examples of research topics in procurement and supply chain management

159 Procurement Topics for Essays & Examples

Welcome to our awesome list of procurement topics! Here, you will find the best research topics in procurement, issues for discussion, and essay writing ideas. This list enumerates only the most current challenges in procurement, hot topics in supply chain management, and much more.

🔝 Top 10 Procurement Topics for 2024

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Negotiation Strategies in Procurement
Strategies for Cost-Effective Purchasing
How to Cultivate Strong Vendor Partnerships
Ethical Sourcing and Sustainability in Procurement
The Use of E-Procurement in Streamlining Processes
Best Ways to Mitigating Supply Chain Vulnerabilities
Supplier-Driven Product Development in Procurement
Metrics for Evaluating and Improving Supply Chain Efficiency
Public Procurement Policies and Transparency in Contracts
Use of Procurement Automation for Enhanced Efficiency
H&M Company: Procurement and Supply H&M has to devote substantial attention to the ability of a supplier to ensure the quality and compliance with H&M’s social responsibility strategy and the Code of Conduct. Simultaneously, it is vital to assess the […]
Procurement Management Whichever the option, a well managed procurement department and processes are beneficial to accompany in the following areas: The quality of a company’s products and services is subject to materials used in the production.
Strategic and Operational Roles of Procurement Within DHL As a multinational company, DHL relies heavily on the effectiveness of its procurement department to access all the supplies that it requires to meet the needs of its customers.
Boeing Australia Limited Current Procurement Processes Noticeably, the greatest advantage of the short-term procurement improvements is that the company has by any means managed to satisfy the demands of its vast client base.
Saudi Aramco Company Procurement Process It is the work of respective managers, who are required to assess the viability of the procedure before recommending the appropriate action to the department.
Sustainable Sourcing and Procurement at Tesla The concept of sustainability seeks to address the environmental and economic issues affecting the business and society. The emphasis here is that such efforts should be coupled with a critical requirement that the suppliers follow […]
Nestle’s Coffee Bean Products Procurement The procurement of Nestle Coffee’s coffee bean products is based on the direct purchase of the beans with the farmers. The procurement of the Nestle coffee beans is based on the direct purchase of the […]
Abu Dhabi National Oil Company’s Procurement and Supply Before choosing the type of sourcing for a particular product, the organization has to consider the state of the market for this good and determine its competitiveness, quality and cost margins, and significant players.
Cost Analysis of the Mayo Clinic Contract Procurement Once the cost analysis has been done, the company can pick which method of costing will be employed in the future for the company.
UPS Procurement Strategy Analysis According to the UPS Supply Chain Solutions, ‘the company spent billions of dollars in a state-of-the-art tracking system and in the investment of some of the latest technologies in the industry’.
Contract and Procurement Management The plan identifies the products and services needed for the project, the types of contracts to be used for the entire project or in parts of the project, the approval of the contact, coordination of […]
Procurement Methods of the Construction Projects The vital significance of procurement in the success of any project necessitate for deliberate measures and consideration in the selection of the most appropriate procurement method.
Airlines’ Practical Guidelines in Procurement Process This paper examines how airlines can maximize the usefulness of practical guidelines that can be used to implement a performance-based contracting approach in their procurement process and the value the aviation industry will acquire in […]
Driving Value Through Procurement and Supply In this paper, the author has analyzed procurement and supply and the aspect of seismic surveys. In ADCO, minimizing costs and determining the right place for products acquisition is the primary focus.
Aerospace Industry Risk and Procurement Management This paper aims to analyze the development and functioning of the procurement process in the example of Airbus. These components allow Airbus to control the information flow to and from its suppliers and to choose […]
Procurement Risks and Contract Management The processes engaged include sourcing the supplier, agreeing on the terms of service, buying the products, receiving the commodities, inspecting if the supplied goods meet the order placed, and finally, keeping the records of the […]
Contracts and Negotiation in Aviation Procurement The procurement department has to be keen during the identification and eventual provisioning of the goods or services to ensure that the management makes strategic decisions.
Project Procurement Closeout Plan Contract close-out is the responsibility of both of the sides to ensure that all the terms outlined in the contract were followed, and all the deliverables are exchanged by the parties.
Procurement of Goods: Decision Support System Development In turn, the main objective of the DSS is to optimize the supply chain and minimize the likelihood of stock-outs and oversupply.
Qualification-Based Selection Procurement This method is suitable for projects when the owner wants to gain the best price-quality ratio through a detailed analysis of offers.
Centralization vs. De-Centralization of Procurement This study seeks to investigate the merits and demerits of each strategy relative to the vision of Qiddiya, which is a Saudi-based entertainment company with plans to venture into overseas markets.
Procurement of Antimalarial Medicines in Africa and the Role of UNDP Many countries are interested in controlling the spread of these diseases by improving procurement services and the quality of medications that may be available to the African population.
Strategic Purchasing: The Role of Procurement Department Strategic purchasing entails planning, implementation, evaluation, and controlling of strategic and operating purchasing decisions for directing all activities of the purchasing function toward opportunities consistent with the firm’s ability to achieve its long-term goals.
Construction Procurement in Industrialised Building System At the very beginning, the authors of the article began with the definitions and background of the term procurement in the construction industry.
National Shipbuilding Procurement Strategy in Canada The National Shipbuilding Procurement Strategy, commonly referred to as the National Shipbuilding Strategy, is a long-term initiative that aims to rebuild Canada’s shipments, notably the Canadian Coast Guard and the Royal Canadian Navy.
Job Description: Procurement Manager You will also provide guidance to other employees in the purchasing process for maintaining the efficiency of stock optimization. In addition, you will have to adhere to the policies of our company related to supply […]
Contract Procurement Methods and Price Adjustment The total cost comprises the total compensation of the project cost and all the quoted amount in the proposal for the services rendered to the client.
International Engineering Procurement Construction The contractor will be responsible for assessing the design, procurement activities, the actual construction, commissioning and the handover to the owner or operator when the system is ready for operation to ensure that it is […]
Managing Procurement and Supply The management should know the inclusions that should be made in the contract and measures that should be taken to ensure that changes in the market forces do not affect the agreements made in the […]
Description for the Position of a Procurement Clerk To prepare purchase orders and send them to the appropriate departments and suppliers To determine whether the amount of inventory within the organization is sufficient for its operation, if not, the procurement clerk will be […]
IT Procurement in Health Care The use of IT in the healthcare industry is poised to make the industry become efficient, competitive, and more accessible to the clients. Luckily, the solutions to the problems bedeviling IT procurement in healthcare lie […]
P&G Procurement Automation: A Pioneering Story of Technology In order to terminate the supply chain inefficiencies connected with “the high inventory and transportation costs and the variability in shipments”, the two companies agreed on eliminating the intermediary chain and introducing a revolutionary information […]
The Importance of Procurement in Public Organizations The primary goal of public procurement is to “obtain the right goods, capital assets or services…in the right quantity, for delivery at the right time to the right place, from the right source…with the right […]
Project Procurement & Ethics Success and sustainability of the project is a key factor to the realization of the set project, both to the department and the project implementers.
Procurement and Production in Planning Cycle This objective is achieved by curtailing the collective allotment cost of allocating goods to the clients based on the worthiness of the services.
Government and Commercial Procurement Originally, procurement is the government consumption of goods and services aimed to serve the requirements of the community. The procurement of merchandise and services by government structures for their own aims is a central component […]
E-Procurement and It Application in the Grant Group The model for the interactions conducted through the electronic data interchange for e-procurement can vary depending on the requirements of the parties and the business.
Procurement in Project Management This is one of the systems that are commonly used in procurement of various projects. When this system is used there is reduction of impact of work changes to work nature in the management of […]
Off Season Fashion Sales: Procurement in Retail Karakul’s 2008 article “Joint Pricing and Procurement of Fashion Products in the Existence of a Clearance Market published in the International Journal of Production Economics, cites that in the apparel industry, the dilemma of always […]
Ethical Issues in Procurement Management The Purchasing Managers’ Index is grounded on a monthly investigation of associates of the Swiss Association for Materials Management and Purchasing.
General Electric Company: Procurement and Acquisition Practices Currently, GE deals in a wide a range of products and services spanning from aircraft engines and parts, medical imaging, financing and power generation to industrial products, and oil and gas production implying that the […]
Western Australian: Contract Management and Procurement Principles The planning stage and pre-award stage of the project should include the outline of the project’s scope and assessment of possible risks, which can be addressed in the post-reward stage.
Contracting Excellence in Procurement and Supply Between ADCO and Emirates Transport Also, the contract is beneficial to the service receiver in terms of knowledge power since it grants ADCO the right to access and audit the contractor’s facilities and information peculiar to the provided services.
Procurement Planning in Companies The objective of a procurement manager should be to avoid such issues and report them when necessary to the company’s executives.
Rugia Bridge Project: Conduct Procurement Max Bogl, a steel engineering and construction company, is in need of corrosion protection and hazard analysis for the Rugia Bridge project and is accepting proposals in response to this RFP.
Abu Dhabi National Oil Company’s Procurement & Supply The procedure involved is critical in ensuring the maximization of profits and the reduction of the cost of production. The price mechanisms applied must conform to the situation of the industry and have the ability […]
Abu Dhabi Company for Onshore Oil Operations’ Procurement & Supply Contracts The issues include “performance of the Services, acceptance of the Services by ADCO, and the right to require the correction of faults and deficiencies in any part or all of the Services which is not […]
The BBC Company Procurement Strategy Analysis While collaborating with the BBC Technology in order to enhance the quality of the services provided by the organization seemed an obvious solution to the company’s concerns, the decision to be made was fraught with […]
Green Procurement and Its Development in Hong Kong The topic, which is widely linked to the wider agenda of sustainable development, has in the recent past been a point of interest for many businesses, governments, organizations and other stakeholders.
Saudi Oil & Gas Engineering, Procurement, Construction Due to the high level of dominance that Saudi has in the oil industry, the country plays a critical role in the determination of the world oil prices.
Procurement Opportunities in Construction Management The choice between the four types of procurement available in the construction industry leads to a sharp rise in the quality of the result.
