The status of purchasing and supply management in Finland and Russia

Lintukangas, Katrina; Smirnova, Maria; Jumpponen, Jari; Kouchtch, Sergei P.; Panfilii, Victoria; Virolainen, Veli Matti

doi:10.1016/j.pursup.2009.12.008

Cited by 12 publications

(5 citation statements)

References 48 publications

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“…It was technical solutions that the wind turbines were based on." But the user context is changing as the global wind turbine industry is maturing (Lorentzen et al 2015), and this also has an influence on the competition. The CEO claims: " Three to five years ago our competitors were primarily Danish.…”

Section: Before the Change: Purchasing Tasks At Danhydraulicsmentioning

confidence: 99%

“…To secure resource availability, the purchasing function must design and manage a range of supplier relationships (Spring and Araujo, 2014; Lintukangas et al , 2010; Lutz and Ellegaard, 2015). As such, it is the responsibility of the purchasing function to access suppliers (Roseira et al , 2010; Roseira et al , 2013; Araujo et al , 2016; Gadde et al , 2010).…”

Section: Theoretical Framingmentioning

confidence: 99%

“…The purchasing task of securing the availability of products and services in a cost-effective way by gaining access to supplier resources has become more strategic and dynamic (Gadde et al , 2010; Hüttinger et al , 2014; Gadde and Wynstra, 2017). Managing the supply base by selecting, coordinating, appraising the performance of and developing the potential of suppliers (Lysons and Gillingham, 2003) is essentially performed through the design and management of the interfaces in customer–supplier relationships (Spring and Araujo, 2014; Lintukangas et al , 2010; Lutz and Ellegaard, 2015). Business environment dynamics involve changes in the purchasing function capabilities needed for the effective performance of purchasing tasks (Knight et al , 2014).…”

Section: Introductionmentioning

confidence: 99%

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Purchasing’s tasks at the interface between internal and external networks

Bastholm

Munksgaard

2020

JBIM

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Purpose The strategic importance of the purchasing function increases, as its task become more dynamic in various interfaces with different suppliers. Changes in these customer–supplier interfaces pose specific challenges. The purpose of this study is to investigate how the purchasing function handles the interplay of interface changes. Design/methodology/approach This study applies a qualitative single case study design. Data are collected through observations and interviews conducted before, during and after a concrete change of interface taking place between a buying firm and its suppliers and customers. Findings Three main findings are identified to redefine the tasks of the purchasing function. The first concerns the new ways of defining the purchasing tasks. The main issue is to balance tasks with the simultaneous changes influencing other interfaces and relationships. The second is the division and alignment of tasks in intra- and inter-organizational networks with regards to who decides and coordinates what. Third, the inter-connected performance relates to how other actors perform their tasks. For the purchasing function, managing supplier interfaces influences and is influenced by how the firm simultaneously manages its user interface. Practical implications For management, a new way to evaluate the performance of the purchasing function is needed by including relationship management and interactive capabilities. Originality/value This study contributes with new insights into how managing the dynamics of changing interfaces requires interactively defined purchasing tasks, division and alignment of tasks and inter-connected performance vis-à-vis others in the wider network setting.

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Section: Before the Change: Purchasing Tasks At Danhydraulicsmentioning

confidence: 99%

Section: Theoretical Framingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Purchasing’s tasks at the interface between internal and external networks

Bastholm

Munksgaard

2020

JBIM

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“…Only recently have emerging markets started to attract interest (Lintukangas et al . ; Pazirandeh and Norrman ), and the African continent, in particular, is still in the nascent stage in terms of supply research. We identified important gaps in knowledge building in this area (Nnamdi and Owusu ): studies investigate agricultural products, for instance (Otchere et al .…”

Section: Introductionmentioning

confidence: 99%

Sourcing from Africa: A Systematic Review and a Research Agenda

Kauppi

Salmi

You

2017

Int J Management Reviews

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The African continent is rapidly growing its global economic impact and becoming a more attractive sourcing context. However, very little is known about current purchasing practices, successes and challenges on this continent. The authors investigate the specific features that characterize supply management in Africa by conducting a systematic review of the literature on sourcing in and from Africa. Their aim is to help scholars direct their future research efforts. The authors take a thematic approach in their analysis of 57 articles, and identify key findings, research challenges and opportunities. They focus on four areas previously identified as distinguishing the sourcing context in Africa: African culture and ethics; the role of African countries and suppliers in global value chains; an increasing emphasis on sustainability; and the gradual development of professional procurement practices. It is found that research in the area of supply management in the African context is still scattered, with an evident need for more theoretically rich and methodologically rigorous inquiry. The authors propose a structured, theoretically grounded research agenda for each of the themes identified, and make general observations on potential future directions.

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“…The statements concerning the formalization of organizational responsibilities and roles were slightly modified from the purchasing assessment tool developed by Trent (2008). Supply management capability was measured according to a scale based on the work of Das and Narasimhan (2000), Carr and Smeltzer (2000), Sanchez-Rodriguez et al (2003) and Lintukangas et al (2010). The scale was further developed and modified for the purposes of this study.…”

Section: Measures and Principal Component Analysismentioning

confidence: 99%

The drivers of supply management capability

Lintukangas

Hallikas

Koivisto-Pitkänen

et al. 2016

BIJ

Self Cite

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Purpose The purpose of this paper is to unite the fragmented discussion concerning organizational-level capability in terms of purchasing and supply chain management. The capability drivers are identified from the literature and then validated by purchasing professionals. The impacts of the identified capability drivers on supply management capability are empirically examined. To increase a firm’s supply management capability, it is essential to connect purchasing and supply chain management to the firm’s strategy, as well as to establish robust policies and procedures for the activities of supply function, and to promote supplier orientation and the value of supplier networks to the business. Design/methodology/approach Data and methodological triangulation are utilized in the form of focus group sessions and a large scale survey. A regression analysis of the data from 165 Finnish firms is performed to examine the influence of the drivers. Findings The drivers of supply management capability proposed in this study and ranked by the focus group were the strategic status of procurement, supplier orientation, and the formalization of organizational responsibilities and roles in the purchasing function. An examination of these components and their relation to capability by means of a regression analysis showed that they have positive effects and high explanatory power on supply management capability. Originality/value The paper summarizes capability studies in the field of purchasing and supply chain management from the last two decades and also fulfils the need for empirical studies concerning the concept of supply management capability. Moreover, it contributes to the theory development by confirming that supply management capability really is a strategic asset of a firm.

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The status of purchasing and supply management in Finland and Russia

Cited by 12 publications

References 48 publications

Purchasing’s tasks at the interface between internal and external networks

Purchasing’s tasks at the interface between internal and external networks

Sourcing from Africa: A Systematic Review and a Research Agenda

The drivers of supply management capability

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