and the suppliers' ability to influence efficiency (forecast and supply risk). In combination, the contingencies are used to recommend three alternative types of PBL contracting. Research limitations/implications -This paper is based on conceptual work with illustrative case examples. Therefore, although the authors believe that the PBL portfolio provides useful guidance for further research, the empirical applicability of this instrument must be proven. Originality/value -The research on PBL is gaining importance, but still there remains a deficiency of theoretical grounding and management instruments. This study is a first approach to use the contingency framework for developing such an instrument. The value of the PBL portfolio lies in supporting normative decision making for contracting military supply.
The aim of this Special Issue is to advance the understanding of performance-based contracting (PBC) in business markets. PBC has the potential for aligning incentives among buyers and sellers and fostering innovation. This paper critically reflects on extant research developments in order to develop a systematic knowledge map of PBC research. On that basis four major research gaps are identified and addressed, drawing out specific avenues for further PBC research. The knowledge map is also used to illustrate the focus and main arguments of the articles featuring in this Special Issue.
In the EU and especially in Germany, public procurement is bound to a tight legislation that also sets and enforces strategic goals such as innovation or sustainability. The purpose of this paper is to analyze whether different archetypes of public procurement organizations (centralized or decentralized; state-level or local-level) perceive and implement strategic goals differently. A survey with data from 104 entities is used for this purpose. The findings reveal that the implementation of strategy is different in centralized or state-level organizations compared with decentralized or local organizations. Centralized organizations give goals such as innovation, transparency, and sustainability a high priority, while local ones highlight regional development and SME support
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