McLaughlin & Harvey Firm’s Cement Procurement Strategy Negotiation is a critical instrument outlined in this document to develop the sourcing plan and is useful in improving some of the rights that stakeholders wield in the larger procurement and supply model.
Procurement Function’s Role in Company’s Success It is possible to define procurement as the process of purchasing goods and services which are needed in order for the business to function; it should be pointed out that this term describes the full […]
Durable Vinyl Siding Corporation’s Procurement Costs The aim of this paper is to examine a case study of a siding manufacturer, Durable Vinyl Siding Corporation, and to provide its director of sourcing and procurement with extensive information on methods for reduction […]
Kayan Petrochemical Company Procurement and Supply The study was conducted to determine the procurement and supply chain of polymers by SABIC through the dedicated function of Kayan that specializes in the development of the polymeric material as a feedstock for the […]
Max Bögl Company’s Procurement Management The list of the identified risks is provided in the following table where each risk factor is rated on a five-point scale according to the likelihood of its occurrence and potential impact on the project […]
Rügen Bridge: Plan Procurement Management During this time, the company in charge of the project had not only built a bridge, the core part of which is 4100 meters long, but also contracted other businesses to prepare the surface, smooth […]
Organ Procurement Organizations’ Activities By doing so, they can ensure that donor organs are put to the best possible use and that the recipients will, in turn, live more fulfilling lives because of them.
Procurement Trends in the Aviation Industry Elements of performance-based contracting that have changed the procurement trends in the aviation industry include the need to achieve maximum levels of quality during delivery, and the provision that remuneration applies only to goods and […]
Industrial Purchasing and Procurement Website This supposition is based on the fact that after the purchase of raw materials the latter will be converted to the finished product. The suppliers can connect to the customers and offer their services on […]
Abu Hail Health Center: Materials Management and Procurement Process The purpose of this paper is to map out and analyze the materials management and procurement processes in Abu Hail Health Center, Dubai, identify the gaps and redundancies in their current SCM and propose a […]
E-Procurement in Purchasing and Supply Management People start spending less time on the recognition of their needs, the identification of possible suppliers, the analysis of the opinions, the determination of delivery issues, the processes of placement and payment of their orders, […]
Procurement and Supply in Managing Expenditures The first section entailed the analysis of the practical roles of stakeholders in the process of procurement. The final section entailed the application of the 5-R model to examine the aspects of the purchase that […]
Company Procurement Management Plan The aspects of time, cost, and performance form a triangle demonstrating the cycle of the development of the project, which is rather challenging to stay within for a planner due to the uniqueness of most […]
Public Procurement in the Czech Republic in 2008-15 The goal of this report is to measure the CRI with references to the identified risk indicators associated with public procurement in the Czech Republic during the period of 2008-2015.
Fauquier Gas Company’s Procurement and Purchasing The manager for supply and purchasing, Bill Murphy, is concerned with the provision of the required tubes within the given time, although it is possible that the company will not be able to make the […]
Hong Kong Textile and Apparel Industries Procurement The article “Strategic Procurement in Textile and Apparel Sourcing Companies in Hong Kong: A Practitioner’s Perspective” identifies different elements of procurement and strategic sourcing.
Procurement Practices for Efficient Procurement Processes The author draws parallels between the procurement practices in the two companies in a bid to find out which set of procurement practices is best suited to a company.
Michael Porter: Procurement Is Vital for Businesses Due to synergy in procurement process, the support of other companies is important to allow the procurement function to evaluate and bargain the prices with the suppliers across the market in search of the most […]
Effects of Procurement Fraud on the US National Economy However, it is apparent that the increased movement of personnel from the private sector to the public sector and likewise from the public sector to the private sector heightens the risk of fraud.
Procurement Cycle for Purchases However, the HP management was later faced with anxiety due to a high degree of uncertainty of the demand and supply of the flash memory, which in turn affects the prices of the printers.
Procurement and Its Role in the Organization’s Processes Created by Aiden Platt, the presentation titled “Procurement: An Emerged Profession” concerned the specified phenomenon and covers the significance of procurement within an organization, as well as defines the role of the former in a […]
Tendering and Procurement in the Construction Industry The complex nature of the collaborative construction contracts also poses the issues of mistrust, and the scandals concerning the accountability of the parties involved in the contract agreements.
Public Procurement – Post Disaster Development Haiti In the event of deprivation of the natural resources, the investors will return to their mother country and leave nothing for the locals.
Procurement to Build New Auditorium Documentation of the relevant issues pertaining to the project will be undertaken by competent procurement managers to plan and organise all the materials and resources required for completion of the project.
DVS Company Issues: Sourcing, Procurement, and Overcrowding When it comes to the issue of sourcing and the issues that the DVS Company is currently facing in the given field, one must admit that the company’s problems stem mostly from inadequate sourcing.
The Effect of Market-Type Procurement on the Public Sector In this particular context, the UK government chose this procurement model because it has the ability to increase choice for consumers, the rate of effectiveness as well as responsiveness of the service providers.
Terms and Conditions in Business Relationships As to the ensuring aspect, the supplier is to take the responsibility for providing the described quality of the goods, which means that one is equally in charge of the production of the item and […]
The Added Value of Procurement However, in business procurement, researchers conceptualize value in business relationships in terms of the value of the supplier bundle of products and services that is exchanged at a price to the purchaser and the long […]
Procurement and Acquisitions The Federal Acquisition Regulations requires that the Federal agencies should influence the acquisitions of the various agencies in fostering markets in order to enhance sustainable materials, technologies, services, and products.
IS/IT Procurement: How Automation of Invitation Tender Can Support and Assist Companies The slowest to move in to automation is the industrial and manufacturing world, but this trend has changed as more and more of these companies seek improvements on their services and production. In essence, the […]
An Internet Based Procurement Service The company targets clients from all over the world and hopes to be a major global online procurement service provider in the near future. Therefore, the company will be able to facilitate the purchase of […]
Development Opportunities in Procurement Service We will work hand in hand with our customers to add value and surpass their expectations by enhancing our customer service, tools, organization, and the proficiency of our personnel.
Procurement Plan Between Silwan Food International and AGS Logistics LLC The main reason why companies outsource the services is to enable them to concentrate on their core activities of meeting the needs their customers and also in meeting the objectives of the firm.
Project Management Procurement: Supply and Purchase It is proper for the managers to establish the evident gaps and varied needs in the institutions that require integration before the initiation of the procurement process.
Benefits of the Public Private Partnership Procurement Model Furthermore, the public-private partnership has been able to utilize the qualifications of the management improving the efficiency of the private sectors, with maintenance of the output’s quality standard.
Procurement Strategies for Companies When Encountering Natural Disasters The concept of procurement directly relates to the process of acquiring goods or services whether in a way that enables a company to meet the needs of its clientele in terms of the quality of […]
The Evolution of US Military Logistical Procurement The success of the revolutionary war was attributed to the logistics employed by the George Washington as he coordinately combined the continental army and local militia and focuses his attacks on the weakest points of […]
Procurement and Contracting Process The outsourcing process will enable the company to invest the available capital in the core of the business. The outsourcing contract has to be designed in a way that it secures the company’s independence in […]
Public Procurement for Innovation as Mission-Oriented Innovation Policy
Procurement Strategies: Advantages and Disadvantages
The WTO Government Procurement Agreement and Its Impacts on Trade
Lobbying and Contract Delegation in Public Procurement
Optimal Procurement When Both Price and Quality Matter
Procurement and Acuisitions Management: Fair Housing Internship
Optimal Procurement Mechanisms for Divisible Goods With Capacitated Suppliers
Optimal Cost Overruns: Procurement Auctions and Renegotiation
Methods for Evaluating Proposals Bidding in Public Procurement to Internal Forces
Managing Supply Disruption Through Procurement Strategy and Price Competition
Technology-Based Small Firms and Regional Innovation Potential: The Role of Public Procurement
Production And Procurement Management In Aviation
The Agency Theory Approach to the Public Procurement System
Improving Procurement Lead Times At Hill Air Force Base
Fractional Institutional Endeavors and E-Procurement in Local Government
Managing Electricity Procurement Cost and Risk by a Local Distribution Company
Procurement: the Transaction Costs Perspective in a Globalising World
Quality Management and Procurement in Construction Industry
Procurement: Purchasing Management Association
U.S. Procurement and Strategic Sourcing Activities
Performance Indicators for Monitoring the Public Procurement
Transportation Procurement With Seasonally Varying Shipper Demand and Volume Guarantees
Procurement Outsourcing Strategies: Wonderful Widgets
The Key Procurement Issues for the Client Construction
Supply Chain Risk Management in Procurement and Logistics
Public Procurement and Reputation: An Agent-Based Model
Purchasing and Procurement Strategy in Food Industry Marketing
Procurement With Costly Bidding, Optimal Shortlisting, and Rebates
Procurement Strategy for Aboriginal Business
Selecting the Most Appropriate Procurement Strategy
The Procurement Strategy Selection Analysis Job Construction
Procurement With Unenforceable Contract Time and the Law of Liquidated Damages
Local Food Procurement and Promotion Strategies of Food Cooperatives
Sequential Procurement Auctions and Their Effect on Investment Decisions
Limited Liability and Mechanism Design in Procurement
Research Design and Methodology for Procurement in Public Sector
Understanding the Innovation Impacts of Public Procurement
Government Procurement and the Growth of Small Firms
Procurement, Conversion and Logistics Management
Reputation, Competition, and Entry in Procurement
Strategies for Managing Disruptions in Procurement
Ways to Establish Supply Chain Transparency
Procurement Resilience During the COVID-19 Pandemic
Procurement Ethics: Legal and Regulatory Challenges
Environmental Criteria for Sustainable Procurement
Social Responsibility Regarding Supplier Diversity in Procurement
The Impact of Globalization on Procurement Strategies and Practices
Identifying Red Flags and Preventive Measures for Procurement Fraud
Artificial Intelligence and Procurement: Applications and Future Implications
Risk Assessment in International Procurement in Times of Economic Uncertainty
Sustainability in Procurement Decision-Making
Introduction to Procurement: Basics and Key Concepts
Best Practices in Procurement Used by Industry Leaders
AI, Blockchain, and Other Innovations in Procurement
Identification and Mitigation of Supply Chain Vulnerabilities
Outsourcing vs. Insourcing for Strategic Procurement Decisions.
How to Cultivate Strong and Collaborative Partnerships with Suppliers
Challenges and Opportunities of Public Procurement in the Government Sector
Optimizing Supplier Selection and Negotiation Strategies for Strategic Sourcing
Measuring Procurement Performance: Key Metrics and KPIs for Success
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examples of research topics in procurement and supply chain management

