Guest editorial

Jönsson, Patrik; Kaipia, Riikka; Barratt, Mark

doi:10.1108/ijpdlm-07-2021-452

Cited by 15 publications

(10 citation statements)

References 41 publications

(36 reference statements)

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“…This general set-up led us to put forth several literature-based hypotheses, the testing of which has brought clarity to the picture thus far provided by the somewhat fragmented literature regarding how procurement can engage with and enable demand–supply balancing in the S&OP process (e.g. Roscoe et al ., 2020; Jonsson et al ., 2021). Within the contextual perspective of the second research question, this research also contributes to the contingency perspective on the S&OP process research (Kristensen and Jonsson, 2018), with indications of when and how procurement's involvement in S&OP generates favourable outcomes.…”

Section: Discussionmentioning

confidence: 99%

“…a procurement manager in the S&OP team and/or supplier representation in S&OP meetings, implemented in the process. Jonsson et al . (2021) also emphasise the need to adopt an extended eco-system perspective on S&OP in dynamic environments.…”

Section: Literature Review On Demand–supply Balancing and Procurementmentioning

confidence: 99%

“…Overall, it may be concluded that procurement must be co-managed (Wagner and Eggert, 2016) or integrated both internally (for demand change) and externally (for collaboration) in order to efficiently and effectively resolve demand–supply imbalances (Stank et al ., 2012) and not resort only to the independent and arms–length mechanisms of redundancy and monitoring in a knee-jerk manner, despite their appeal from the resource and time-usage perspectives. Essentially, the mechanisms for a more integrated approach support the realisation of an “extended scope” of the S&OP process, which has been suggested to be important for S&OP (Noroozi and Wikner, 2017; Roscoe et al ., 2020) and particularly suitable “in exceptional situations, such as peaking demand or capturing supply opportunities” (Jonsson et al ., 2021, p. 558).…”

Section: Main Findingsmentioning

confidence: 99%

“…a procurement manager in the S&OP team and/or supplier representation in S&OP meetings, implemented in the process. Jonsson et al (2021) also emphasise the need to adopt an extended eco-system perspective on S&OP in dynamic environments. Even though these internal and external co-management adaptations are mentioned in the S&OP literature, no realized effect of any adaptation has been reported or empirically assessed (Kristensen and Jonsson, 2018;Kreuter et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

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Procurement's role in resolving demand–supply imbalances: an information processing theory perspective

Laari

Lorentz

Jönsson

et al. 2023

IJOPM

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PurposeDrawing on information processing theory, the linkage between buffering and bridging and the ability on the part of procurement to resolve demand–supply imbalances is investigated, as well as contexts in which these strategies may be particularly useful or detrimental. Buffering may be achieved through demand change or redundancy, while bridging may be achieved by the means of collaboration or monitoring.Design/methodology/approachThis study employs a hierarchical regression analysis of a survey of 150 Finnish and Swedish procurement and sales and operations planning professionals, each responding from the perspective of their own area of supply responsibility.FindingsBoth the demand change and redundancy varieties of buffering are associated with procurement's ability to resolve demand–supply imbalances without delivery disruptions, but not with cost-efficient resolution. Bridging is associated with the cost-efficient resolution of imbalances: while collaboration offers benefits, monitoring seems to make things worse. Dynamism diminishes, while the co-management of procurement in S&OP improves procurement's ability to resolve demand–supply imbalances. The most potent strategy for tackling problematic contexts appears to be buffering via demand change.Practical implicationsThe results highlight the importance of procurement in the S&OP process and suggest tactical measures that can be taken to resolve and reduce the effects of supply and demand imbalances.Originality/valueThe results contribute to the procurement and S&OP literature by increasing knowledge regarding the role and integration of procurement to the crucial process of balancing demand and supply operations.

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Section: Discussionmentioning

confidence: 99%

Section: Literature Review On Demand–supply Balancing and Procurementmentioning

confidence: 99%

Section: Main Findingsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Procurement's role in resolving demand–supply imbalances: an information processing theory perspective

Laari

Lorentz

Jönsson

et al. 2023

IJOPM

Self Cite

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“…As global supply chains have become more complex and interdependent (Hofmann et al. , 2019), supply chain disruptions have become more frequent (Jonsson et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

Frequent supply chain disruptions and firm performance: the moderating role of exploitation, exploration and supply chain ambidexterity

Ambulkar,

Ralston,

Polyviou

et al. 2023

IJPDLM

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PurposeThe present manuscript assesses how firms should manage frequent supply chain disruption triggers and whether these firms should use existing supply chain competencies, develop new ones or both to mitigate any adverse consequences on financial performance.Design/methodology/approachData for the study come from a survey administered to professionals in India. India was an appropriate base for the study because of its developing economy and businesses often facing SC disruptions in the marketplace.FindingsThe findings show that the negative association between the frequency of supply chain disruption triggers and financial performance is weaker when a firm utilizes supply chain exploitation competencies. Conversely, the negative association between the frequency of supply chain disruption triggers and financial performance becomes stronger when using supply chain exploration competencies. Most significantly, however, the authors show that a strategy of supply chain ambidexterity – one that combines both exploitation and exploration practices – is more beneficial in mitigating the impact of frequent disruption triggers on firm financial performance compared to the other strategies.Originality/valueThese findings contribute to the literature, extending the benefits of ambidexterity beyond domains of innovation, manufacturing flexibility, competitiveness and firm performance to include mitigation of supply chain disruptions.

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The challenges of supply side obsolescence: Obsolescence procurement's past, present, and future

Schumm,

Ralston,

Schwieterman

2024

Transp. j.

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Obsolescence of critical manufacturing inputs is a major supply chain risk and represents a growing problem for procurement professionals that must be handled appropriately to profitably meet customers' needs. Supply side obsolescence occurs when suppliers end production of components and has been defined as “the loss or impending loss of original manufacturers of items or suppliers of items or raw materials.” Supply side obsolescence may radically increase costs to an organization, including high inventory holding costs, paying high prices for components on the gray market, and lost sales or lost market share due to an inability to complete products. This research utilized a grounded theory approach and discovered: (1) the risks of supply side obsolescence, (2) the impacts of supply side obsolescence on focal firms, and (3) how leading firms utilize obsolescence procurement teams to combat this potentially disastrous problem. Of specific interest to managers, obsolescence procurement teams are identified as formal teams that focus on dealing with obsolescence proactively and work to prevent the negative effects of supply side obsolescence. Finally, the study provides propositions to guide future research and concludes with suggestions for managers regarding mitigating supply side obsolescence, which will only become more urgent as the rate of technological change continues to increase.

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Guest editorial

Cited by 15 publications

References 41 publications

Procurement's role in resolving demand–supply imbalances: an information processing theory perspective

Procurement's role in resolving demand–supply imbalances: an information processing theory perspective

Frequent supply chain disruptions and firm performance: the moderating role of exploitation, exploration and supply chain ambidexterity

The challenges of supply side obsolescence: Obsolescence procurement's past, present, and future

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