Purchasing and supply management (PSM) contribution to supply-side resilience

Pereira, Carla Roberta; Silva, Andréa Lago da; Tate, Wendy L.; Christopher, Martin

doi:10.1016/j.ijpe.2020.107740

Cited by 37 publications

(39 citation statements)

References 65 publications

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“…Overall, and consistent with early indications by Pfeffer (1989) , our analyses suggest that with rising external contingencies on the supply-side (in our case, through the consequences of the COVID-19 pandemic), the importance of an organization's procurement function increases significantly. This result mirrors previous claims that an empowered procurement function can considerably contribute to supply-side resilience ( Pereira et al, 2020 ) and encourages managers to more firmly embrace the critical role of procurement for better managing SC disruptions. Our multi-tier research design allowed us to derive individual implications for procurement managers of medical supplies manufacturers and hospitals.…”

Section: Conclusion Implications and Future Researchsupporting

confidence: 84%

Improving resilience of the healthcare supply chain in a pandemic: Evidence from Europe during the COVID-19 crisis

Spieske

Gebhardt

Kopyto

et al. 2022

Journal of Purchasing and Supply Management

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The severe scarcity of critical medical supplies caused by the COVID-19 pandemic led to considerable procurement challenges in the healthcare supply chain (HCSC). As ensuring the availability of such supplies during disruptions is critical, the debate on how to increase supply chain resilience in healthcare has gained new momentum. We present empirical evidence from a multi-tier case study spanning nine European medical supplies manufacturers and hospital groups. Based on the resource dependence theory, we investigated procurement-related strategies to improve medical supplies availability. We conducted semi-structured interviews with 39 procurement and supply chain management experts and derived seven propositions on buffering and bridging approaches for managing evolving resource dependencies and thereby strengthening supply chain resilience in a pandemic. Overall, we confirm the resource dependency theory's applicability for explaining companies' mitigation measures in a pandemic disruption. We find that bridging measures within the healthcare supply base, such as offering vertical procurement support for suppliers or leveraging long-term buyer-supplier relationships, are more effective for securing medical supplies than buffering measures. Complementing bridging with buffering, such as extended upstream procurement or resource sharing among hospitals, can lead to superior risk mitigation as capacities of the present supplier base may not suffice. Furthermore, we extend the resource dependence theory by showing that the severity of disruptions caused by a pandemic triggers new forms of buffering external to the HCSC. Both traditional and new buffering measures establish novel flows of medical supplies in the HCSC that can enable higher supply security in a pandemic.

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Section: Conclusion Implications and Future Researchsupporting

confidence: 84%

Improving resilience of the healthcare supply chain in a pandemic: Evidence from Europe during the COVID-19 crisis

Spieske

Gebhardt

Kopyto

et al. 2022

Journal of Purchasing and Supply Management

View full text Add to dashboard Cite

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“…Decisions made in the purchasing process are extremely difficult and strategic (Rodríguez-Espíndola et al, 2020 ). In order to ensure resilience and sustainability, especially in the face of unexpected situations (Pereira et al, 2020 ), companies should also show alternative planning behaviors in their purchasing process planning (Ambulkar et al, 2015 ). For this reason, companies may need systems that include technologies such as AI in their purchasing processes to determine alternative purchasing scenarios and to put them into operation (Allal-Chérif et al, 2021 ).…”

Section: Literature Reviewmentioning

confidence: 99%

Using emerging technologies to improve the sustainability and resilience of supply chains in a fuzzy environment in the context of COVID-19

et al. 2022

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In rapidly changing business conditions, it has become extremely important to ensure the sustainability of supply chains and further improve the resiliency to those events, such as COVID-19, that can cause unexpected disruptions in the value supply chain. Although globalized supply chains have already been criticized for lack of control over sustainability and resilience of supply chain operations, these issues have become more prevalent in the uncertain environment driven by COVID-19. The use of emerging technologies such as blockchain, Industry 4.0 analytics model and artificial intelligence driven methods are aimed at increasing the sustainability and resilience of supply chains, especially in an uncertain environment. In this context, this research aims to identify the problematic areas encountered in building a resilient and sustainable supply chain in the pre-COVID-19 era and during COVID-19, and to offer solutions to those problematic areas tackled by an appropriate emerging technology. This research has been contextualized in the automotive industry; this industry has a complex supply chain structure and is one of the sectors most affected by COVID-19. Based on the findings, the most important problematic areas encountered in SSCM pre-COVID-19 are determined as supply chain traceability, demand planning and production management as well as purchasing process planning based on cause and effect groups. The most important issues to be addressed during COVID-19 are top management support, purchasing process planning and supply chain traceability, respectively.

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“…For the latter to be successful the buyer needs to be of sufficient importance for the supplier to execute the necessary adjustments. These typically involve scheduling and logistic adjustments as well as stock and production capacity re-allocation (Pereira et al, 2020). In order to be well positioned for a crisis and then get the privileged treatment by its suppliers, firms may in advance have to set the scene: they create resilience by systematically becoming a preferred customer of their key suppliers (Pulles, Ellegaard, Schiele, & Kragh, 2019;Reichenbachs et al, 2017;Schiele, 2012).…”

Section: Strategic Risks: Being Partner Of Choicementioning

confidence: 99%

Synchronicity Management: Mitigating Supply Chain Risks by Systematically Taking Demand Changes as Starting Point—A Lesson From the COVID-19 Crisis

Schiele

Hoffmann

Korber

2021

IEEE Eng. Manag. Rev.

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Analyzing the impact of Covid 19 on supply management, this paper identifies "synchronicity management" as a novel supply risk management strategy. Synchronicity management synchronizes the supply chain with customer demand. In this way overreactions to crises can be prevented. First, we introduce the supply risk management model from Hoffmann et al. (2013) and use this model to analyze our results from 26 interviews on supply management implications of the Corona crisis with companies in a Central European region.Based on this, we derive suggestions for holistically improving future supply risk management processes and derive four propositions on how to manage crisis from a supply perspective. In addition, we explore implications for supply risk management from a strategic and operative point of view. In this context, we present a tool on how procurement can synchronize the supply chain with customer demand changes. Finally, future trends in supply chain risk and resilience management are being analyzed.

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Purchasing and supply management (PSM) contribution to supply-side resilience

Cited by 37 publications

References 65 publications

Improving resilience of the healthcare supply chain in a pandemic: Evidence from Europe during the COVID-19 crisis

Improving resilience of the healthcare supply chain in a pandemic: Evidence from Europe during the COVID-19 crisis

Using emerging technologies to improve the sustainability and resilience of supply chains in a fuzzy environment in the context of COVID-19

Synchronicity Management: Mitigating Supply Chain Risks by Systematically Taking Demand Changes as Starting Point—A Lesson From the COVID-19 Crisis

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