47 Procurement Research Topics Ideas and Examples

Procurement Research Topics Procurement is a very vast domain of academics where different other disciplines can work as well. Basically, procurement obtains services as well as goods for different business purposes. However, the domain is not at all limited to this area only. Research topics in procurement cover all the related aspects of procurement, both […]

Procurement Research Topics

Procurement is a very vast domain of academics where different other disciplines can work as well. Basically, procurement obtains services as well as goods for different business purposes. However, the domain is not at all limited to this area only. Research topics in procurement cover all the related aspects of procurement, both on national as well as international levels. Procurement research topics also cover the areas of interconnection among procurement, logistics, and supply chain management . Depending on the degree level and academic program, the complexity of the research topics in procurement may vary. This is to provide the maximum level of ease for the students.

Best Procurement Research Topics for college students

Procurement dissertation topics have been presented below in the form of an extensive and all-inclusive list:

Optimizing Strategic Procurement Sourcing in the Automotive Industry: A Comparative Analysis of Supplier Evaluation Matrices”
Green Procurement Practices in Car Manufacturing: Leveraging the Internet of Things for Sustainable Supply Chains
Enhancing Supplier Performance through Reverse Auctions: A Transaction Cost Economics Perspective in Procurement Management
Efficiency and Effectiveness in Procurement Cycles: Leveraging Data Accessibility for Improved Decision Making in Car Manufacturing
Supplier Improvement Processes in Healthcare Supply Chains: A Comparative Study of Procurement Opportunities
Exploring the Role of Democracy in Public Infrastructure Procurement: A Case Study Analysis
Outsourcing in Construction Projects: Evaluating Procurement Methods for Cost Efficiency and Quality Assurance
Data Availability and Its Impact on Procurement Strategy: A Case Study of BBC Company’s Procurement Practices
The Integration of Internet of Things in Supply Chain Management: A Case Study of Procurement Strategies in Healthcare Sector
Analyzing Procurement Methods in the Context of Strategic Sourcing: A Comprehensive Review of the Procurement Cycle for Purchases
Comparative analysis of procurement modes and framework conditions in developed and developing countries of the world.
Public procurement in the healthcare sector of X country: focus on procurement tools.
Defense procurement: a systematic analysis.
Relation between Defence procurement and industry policy in X country.
SME-friendly procurement: connecting rhetoric with reality.
Government construction procurement and data mining: a descriptive study.
Procurement performance in the energy sector: focus on procurement quality controls.
Co- procurement: a new avenue for challenges and interventions.
Studying the impacts of procurement on cooperation in a firm.
Procurement of construction work: focus on sustainability principles.
Transportation service procurement: focus on potential challenges and interventions.
Effects of procurement scheduling on the performance of engineer procure construct projects.
Comparative analysis of PPP procurement in Finland and Ireland.
Effects of procurement strategy and price competition on the management of supply disruption.
Impacts of innovative friendly procurement practices on enhancing innovation in firms of X country.
Procurement and procurement risk management: a systematic study.
The role played by organizational structure and procurement complexity on E-procurement systems.
Procurement of innovation in social services: focus on strengths and challenges.
Effects of electronic marketplaces on improving the performance of organizational procurement.
Studying the impacts of digitalization, standardization, and centralization on procurement performance of local government in X country.
Strategies for enhancing sustainable public procurement behavior.
Effects of cooperative forest fuel procurement strategy on transportation costs.
Agribusiness procurement practices: focus on challenges and interventions.
Correlational analysis of sustainable development, legal practices, and procurement practices in X country.
How is an organization’s strategic alignment linked with procurement?
Transportation procurement: a review of the literature.
Corruption in government procurement: focus on developing countries of the world.
Relationship between public health of Third World countries and vaccine procurement methods.
Sustainable procurement: a review of the literature.
Effects of organizational culture on corporate social responsibility and sustainable procurement.
Risk management in construction projects and procurement methods.
E-procurement system: how its development and implementation is achieved in X country.
Sustainable public procurement projects and change agents: a correlational analysis.
Domestic industry and Defense procurement: a review of the literature.
Green procurement: focus on challenges and interventions.

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80 Procurement and Supply Chain Management Research Topics

FacebookXEmailWhatsAppRedditPinterestLinkedIn Are you a student searching for compelling procurement and supply chain management research topics? Look no further! Our comprehensive list of dissertation topics in procurement and SCM is here to help you discover captivating ideas to explore in your academic journey. Procurement and supply chain management are critical functions that play a vital role […]

Are you a student searching for compelling procurement and supply chain management research topics? Look no further! Our comprehensive list of dissertation topics in procurement and SCM is here to help you discover captivating ideas to explore in your academic journey.

Procurement and supply chain management are critical functions that play a vital role in the success of organizations across various industries. Our comprehensive list of topics in procurement and SCM offers a wide array of research opportunities to explore emerging trends, address challenges, and contribute to advancing this dynamic field. Whether you are pursuing an undergraduate, master’s, or doctoral degree, these topics provide a solid foundation for conducting in-depth research and making a meaningful contribution to the discipline. From sustainable sourcing practices and supplier relationship management to digital transformation and risk mitigation, these topics cover a broad spectrum of procurement and supply chain management areas.

Select a topic that aligns with your interests and career aspirations, and utilize available resources to delve into relevant literature, case studies, and industry best practices. With dedication and a passion for procurement and supply chain management, your dissertation research can make a valuable impact and pave the way for future success in this exciting field. So, get ready and explore our curated topics and unlock your potential in procurement and supply chain management.

Supply Chain Management Research Topics To Explore For Dissertation

A List Of Potential Research Topics In Procurement and Supply Chain Management:

The influence of regulatory frameworks and government policies on UK procurement and supply chain management.
Blockchain-enabled smart contracts in procurement: Enhancing efficiency and trust in contractual agreements.
How has the disruption caused by COVID-19 affected procurement processes and supplier selection criteria?
Supplier relationship management: Best practices and strategies for fostering collaboration and innovation.
Sustainable logistics and transportation strategies for reducing carbon footprint and improving supply chain efficiency.
How can data analytics and artificial intelligence be leveraged to optimize procurement decision-making and supplier performance post-COVID?
Supplier evaluation and selection criteria: An analysis of best practices and key performance indicators.
How has the pandemic impacted global sourcing strategies and the balance between domestic and international suppliers?
The influence of sustainability performance metrics and KPIs on supplier evaluation in the UK.
Circular economy approaches in procurement and supply chain management: Towards a zero-waste economy.
Analyzing the challenges and benefits of green logistics practices in UK supply chains.
The role of public-private partnerships in promoting innovation and sustainability in UK procurement.
Outsourcing vs. insourcing: A comparative analysis of their impact on supply chain performance.
Strategic inventory management: Balancing cost and service levels for optimal inventory control.
The role of social media in supply chain visibility and customer engagement.
Evaluating the effectiveness of supplier diversity programs in promoting inclusive procurement practices in the UK.
Supplier performance measurement and benchmarking: Metrics and methodologies for supplier evaluation.
Inventory optimization through the application of advanced forecasting techniques and demand planning.
E-procurement adoption and its impact on procurement efficiency and cost savings.
The influence of digitalization and technology adoption on procurement and supply chain management in the UK.
What are the implications of changing consumer behavior and demand patterns on procurement and supply chain management post-COVID?
The role of artificial intelligence and machine learning in procurement automation and decision-making.
Assessing the impact of trade tariffs and trade wars on global procurement and supply chain strategies.
How can procurement and supply chain management contribute to building a more resilient and sustainable post-COVID business environment?
Evaluating the role of sustainable procurement practices in enhancing supply chain resilience in the UK.
Sustainable packaging solutions for reducing waste and environmental impact in supply chains.
What are the key challenges and opportunities for supply chain resilience and risk management in the post-COVID era?
What strategies can enhance supply chain flexibility and responsiveness to future disruptions and uncertainties?
Reverse logistics and product returns management: Strategies for minimizing costs and maximizing value recovery.
The role of blockchain technology in enhancing transparency and traceability in procurement and supply chains.
Lean Six Sigma in supply chain management: Applying process improvement methodologies for enhanced efficiency.
What strategies can improve supply chain visibility and traceability in the post-pandemic business environment?
How can digitalization and technology advancements enhance procurement and supply chain agility and efficiency post-COVID?
Assessing the impact of sustainability reporting and certifications on supplier selection in the UK.
Strategic sourcing: Optimizing supplier selection and contract negotiations for cost reduction and value creation.
How can procurement and supply chain professionals effectively manage and mitigate supply chain risks in a volatile business environment?
The influence of geopolitical factors on global sourcing and supply chain strategies.
How has the COVID-19 pandemic reshaped procurement and supply chain strategies and practices?
The role of ethical sourcing and fair trade practices in promoting responsible procurement in the UK.
Analyzing the impact of cultural differences on international procurement and supplier management.
Cross-functional collaboration in supply chain management: Strategies for aligning departments and improving overall performance.
Strategic sourcing of services: Challenges and strategies for managing service procurement.
Sustainable procurement practices in the public sector: Policies and strategies for responsible purchasing.
Sustainable sourcing strategies for ethical and responsible supply chains.
What are the critical considerations for inventory and demand forecasting in the post-COVID era?
Supplier diversity and inclusion: Enhancing procurement practices to promote diversity and socioeconomic development.
Analyzing the impact of Brexit on procurement and supply chain strategies in the UK.
Assessing the challenges and opportunities of local sourcing strategies in the UK supply chains.
Analyzing the integration of environmental and social considerations in UK procurement decision-making.
The role of innovation in supply chain management: Encouraging supplier-driven innovation for competitive advantage.
The role of strategic sourcing practices in driving cost savings and value creation in the UK.
E-commerce impacts last-mile delivery and logistics in procurement and supply chains.
Analyzing the implications of trade agreements and tariffs on UK procurement and supply chain strategies.
Risk management in global supply chains: Identifying and mitigating potential disruptions.
Leveraging data analytics for demand forecasting and inventory optimization.
Managing supply chain risks in the era of globalization and interconnectedness.
Digital platforms and marketplaces: Transforming procurement processes and supplier collaboration.
Supply chain resilience: Building adaptive and agile supply chains to withstand disruptions.
How can procurement and supply chain management adapt to new regulatory requirements and trade policies post-pandemic?
The use of predictive analytics for supply chain risk identification and mitigation.
Assessing the effectiveness of risk management strategies in UK supply chains.
The impact of COVID-19 on procurement and supply chain management: Lessons learned and future implications.
The role of circular economy principles in driving sustainable procurement and waste reduction in the UK.
What are the lessons learned from the COVID-19 crisis and how can they be applied to strengthen supply chain resilience in the future?
What are the challenges and opportunities in managing supplier collaborations and partnerships in the wake of the COVID-19 pandemic?
Evaluating the role of supplier collaboration and relationship management in UK procurement success.
Evaluating the effectiveness of supplier development programs in improving supplier performance and relationship.
Evaluating the adoption and impact of blockchain technology in UK supply chain transparency and traceability.
The impact of digital transformation on procurement and supply chain management practices.
Analyzing the impact of the COVID-19 pandemic on UK procurement and supply chain operations.
Green procurement: Evaluating the benefits and challenges of environmentally friendly purchasing practices.
The impact of sustainability reporting and certifications on supplier selection and performance evaluation.
How has the pandemic accelerated the adoption of e-procurement and digital supply chain platforms?
How has the role of procurement professionals evolved in the face of the COVID-19 crisis, and what new skills and competencies are required?
What are the key considerations for ethical sourcing and responsible supply chain practices in the post-COVID business landscape?
The impact of e-commerce growth on last-mile delivery and logistics in the UK.
Assessing the effectiveness of sustainable supply chain certifications and standards.
What are the emerging trends and best practices in supplier relationship management after the pandemic?
Evaluating the benefits and challenges of implementing just-in-time (JIT) and lean supply chain practices.
How has the pandemic influenced sustainable procurement practices and the focus on environmental and social responsibility?

