Supply management's evolution: key skill sets for the supply manager of the future

Abstract

Purpose -In the last decade there have been dramatic impacts on, and changes within, the field of purchasing/supply management. Given supply management's new strategic role, this research seeks to examine the key skills and knowledge necessary for firms to improve in order to maximize the purchasing function's contribution to the organization. The research also aims to identifies the major shifts in supply management that have occurred in the last decade. Design/methodology/approach -A qualitative study was conducted with a series of focus group meetings with 54 executives across the USA in order to construct theoretical relationships with which to develop a grounded theory of supply management skills evolution in a changing business environment. Findings -The implications from this research indicate that supply management professionals will assume a more strategic role in the future. The data indicate that there are strong trends underlying this movement. These include the need for building strategic relationships, focusing on total cost and strategic cost reduction, yet collaborating and integrating with suppliers. While in the past these efforts may have appeared to be contradictory, with proper strategic planning they can be complementary. Originality/value -Supply managers of the future need to acquire strategic skills that add value and enable effective alignment with key business functions at a senior decision-making level. Additional research is needed in the area to determine how best to recruit and train managers in these skills to move forward.

Using grounded theory method for theory building in operations management research

“…This study used a triangulated research design to balance qualitative and quantitative data collection techniques, such as semi-structured interviews, focus groups and self-administered questionnaires. Giunipero et al (2006) and Soliman et al (2001) also use a focus group of purchasing managers and a panel of experts during their respective GTM studies. Stefansson and Russell (2008) also stress the need for triangulation.…”

“…case study 47 Lockamy (1998) 2 Referring to GTM as a method used by others 15 Lewis and Suchan (2003) 3 Using "Grounded Theory" as a general term referring to a theory that is grounded rather than GTM 19 Coughlan and Coghlan (2002) 4 Using an approach related to GTM, or some ideas from GTM, but not actually GTM in the sense of Glaser and Strauss (1967) 25 Field and Sroufe (2003) 5 Claiming to be an explicit attempt to use GTM in OM research 28 Giunipero et al (2006), Ford et al (2004) Of these 28, no fewer than 12 are co-written by one or more of just four authors (Flint, McAdam, Mentzer, and one of the co-authors of this paper). In addition, not all appear "within" the OM literature: five papers are in Marketing journals, and only 15 appear in Operations & Supply Chain Management journals, as defined for the analysis in Table 2 below.…”

A guide for supply chain integration in SMEs

“…Supply Chain Management (SCM) has therefore become a strategic goal and is now seen as a key competitive factor (Tan et al 2002) that is essential to be able to compete in markets that are increasingly more global, dynamic and aggressive (Giunipero et al 2006).…”

The influence of organizational structure on international purchasing success

“…These skills comprise: team building, strategic planning, communication, technical, and financial skills (e.g. Giunipero, Handfield, & Eltantawy, 2006). These purchasing skills are resources of the firm that lead to operational (purchasing), and hence, firm performance (Kerkfeld & Hartmann, 2012).…”