Integrating skills profiling and purchasing portfolio management: An opportunity for building purchasing capability

Strategic sourcing with multi-stakeholders through value co-creation: An evidence from global health care company

“…Despite several criticisms (Dubois and Pedersen 2002;Pagell et al 2010;Padhi et al 2012) the purchasing portfolio approach is widely deployed in business as a basis for strategic sourcing decisions (Knight et al 2014). A recent example of the application of the purchasing portfolio matrix is in the aerospace industry, where it was used as an assessment tool for quantifying the benefits achieved for better supply chain visibility, combining the impact on profits and supply risk (Caridi et al 2014).…”

“…The extant literature identifies a range of portfolio models supporting strategic purchasing decisions and supplier selection (Gosling et al 2010;de Haan et al 2003;de Boer et al 2001;Olsen and Ellram 1997). The concensus is that the purchasing portfolio approach is a useful tool -for describing and differentiating purchasing situations and developing appropriate sourcing strategies‖ (Knight et al 2014). …”

“…Firstly, because the Kraljic was the extant supplier assessment framework used within HCC and one that the corporate procurement function and FM team felt most comfortable in using in the pilot study. Secondly, the Kraljic model (and its variants) is the most commonly used supplier assessment framework by practitioners (Ferreira et al 2014;Knight et al 2014;Gelderman and Van Weele 2003;Olsen and Ellram 1997) and is likely to provide a common reference point when seeking to extend the case study research strategy to other organisations.…”

Information reception and processing in purchasing a comparison of public and private sector purchasing

“…This direction of the development of purchasing work explains why the literature has been placing communication and negotiation skills and the ability to work in teams to the first place in the list of purchaser skills for a long time now (Giuniperro -Pearcy 2000; Knight, et al 2014). A study of Caps Research (2007) highlights leadership ability, collaborative and innovative spirit as a required skill in the future, indicating cross cultural and cross functional skills as well.…”

“…Although this element does not yet explicitly appear in some competence lists (e.g. Knight et al 2014), it keeps gaining in importance. This is also supported by the fact that in an analysis of the relationship between purchasing performance and company performance, Foerstl et al (2013) identified a relationship between talent management and purchasing performance.…”