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Supply Chain Management and Procurement

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Andrea Caccialanza 2

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Supply chain management (SCM) and procurement are playing a vital role in modern economies. In the last decades, it has been dedicated a growing attention to the importance of strengthening links along the different steps of a supply chain (SC). Sustainability, as well, is a trending topic that has affected the propensity, for a vast range of stakeholders, to explore more inclusive frameworks and accounting systems to measure the overall impact of economic activities. The better understanding of the sustainability implications is crucial for an effective impact on current goods and services production systems. The aim of this chapter is to focus on the potential connections that exist between SCM, procurement, and sustainability. Three main sections follow: (i) a common definition of SCM and procurement, (ii) the shift toward sustainability in SCM and procurement, and (iii) an overview of three relevant case studies.

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Caccialanza, A. (2023). Supply Chain Management and Procurement. In: Brinkmann, R. (eds) The Palgrave Handbook of Global Sustainability. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-01949-4_101

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Students in the logistics doctoral program at Broad work closely with faculty from the onset of their program to ensure the best preparation for academic life – including working on supply chain management research projects that eventually lead to publications in top-tier academic journals. The program links the traditional areas of logistics research and development with faculty expertise in the areas of demand management and forecasting, logistics operations and modeling, logistics strategy and relationship management. Both empirical and analytical methods are examined in the program to provide students with the skill sets necessary to succeed in their chosen stream of research.

Publications

Below are selected publications by faculty who work in the logistics doctoral program.

Stanley E. Griffis

2016 Curt B. Moore, G. Tyge Payne, Chad W. Autry, Stanley E. Griffis . (2016) “Project Complexity and Bonding Social Capital in Network Organizations.” Group & Organization Management . May, 1-35. 2015 Bell, John E. Autry, Chad W., Griffis, Stanley E., (2015) “Supply Chain Interdiction as a Competitive Weapon.” Transportation Journal . 54(1), 89-103. 2014 Griffis, Stanley E., Autry, Chad W., Thornton, LaDonna M., ben Brik, Anis (2014) “Assessing Antecedents of Socially Responsible Supplier Selection in Three Global Supply Chain Contexts.” Decision Sciences . 45(6), 1187-1215. Melnyk, Steven, Zobel, Christopher W., Macdonald, John, Griffis, Stanley E. (2014) “Making Sense of Transient Responses in Simulation Studies.” International Journal of Production Research . 52(3), 617-632, 2013 Whipple, Judith M., Griffis, Stanley E., and Daugherty, Patricia J. (2013) “Conceptualizations of Trust: Can We Trust Them?” Journal of Business Logistics . 34(2), 117-130 . Fleming, Christopher L., Griffis, Stanley E ., Bell, John E. (2013) “The Effects of Triangle Inequality on the Vehicle Routing Problem.” European Journal of Operations Research . 224(1):1-7. 2012 Griffis, Stanley E ., Rao, Shashank, Goldsby, Thomas J., Voorhees, Clay M., Iyengar, Deepak, (2012) “Linking Order Fulfillment Performance to Referrals in Online Retailing: An Empirical Analysis.” Journal of Business Logistics . 33(4), 278-292. Griffis, Stanley E ., Whipple, Judith, M., (2012) “A Comprehensive Risk Assessment and Evaluation Model: Proposing a Risk Priority Continuum.” Transportation Journal . 51 (4), 428-451. Porterfield, Tobin E., Macdonald, John R., Griffis, Stanley E ., (2012) “An Exploration of the Relational Effects of Supply Chain Disruptions.” Transportation Journal . 51 (4), 399-427. Griffis, Stanley E ., Bell, John E., Closs, David J., (2012) “Metaheuristics in Logistics and Supply Chain Management.” Journal of Business Logistics. 33(2), 90-105. Griffis, Stanley E ., Rao, Shashank, Goldsby, Thomas J., Niranjan, Tarikere T., (2012) “The Customer Consequences of Returns in Online Retailing: An Empirical Analysis.” Journal of Operations Management . 30 (4), 282-294. 2011 Rao, Shashank, Griffis, Stanley E., Goldsby, Thomas J. (2011) “Failure to Deliver? Linking Online Order Fulfillment Glitches with Future Purchase Behavior.” Journal of Operations Management . 29 (7-8), pp 693-703. Rao, Shashank, Goldsby, Thomas J., Griffis, Stanley E., Iyengar, Deepak (2011) “Electronic Logistics Service Quality (e-LSQ): Its Impact on the Customer’s Purchase Satisfaction and Retention.” Journal of Business Logistics . 32 (2), pp. 167-179. Payne, G. Tyge, Moore, Curt B., Griffis, Stanley E ., Autry, Chad W. (2011) “Multilevel Challenges and Opportunities in Social Capital Research.” Journal of Management . 37 (2), 491-520. Wilcox, William, Horvath, Philip A., Griffis, Stanley E. , Autry, Chad W. (2011) “A Markov Model of Liquidity Effects in Reverse Logistics Processes: The Effects of Random Volume and Passage.” International Journal of Production Economics . 129 (1), 86-101. Bell, John E., Griffis, Stanley E . Cunningham, William J., Eberlan, Jon (2011) “Location Optimization of Strategic Alert Sites for Homeland Defense.” Omega, The International Journal of Management Science. 39 (2), 151-158. 2010 Bell, John E and Stanley E. Griffis (2010), “Swarm Intelligence: Application of the Ant Colony Optimization Algorithm to Logistics-Oriented Vehicle Routing Problems.” Journal of Business Logistics. 31 (2), 157-175. 2008 Autry, Chad W., Stanley E. Griffis (2008), “Supply Chain Capital: The Impact of Structural and Relational Linkages on Firm Execution and Innovation.” Journal of Business Logistics. 29 (1), 157-173. 2007 Griffis, Stanley E ., Thomas J. Goldsby, Martha C. Cooper, and David J. Closs (2007), “Aligning Logistics Performance Measures to the Information Needs of the Firm.” Journal of Business Logistics. 28 (2), 35-56. 2006 Goldsby, Thomas J., Stanley E. Griffis and Anthony S. Roath (2006), “Modeling Lean, Agile, and Leagile Supply Chain Strategies.” Journal of Business Logistics. 27 (1), 57-80. Winner – The Bernard J. LaLonde Award for Best Paper in JBL 2006. 2005 Autry, Chad W., and Stanley E. Griffis (2005), “A Social Anthropology of Logistics Research: Exploring Productivity and Collaboration in an Emerging Science.” Transportation Journal. 44 (4), 27-43. Autry, Chad W., Stanley E. Griffis , Thomas J. Goldsby, L. Michelle Bobbitt (2005), “Warehouse Management Systems: An Initial Assessment, Empirical Analysis and Research Agenda.” Journal of Business Logistics. 26 (2), 165-183. 2004 Griffis, Stanley , Martha C. Cooper, Thomas J. Goldsby and David J. Closs (2004), “Performance Measurement: Measure Selection Based Upon Firm Goals and Information Reporting Needs.” Journal of Business Logistics. 25 (2), 95-118. 2003 Griffis, Stanley E ., Thomas J. Goldsby, and Martha C. Cooper (2003), “Web-Based and Mail Surveys: A Comparison of Response, Data and Cost.” Journal of Business Logistics. 24 (2), 237-258.

Stanley Lim

2022 Lim, S.F.W.T., Richards, T.J., Rabinovich, E. and Choi, M. 2022. Scan based trading and bargaining equilibrium: A structural estimation of supply chain profit. Manufacturing & Service Operations Management, forthcoming. 2021 Lim, S.F.W.T., Gao, F. and Tan, T.F. 2021. Slow and steady, or fast and furious? An empirical study about omnichannel demand sensitivity to fulfillment lead time. Management Science (Major revision). Lim, S.F.W.T., Rabinovich, E., Lee, S. and Park, S. 2021. Estimating stockout costs and optimal stockout rates to improve the management of ugly produce inventory. Management Science (Major revision). Lim, S.F.W.T., Rabinovich, E., Park, S. and Hwang, M. 2021. Shopping activity at warehouse club stores and its competitive and network density implications. Production and Operations Management, 30(1): 28-46. 2019 Lim, S.F.W.T. and Winkenbach, M. 2019. Configuring the last-mile in business-to-consumer e-retailing. California Management Review, 61(2): 132-154.

Jason W. Miller

2017 Miller, J. W . 2017. “Discrete Time Hazard Modeling of Large Motor Carriers’ Longitudinal CSA Performance.” Transportation Journal . Forthcoming. Miller, J. W . 2017. “A Multivariate Time Series Analysis of Motor Carrier Safety Behaviors.” Journal of Business Logistics. Miller, J. W. & Saldanha, J. P. 2017. “Do New Entrants Become Safer over Time?” Transportation Journal. Miller, J. W ., Saldanha, J. P., Rungtusanatham, M., & Knemeyer, A. M. 2017. “How Does Driver Turnover Affect Motor Carrier Safety Performance and What Can Managers Do About It?” Journal of Business Logistics. Miller, J. W ., Golicic, S., & Fugate, B. 2017. “Developing and Testing a Dynamic Theory of Motor Carrier Safety?” Journal of Business Logistics. In Press. Davis-Sramek, B., Fugate, B. S, Miller, J. W , Germain, R., Izyumov, A., & Krotov, K. 2017. “Understanding the Present by Examining the Past: Imprinting Effects on Supply Chain Outsourcing in a Transition Economy.” Journal of Supply Chain Management. 53(1): 65–86. 2016 Miller, J. W ., Fugate, B., & Golicic, S. 2016. “How Organizations Respond to Information Disclosure: Testing Alternative Longitudinal Performance Trajectories.” Academy of Management Journal . In Press. Miller, J. W ., & Saldanha, J. P. 2016. “A New Look at the Relationship between Financial Performance and Safety: A Longitudinal Growth Perspective.” Journal of Business Logistics 37(3): 284–306. Schwieterman, M. A., Miller, J. W . 2016. “Factor Market Rivalry: Towards an Integrated Understanding of Firm Action.” Transportation Journal . 55(2): 97–123. 2015 Mellat-Parast, M., Golmohammadi, D., McFadden, K., Miller, J. W . 2015. “Linking Business Strategy to Service Failures and Financial Performance: Empirical Evidence from the U.S. Domestic Airline Industry.” Journal of Operations Management . 38(1): 14–24. Stromeyer, W. R., Miller, J. W ., Murthy, R., & DeMartino, R. 2015. “The Prowess and Pitfalls of Bayesian Structural Equation Modeling: Important Considerations for Management Research.” Journal of Management . 41(2): 491–520. 2014 Rungtusanatham, M., Miller, J. W ., & Boyer, K. K. 2014. “Theorizing, Testing and Concluding for Mediation in SCM Research: What to Do, What Not to Do.” Journal of Operations Management. 32(3): 99–113. Saldanha, J. P., Miller, J. W ., Hunt, C. S. & Mello, J. E. 2014. “Linking Formal Controls to Motor Carrier Performance: Curvilinear and Interaction Effects.” Transportation Research Part E . 64(1): 28–47. Fawcett, S. E., Waller, M. A., Miller, J. W ., Schwieterman, M. A., Hazen, B. T., & Overstreet, R. E. 2014. “Editorial: A Trail Guide to Publishing Success: Tips on Writing Influential Conceptual, Qualitative and Survey Research.” Journal of Business Logistics . 35(1): 1–16. 2013 Miller, J. W ., Saldanha, J. P., Hunt, S., & Mello, J. E. 2013. “Combining Formal Controls to Improve Firm Performance.” Journal of Business Logistics . 34(4): 301–318.. Miller, J. W ., Stromeyer, W. R., & Schwieterman, M. A. 2013. “Extensions of the Johnson-Neyman Technique to Linear Models with Curvilinear Effects: Derivations and Analytical Tools.” Multivariate Behavioral Research . 48(2): 267-300. Goldsby, T. J., Knemeyer, A. M., Miller, J. W ., & Wallenburg, C. M. 2013. “Measurement and Moderation: Finding the Boundary Conditions in Logistics and Supply Chain Research.” Journal of Business Logistics . 34(2): 109–116.

Judith M. Whipple

2016 Roh, Joseph, Virpi Turkulainen, Judith M. Whipple , and Morgan Swink (forthcoming), “Understanding the Organizational Change Process for Supply Chain Management Organizations.” International Journal of Logistics Management. 2015 Whipple, Judith M ., Robert Wiedmer, and Kenneth K. Boyer (2015), “A Dyadic Investigation of Collaborative Competence, Social Capital and Performance in Buyer-Supplier Relationships.” Journal of Supply Chain Management. 51(2): 3-21 . 2013 Whipple, Judith M ., Stanley Griffis, and Patricia J. Daugherty (2013), “Conceptualizations of Trust: Can We Trust Them?” Journal of Business Logistics. 34:2, 117-130. Roh, Joseph, Judith M. Whipple , Kenneth K. Boyer (2013), “The Effect of Single Rater Bias in Multi-Stakeholder Research: A Methodological Evaluation of Buyer-Supplier Relationships.” Production and Operations Management Journal. 22:3, 711-725 . 2012 Griffis, Stanley and Judith M. Whipple (2012), “A Comprehensive Risk Assessment and Evaluation Model: Proposing a Risk Priority Continuum.” Transportation Journal. 51:4, 428-451 . 2011 Nyaga, Gilbert and Judith M. Whipple (2011), “Relationship Quality and Performance Outcomes: Achieving a Competitive Advantage.” Journal of Business Logistics. 32:4, 345-360. Speier, Cheri, Judith M. Whipple , David J. Closs and M. Douglas Voss (2011), “Global Supply Chain Design Considerations: Mitigating Product Safety and Security Risks.” Journal of Operations Management. 29:7-8, 721-736. Winner, JOM Jack Meredith Best Paper of the Year Award and Stan Hardy Award. Allaway, Arthur W., Patricia Huddleston, Judith M. Whipple , and Alexander E. Ellinger (2011), “Customer-Based Brand Equity, Equity Drivers and Customer Loyalty in the Supermarket Industry.” The Journal of Product and Brand Management. 20:3, 190-204. 2010 Whipple, Judith M. and Joseph Roh (2010), “Quality Fade and Agency Theory in Buyer-Supplier Relationships.” The International Journal of Logistics Management. 21:3, 338-352. Richey, R. Glenn, Anthony S. Roath, Judith M. Whipple , and Stanley E. Fawcett (2010), “Exploring a Governance Theory of Supply Chain Management: Barriers and Facilitators to Integration.” Journal of Business Logistics. 31:1, 237-256 . Bernard J. La Londe Best Paper Award in the Journal – 2010. Nyaga, Gilbert N., Judith M. Whipple , and Daniel F. Lynch (2010), “Examining Supply Chain Relationships: Do Buyer and Supplier Perspectives on Collaborative Relationships Differ?” Journal of Operations Management. 28:2, 101-114. Finalist, JOM Jack Meredith Best Paper of the Year Award based on 5-year impact. Whipple, Judith M., Daniel F. Lynch, and Gilbert N. Nyaga (2010), “A Buyer’s Perspective on Collaborative Versus Transactional Relationships.” Industrial Marketing Management. 39:3, 507-518 . 2009 Voss, M. Douglas, Judith M. Whipple , and David J. Closs (2009), “The Role of Strategic Security: Internal and External Security Measures with Security Performance Implications.” Transportation Journal. 48:2, 5-23 . Whipple, Judith M., M. Douglas Voss, and David J. Closs (2009), “Supply Chain Security Practices in the Food Industry: Do Firms Operating Domestically and Globally Differ?” International Journal of Physical Distribution and Logistics Management. 39:7, 574-594. Huddleston, Patricia, Judith M. Whipple , Rachel Nye Mattick, and So Jung Lee (2009), “Customer Satisfaction in Food Retailing: Comparing Specialty and Conventional Grocery Stores.” International Journal of Retail and Distribution Management. 37:1, 63-80. 2007 Jones, Kraig, Kellie Curry Raper, Judith M. Whipple , Diane Mollenkopf, and H. Christopher Peterson (2007), “Commodity-Procurement Strategies of Food Companies: A Case Study.” Journal of Food Distribution Research. XXXVIII:3, 37-53 . Whipple, Judith M. and Dawn Russell (2007) “Building Supply Chain Collaboration: A Typology of Collaborative Relationship Strategies.” The International Journal of Logistics Management. 18:2, 174-196. 2004 Sabath, Robert and Judith M. Whipple (2004), “Using the Customer/Product Action Matrix.” Journal of Business Logistics. 25:2, 1-19. Bernard J. La Londe Best Paper Award in the Journal – 2005. Huddleston, Patricia, Judith Whipple , and Amy VanAuken (2004), “Food Store Loyalty: Application of a Consumer Loyalty Framework.” Journal of Targeting, Measurement and Analysis for Marketing. 12:3, 213-230. 2002 Whipple, Judith M ., Robert Frankel, and Patricia J. Daugherty (2002), “Information Support for Alliances: Performance Implications.” Journal of Business Logistics. 23:2, 67-82. Frankel, Robert, Thomas J. Goldsby, and Judith M. Whipple (2002), “Grocery Industry Collaboration in the Wake of ECR.” International Journal of Logistics Management. 13:1, 57-72. Accenture Award for Best Paper in the Journal – 2002. Anselmi, Kenneth, Robert Frankel, and Judith Schmitz Whipple (2002), “Performance in Product Versus Service Supplier Relationships.” Journal of Business-to-Business Marketing. 9:1, 27-43. 2000 Whipple, Judith M. and Robert Frankel (2000), “Strategic Alliance Success Factors: Do Both Parties Agree?” The Journal of Supply Chain Management. 36:3 (Summer), 21-28 . Whipple, Judith Schmitz and Julie J. Gentry (2000), “A Network Comparison of Alliance Motives and Achievements.” Journal of Business and Industrial Marketing. 15:4/5, 301-322.

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Researching the future of purchasing and supply management: The purpose and potential of scenarios

Louise knight.

a Faculty of Behavioural, Management and Social Sciences, University of Twente, PO Box 217 (Ravelijn), 7500AE, Enschede, the Netherlands

Joanne Meehan

b University of Liverpool, Management School, Chatham Street, Liverpool, L69 7ZH, UK

Efstathios Tapinos

c Hunter Centre of Entrepreneurship, Strathclyde Business School, 199 Cathedral St, G4 0QU, Glasgow, UK

Laura Menzies

Alexandra pfeiffer.

d DBFZ Deutsches For schungszentrum gGmbH, Torgauer Str. 116, D-04347, Leipzig, Germany

Drawing on prior research, the value of scenario planning as a methodology for researching the future of purchasing and supply management (PSM) is explored. Using three criteria of research quality – rigour, originality and significance – it is shown how developing scenarios and analysing their implications present new, important research opportunities for PSM academics, practitioners, and leaders of the profession. Researching the future of PSM supports the identification of uncertainties and anticipates change across many units and levels of analysis of interest to PSM scholars and practitioners, such as the profession/discipline, markets/sectors, or organisations. Scenarios are particularly effective for: considering how the complex interaction of macro-environmental factors affects the PSM context; avoiding incremental thinking; surfacing assumptions and revealing significant blind spots. PSM research using scenarios aligns with Corley and Gioia's (2011) call for prescience-oriented research in which academics aim for more impactful research, enhancing sense-giving potential and theoretical relevance to practice, to better perform their adaptive role in society.

• Reviews approaches to research the future of purchasing & supply management.
• Highlights scenario planning and prescience-oriented research.
• Makes the case for developing scenarios in PSM research.
• Evaluates the potential of scenario-based research on the future of PSM (rigour, originality & significance).

1. Introduction

Responding to the Journal of Purchasing and Supply Management's 25th Anniversary Special Issue's aim to help purchasing and supply management (PSM) to ‘look forward’, this Notes and Debates article discusses the use of scenario planning in PSM research. Looking back at past research on the future of PSM reveals a set of articles which is limited both in terms of the number of studies and the range of methods used. The purpose of this article is to encourage more research on the future of PSM, and advocate for a wider range of methods especially suited to future-focused research. The scenario planning approach is explained and positioned in the repertoire of methodologies available for exploring the future of PSM which to date has predominantly been conducted via desk research, interviews and surveys. The focus of this article is on research that is specifically about anticipating how (some aspect of) PSM will ‘be’ in the future, rather than exemplar cases which can frame aspirations for PSM development in a less capable firm, or the implications for future practice and research that conclude most academic papers. Future of PSM research can be broad in scope, for example digitalisation of PSM ( Legenvre et al., 2020 ) or more specific, for example concerning competences for public procurement personnel ( Bals et al., 2019 ).

Qualitative inquiry about the future that is co-produced with practitioners is clearly a non-traditional form of research in the field of PSM, where most research has focused on measuring current and past phenomena using quantitative techniques. This article predominantly addresses three groups of PSM researchers – engaged scholars ( Bäckstrand and Halldórsson, 2019 ), qualitative interpretivists ( Welch and Piekkari, 2017 ) and those who study (aspects of) the future of PSM. It makes the case that more research on the future of PSM is needed, and for the value of scenario planning as a research methodology. The article has three inter-linked objectives: i) to position scenario planning as a research methodology (as well as a technique for practitioners) ii) to serve as a resource by signposting further literature on scenario planning iii) to suggest appropriate criteria for evaluating the outcomes of scenario planning.

Contemporary business environments are marked by rapid, constant transformations ( Kamann et al., 2016 ; Steiber and Alänge, 2016 ) that impact organisations’ competitiveness and sustainability, and raise challenges for PSM. Despite many opinion pieces by consulting and professional associations on the future of purchasing and supply management, academic studies are scarce. Research tends to be limited in scope, focusing on certain industries ( Allal-Chérif and Maira, 2011 ; Khripunova et al., 2014 ), or on the impact of specific supply-side macro-environmental challenges on PSM.

High levels of uncertainty and complexity can lead to inertia in resource-constrained PSM organisations ( Lorentz et al., 2019 ). Counter-intuitively, they can prevent radical responses and instead embed business-as-usual approaches ( Wright and Nyberg, 2017 ). In uncharted territory, or situations requiring a longer temporal framing such as PSM's role in mitigating the climate emergency, research grounded in predictive methods may provide insufficient data to help navigate future unknown challenges; they reduce our ability to identify the significance of future inter-related issues and research agendas ( Thorén and Vendel, 2019 ). By contrast, scenarios (which are not predictive, as explained below) are specifically aimed at assessing the significance of potential events/contexts before they occur ( Millett, 2012 ).

Scenario planning is one of several well established methods in academic research. Other methods include, for example, Delphi study ( Seuring and Müller, 2008 ), and other methods are sometimes used in combination with scenario planning. 1 Its importance is increasingly recognised across all fields, including natural sciences and engineering. As discussed in Nature , top-down approaches such as modelling need to be complemented by bottom-up participatory methods to promote stakeholder engagement and to explore the possible societal consequences of technological change ( Contestabile, 2013 ; Conway et al., 2019 ; Editorial in Nature, 2018 ). Between 2014 and 2019, the US National Science Foundation funded 10 projects worth $6.45 million, with ‘scenario planning’ listed as a key term. For the same period, the main Web of Science indexes (SCI-EXPANDED, SSCI, A&HCI) lists 729 articles with topic = ‘scenario planning’, of which 174 are in business and management journals. In business and management, much of the research concerns firms and their strategies. Other units and levels of analysis are however also found in future studies. For example, the topics of the 67 articles include: impact of 3D printing on supply chains ( Ryan et al., 2017 ); the Internet of Things and supply chain ( Pishdar et al., 2018 ); system dynamics in the clothing sector ( Serrano et al., 2018 ). All these studies demonstrate an orientation towards ‘prescience’ which – in management studies – is “a way of achieving scope and fulfilling our scholarly role of facilitating organisational and societal adaptiveness” ( Corley and Gioia, 2011 :12).

Our central argument is that scenario planning broadens the range of research methodologies used to explore the future of PSM - methodologies that present valuable opportunities for new insights and research, enabling the discovery of critical knowledge which can be hidden within supply networks ( Gualandris et al., 2018 ). Methodologies and methods typically used in past research (e.g. interviews, surveys) are limited for futures research, in three crucial ways which the use of scenarios can overcome: (i) they focus on linear projection/prediction; (ii) they fail to consider how complex interaction of macro-environmental factors affects the PSM context; (iii) they tend to encourage incremental thinking. The points made in this article about the use of scenarios are not new; rather, the contributions here are a) in relating scenarios to PSM field, and b) in focusing on the future of the discipline, whereas scenario work is usually firm or sector related.

2. Looking forward: future studies and prescience-oriented research

“We live not just in times of continuous change but continuous discontinuous change … on the one hand, because in times of flux the past no longer serves as a reliable guide to what is going on, and on the other, because when continuous change is also discontinuous change, it is difficult to know how to act in a world that is not just equivocal but unpredictably equivocal. ” ( Colville et al., 2012 : p7).

Futures research is a difficult, complex area of study. The future landscape is not necessarily a continuation of the past and present, and developments are not deterministic. Prediction is often limited to short time frames and, even then, unexpected events occur. Paradoxically, these challenges increase the importance of future-orientated research ( May, 1982 ), to help scholars anticipate and conceptualise potential problem domains, expose assumptions ( Corley and Gioia, 2011 ), and present new research directions that may fundamentally shape future debate and theory ( Ahuja and Morris Lampert, 2001 ). In environments with exponential or disruptive change, influence is not confined to traditional lines of communication or power structures ( Pang, 2010 ), and it can be hard to pay attention to issues whose unintended consequences play out in the long term on a global scale ( Pang, 2011 ).

In the futures literature, foresight is a dominant concept. Foresight, as opposed to forecasting, does not aim to predict the future, but helps to explore and consider alternatives ( Khripunova et al., 2014 ). Foresight is based on three core assumptions ( Rohrbeck et al., 2015 ):

• given the uncertainty of future environments, multiple futures are possible;
• the drivers of future change can be studied;
• the future is malleable and open to influence.

Chermack (2007) observes that theory building and scenario planning ( Schoemaker, 1997 ) are both exercises of ‘disciplined imagination’ ( Weick, 1989 ) requiring future-orientation to assess emerging phenomena or to explore possible new paradigms. Clearly, traditional forms of empirical data are not available for what has yet to occur ( Fawcett et al., 2014 ). Scenario planning helps its participants move beyond the past and present, to envision multiple possible futures ( Wack, 1985a , 1985b ) and holistic world views ( Ozbekhan, 1974 ).

A central pillar for prescient scholars is to conceptually frame future issues as if they have manifested, and then to infer the theoretical assumptions that need attention or invention ( Corley and Gioia, 2011 ). Rather than filling research gaps for the sake of theory per se , prescience aims to develop understanding of a theory's utility in practice ( Corley and Gioia, 2011 ), highlighting the importance of engaged research. The temporary shift to considering various futures as if they have already happened allow for hidden assumptions in our theories and models to be surfaced and unpacked ( Patvardhan, 2013 ).

Prescience is identified as an emerging but critical concept in organisational research ( Cassell et al., 2019 ). Those conducting prescience-oriented research engage with reflexive participants to transform today's thinking and practice ( Cunliffe and Scaratti, 2017 ; MacIntosh et al., 2017 ). As with engaged scholars ( Bäckstrand and Halldórsson, 2019 ) and action researchers ( Maestrini et al., 2016 ; Meehan et al., 2016 ), they are not just bystanders or observers. Through their research, they aim to perform an adaptive role in society, rather than a maintenance one ( Corley and Gioia, 2011 ). More radical prescient theorising can introduce new research agendas and trajectories ( Corley and Gioia, 2011 ) that have the potential to transform a field's development ( Nadkarni et al., 2018 ). Through performative theory development, they can shape environments ( Garud and Gehman, 2016 , 2019 ). Future-based research thus places different demands on PSM scholars than many of us are used to, in terms of research philosophies, design, methodologies, ethics, skills, and theories.

3. Looking forward: past research on the future of PSM

Though most academic articles provide implications for future research, there are relatively few articles specifically about the future of PSM. Predictive approaches are used most often and significant topics identified fall broadly into two themes: human/social issues, and technology. Anticipated human/social issues include sustainability ( Schoenherr et al., 2012 ), internal integration ( Mogre et al., 2017 ), purchasing skills ( Bals et al., 2019 ; Tassabehji and Moorhouse, 2008 ), behavioural dynamics of individual actors ( Wieland et al., 2016 ), and ethical purchasing ( Wieland et al., 2016 ). Future technologies identified as increasingly important include predictive analytics and big data ( Schoenherr and Speier-Pero, 2015 ), digital/web-based technology ( Gallear, Ghobadian and O'Regan, 2008 ), Industry 4.0, the Internet of Things ( Glas and Kleemann, 2016 ), and e-procurement systems ( Alvarez-Rodríguez et al., 2014 ). The predicted futures include a range of specific cost, service and ethical challenges for PSM, including resource depletion, increasing demand in developing countries, higher customer expectations in traditional markets, and a growth in global competition ( Kamann et al., 2016 ). At a macro level these changes are driven by global themes of sustainability, risk, humans, innovation, analytics, and complexity ( Wieland et al., 2016 ).

Many studies on (aspects of) the future of PSM are based on extensive literature reviews ( Schneider and Wallenburg, 2013 ; Zheng et al., 2007 ) or expert interviews ( Tassabehji and Moorhouse, 2008 ). These methods have the advantage of collecting and synthesising valuable extant knowledge, but forecasting from extrapolations is problematic and predicting the future, even with the use of experts, is arguably impossible ( Tetlock, 2005 ). Although survey-based research has engaged academics and PSM professionals in their views of the future, the tendency is to search for consensus (see Wieland et al., 2016 ; Schoenherr and Speier-Pero, 2015 ), which can privilege dominant perspectives and activities and exclude other viable alternatives or plausible futures. Surveys or literature reviews that look backward to identify trends are inherently past-oriented and limit novelty and fresh perspectives ( Näslund, 2002 ).

A number of empirical future PSM studies use case studies and interviews ( Carter and Narasimhan, 1996 ; Tassabehji and Moorhouse, 2008 ), but they do not elaborate on how respondents are encouraged to be future-focused. In the PSM field more broadly, there are calls for more critical and participatory methods in PSM research ( Meehan et al., 2016 ) to encourage diverse views and foresight ( Heidingsfelder et al., 2015 ). The adoption of methods from different fields is also encouraged to reframe PSM issues, uncover assumptions, and provide new insights ( Knight et al., 2016 ), particularly for exploring dynamic environments and complex societal challenges ( Ferraro et al., 2015 ; Markard et al., 2012 ).

Much research on the future of PSM considers a shorter-term focus on familiar issues ( Mogre et al., 2017 ; Spina et al., 2013 ) and incremental performance improvement ( Schoenherr et al., 2012 ; Zheng et al., 2007 ). Change is viewed as inevitable ( Wieland et al., 2016 ), yet authors tend to assume a stable purpose for PSM in the future with no fundamental changes to its role ( Mogre et al., 2017 ; Spina et al., 2013 ). Whilst emerging areas including services and sustainability are identified ( Zheng et al., 2007 ), the focus tends to centre on future academic research agendas ( Wieland et al., 2016 ; Zheng et al., 2007 ) rather than explicit changes to practice. Most studies do not go as far as to envision what the future might look like and some, whilst acknowledging critical macro-environmental drivers, only consider specific supply chain trends. With the occasional exception of the sustainability agenda, PSM's strategic influence is still largely focused on, and bounded by, organisational outcomes rather than consideration of the wider aggregated consequences of supply-side actions or changes to supply markets. Potentially this masks collective responsibilities and accountabilities, and the emergent effect of cumulative decisions. Current approaches can be unsuitable for work on the future of PSM as they reinforce dominant paradigms and theories. Yet, understanding how and why particular issues and frames become dominant is itself potentially insightful for the field. Scenarios can complement existing methods through exposing the underpinning assumptions and biases in our own models and theories.

4. Scenario planning

4.1. scenario planning: from philosophy to application process.

Scenario planning is an approach for making sense of the future. The origins of scenario planning are attributed to the pioneering work of the RAND institute for the US military, which was later popularised in business when applied successfully at Shell ( Chermack, 2017 ). In the business context, firms develop the scenarios, which are then used directly in business planning. 2

The underpinning principle of scenario planning is that the future is determined by driving forces ( Cairns and Wright, 2018 ; Ramirez and Wilkinson, 2016 ; Schoemaker, 1997 ; Tapinos, 2012 ; Wack, 1985a ). For those trying to make sense of the future, most of these driving forces are ‘known unknowns’, that is: the force is recognised, but how it will develop and its impact are uncertain. The complexity created by the known unknown dictates the need to anticipate the future via multiple plausible images (scenarios), instead of assuming linear progression of the present, or forecasting specific elements of the environment based on past behaviour. The philosophy of scenario planning has emerged into a methodology that can be applied when examining the external environment and strategizing. The use of scenarios in the anticipation of the future is about sketching out competing futures, which then serve as a mechanism to provoke debate and uncover assumptions. See for example ‘Scenarios for the Future of Technology and International Development’ produced by the Rockefeller Foundation and Global Business Network (2010) .

The evolution of the scenario planning methodology has led to the development of a range of approaches. Bradfield et al. (2005) identified three schools of thought based on data characteristics: qualitative data in the Intuitive Logic approach; mixed methods in La Prospective; and quantitative data in the Probabilistic Modified Trends approach. Of these categories, in this article, the focus is on the Intuitive Logic approach that encourages participatory methods to stimulate diverse discussions and uncover different perspectives, and that conceptually distinguishes uncertainty from risk. Unlike risk, uncertainty is not open for probability measurement ( Knight, 1921 ; Tapinos, 2012 ). The Intuitive Logic approach aligns well with researching the future of PSM as the combination of complex driving forces that shape the future of a discipline cannot easily be quantified or modelled.

There is a general consensus about the key steps of intuitive logic methodology (c.f. Hussain et al., 2017 ). The first step sets the scene and frames the process: defining the purpose of the intervention; developing an in-depth understanding of the organisation or concept whose future is examined; and selecting the planning horizon for the scenarios. The second step identifies the wide variety of driving forces for the general/macro environment, through PEST frameworks or similar ( Burt et al., 2006 ). In the third step, driving forces are ranked based on their level of uncertainty and impact (see O'Brien (2004) for a full description of the ranking and categorisation process). In the fourth step, scenarios are developed either inductively from a few of the uncertainties identified ( Frith and Tapinos, 2020 ), or deductively pairing uncertainties to create a 2 × 2 matrix with four scenario themes ( Ramirez and Wilkinson, 2016 ). In the final fifth stage of scenario development, narratives (as stories of the future) are constructed in order to make the scenarios more accessible to their intended audience ( Burnam-Fink, 2015 ). The developed scenarios have practical applications in strategic planning and for theory development through surfacing assumptions and gaps in our attention.

Scenario development as a managerial practice can be demanding and complicated ( Chen, 2009 ), with leadership, group-thinking ( Roubelat, 2000 ), and cognitive bias ( Bradfield et al., 2005 ) identified as risks in the process. Similarly, breaking out from myopic behaviours is difficult even for very senior leaders who can struggle to ‘ think the unthinkable ’ ( Gowing and Langdon, 2016 ) and, when they do, the attention to supply-side aspects is very limited (see, for example Schwab, 2017 ). Scholars also identify ‘ hyperopia ’ (the condition of paying too much attention to the distant future, neglecting the present and near future) as an additional potential dysfunction of scenario planning ( Mackay and Burt, 2015 ). To address these risks a series of mechanisms are developed to support the process including: avoiding fragmentation; making issues explicit; conversation; memorable stories; articulating assumptions; detailed analysis; contrasting scenarios; remarkable people; inductive development; and internal generation ( Frith and Tapinos, 2020 ).

4.2. Scenario planning as a research methodology

In the last couple of decades much scenario planning work has been published. However, its use as a research methodology is relatively new, and growing in popularity ( Ramirez et al., 2015 ). Unlike forecasting ( Schoemaker, 2016 ) the methodology is not about prediction. It is an opportunity to identify critical drivers and uncertainties ( Schoemaker, 1997 ) and explore their potential impacts. Scenario planning as a research method ( Ramirez et al., 2015 ) engages academics and practitioners in a step-by-step approach to create multiple plausible images of the future.

Scenarios support theory building by making sense of the future through storytelling ( Wright and Goodwin, 2009 ). The process of envisioning the future of a discipline, and making sense of how it might unfold, produces new awareness and valuable insights for those involved in the process or those exposed to its outcomes ( Mietzner and Reger, 2005 ). Moreover, the use of scenario planning in academic research is an effective methodology for interdisciplinary research ( Kröger and Schäfer, 2016 ) by widening the stakeholders involved in the development of the scenarios ( Bohensky et al., 2011 ), to encourage discussion among participants from different disciplines, backgrounds or parts of the organisation ( Roubelat, 2000 ).

The defining feature of scenario planning is the production of multiple plausible images of the future to address a wide range of uncertainties ( Tapinos, 2013 ). Use of these contrasting future viewpoints encourages participants to think holistically and systemically over longer time frames, examining a range of interacting factors ( Öborn et al., 2013 ). Once developed, the scenarios are considered as if they have already occurred ( Candy, 2010 ), inviting participants to ‘become’ their future self. In comparison to prediction-based studies, the temporal framing epistemologically distances the present and future; the future as ‘now’ allows the present to function as an ‘other’, rather than vice versa ( Inayatullah, 1993 ) to open up new lines of sight and reduce paradigmatic constraints.

Traditional methods that search for probable futures generally are based on research gaps corresponding to ‘what/how’ and ‘how/why’ research designs, whereas scenarios use plausible futures to provoke ‘what if?’ questions ( Ravetz, 1997 ). Foresight exercises contribute theoretically by creating new knowledge from progressive discussions that reframe issues and challenge implicit assumptions ( Dufva and Ahlqvist, 2015 ), thus enabling epistemological contributions through identifying knowledge of the future ( Piirainen and Gonzalez, 2015 ). There have been various criticisms of scenario planning ( Mietzner and Reger, 2005 ), notably concerning confusion over the proliferation of terms, methods and techniques ( Bishop et al., 2007 ). The field's response has always been very clear that scenario planning is not a process of calculating a singular future but a creative, participative and strategic conversation that is highly dynamic, requiring judgement, a tolerance of uncertainty ( van der Heijden, 2004 ), and an explicit acknowledgement of values ( Voros, 2001 ) within disciplined, robust processes ( Chermack, 2007 ).

The use of scenario planning to examine the future in settings other than organisations is quite common without necessarily being explicitly recognised. Some examples include the future of sustainable tourism ( Gössling and Scott, 2012 ), technology adoption ( Hussain et al., 2017 ), healthcare ( Cairns and Wright, 2018 ), Arctic futures ( Arbo et al., 2012 ), the future of marketing ( Moutinho et al., 2002 ), the future of transportation construction ( Kim et al., 2017 ). Despite the fact that many disciplines are now using scenario planning as a research method, there has been limited emphasis on the scope of scenarios (in the sense of level and unit of analysis). In one of the few articles to examine the utilisation of scenario planning to investigate the future of a discipline and a field, Ramirez et al. (2015) demonstrate that the use of Intuitive Logic supports the development of new insights about a discipline.

5. Using and valuing scenario planning in PSM research

5.1. potential applications of scenario planning in psm.

Considering the examples in the preceding paragraph, it is clear that scenario-based research could be usefully deployed for many aspects of PSM research, with varying contexts and perspectives, and various units and levels of analysis. It could, for example, be used to describe contrasting plausible futures for:

• The evolution of a supply market, for category management
• A strategic external resource, for risk management
• The PSM function within an organisation, to develop its strategic contribution
• The PSM profession, or discipline, to inform its strategic development by relevant professional associations, or academic networks
• A wide range of focal topics relevant across various levels (sector, organisation, etc) such as regulatory environment, ethical standards and norms, technological change, PSM leadership

All these themes are relevant and important to PSM policy leaders and practitioners across sectors, and therefore of interest to academics who value doing impactful research, although they do not always require an explicit future focus. However, the most pressing and important issues for PSM are necessarily future-oriented. Consider for example Montabon, Pagell and Wu's ( 2016 : p11) highly cited article which sought “to move the [SCM] field from the question of how can firms merely diminish environmental or social problems to how supply chains can become truly sustainable”. Among many researchers, this shift in attention is understood but not yet realised. PSM scholars can contribute to this conceptual shift through exploring how firms manage commercial transactions within these ‘truly sustainable’ supply chains. Yet, given the lack of such supply chains in practice, where and how could this research be conducted? As with many aspects of the more radical sustainability agenda, their question lends itself to future-focused research, including scenario planning, to provide a more nuanced analysis of critical uncertainties and the boundaries of PSM's existing theoretical frames.

Exploring the future of PSM through methods such as interviews, surveys, literature reviews, road mapping or modelling is feasible, but subject to constraints and shortcomings that can be addressed through scenario techniques. The more complex, dynamic and novel the issues, the greater the relevance of scenarios. Scenarios are ultimately a method for sensemaking and sensegiving, providing meaning and focus for action ( Gioia and Chittipeddi, 1991 ). The adoption of future-focused and engaged methods shifts a study's purpose and methods away from ‘knowledge-first’ ( Miller, 2013 ) modes that are familiar in PSM research, towards a ‘process-oriented’ approach ( Miller, 2013 ), but they are still ‘real’ research – see for example the OECD's definition of research (e.g. OECD, 2015 ). 3

Building on the preceding critique of past research on the future of PSM 4 and recognising the need to facilitate sensemaking about the future of PSM, the authors derive a set of design requirements for such studies. Whether following a scenario-based methodology, or other approaches, future studies should:

• Contextualise: Place PSM in the wider context of commercial landscapes, or professional environments
• Integrate: Consider a wide range of factors in an integrative way
• Engage: Involve a broad range of stakeholders in the process
• Challenge: Surface assumptions of linear, incremental change
• Observe: Attend to weak signals and identify blind spots
• Specify a (distant) timeline: Provide explicit time horizons

5.2. Probable, plausible and preferred futures

Discussions on scenario planning in the various literatures are commonly framed away from probable futures (i.e. which favour prediction with a view to planning change), and towards plausible futures (i.e. favouring new thinking with a view to uncovering assumptions and (re)framing alternatives). This position can be extended further through the consideration of preferred futures, which arise when multiple scenarios are compared and one or more futures are found to be particularly (un)appealing, with a consequent direct influence on action. It is possible to envisage circumstances in which practitioners' actions would influence the system's trajectory, for example a supply market scenario anticipating growing market concentration could lead a powerful buyer to take measures to avoid this outcome.

Academic research has agency too, and prescient approaches can enhance researchers’ influence on societal issues ( Corley and Gioia, 2011 ). PSM scenarios can help surface blind spots and assumptions in PSM theories and models. Blind spots are critical issues obscured by institutional or field-level conformity ( DiMaggio and Powell, 1983 ) or enactment of their interpretations ( Weick, 1969 ), both of which result in the normalisation and dominance of particular worldviews. Exposing assumptions and blind spots is an important resource in critical action research ( Meehan et al., 2016 ) and other forms of co-production aimed at engendering significant, positive developments in PSM practice ( Bäckstrand and Halldórsson, 2019 ).

5.3. Three criteria for valuing scenario planning research: rigour, significance and originality

The academic legitimacy of using scenarios is extensively considered by scenario planning scholars ( Blass, 2003 ; Spaniol and Rowland, 2018 ). Scenarios can be academically significant in terms of developing research agendas, and providing a site for combining knowledge from different fields. They can be seen as descriptive ‘theories of the future’ – sensemaking resources – which can catalyse more formal theorising, potentially with performative effects ( Marti and Gond, 2018 ).

It is important to recognise that scenarios-based research faces a double hurdle in demonstrating its value relative to more traditional methods used in PSM research, since it is both close to practice and future-focused. In this section, to critically assess and illustrate the suitability of scenario planning as a research methodology, the discussion is framed around three research evaluation criteria: rigour, originality and significance. These have been adopted by the UK Government's Research and Innovation department in its regular strategic quality evaluation of all research across all disciplines in all UK universities, known as the Research Excellence Framework (UK REF). These criteria, as well as being relevant to all types of research, help take the discussion beyond the more often used rigour and relevance ( Pettigrew, 2001 ) criteria, to consider also the impact, or influence, of the research (see Table 1 ).

Definitions of the three criteria for assessing research quality (as used in UK REF - Research Excellence Framework, 2019: 34–35).

5.3.1. (How) can scenario planning for PSM research be rigorous?

Whereas rigour is often discussed in terms of theoretical underpinning and use of method (ologies), the UK REF definition is more widely scoped. In general terms, combining insights about prescience in research ( Corley and Gioia, 2011 ) and scenario methods ( Bradfield et al., 2005 ; Chermack, 2007 ) provides a coherent basis for PSM scenario based research, positioning it clearly in relation to the adaptive role of academic researchers. As with every research project, the integrity of the project relies on clear specification of its aim and systematic execution, which must then be carefully reported ( Gioia et al., 2013 ). As indicated through the examples in Section 5.1 , the study may relate to a wide variety of PSM topics, levels, and units of analysis. As discussed in Section 5.2 , the choice of scenario planning to investigate the topic needs to be clearly centred on an interest in plausible rather than probable futures.

At a practical level, scenario planning research can be more rigorous if the ‘best practice’ advice is followed in applying the method (see 4.1 paragraph 4). Relating to the first step, a recent global study of scenario planning practice ( Ramirez et al., 2020 ) showed that clarity of the purpose is an essential feature of effective application. For the second step, rigour can be achieved by involving participants with a wide range of backgrounds and expertise in brainstorming the driving forces of future ( Cairns and Wright, 2018 ). van der Heijden (2004) focuses on value added by including participants with wider knowledge of the focus of the scenarios who are not necessarily directly linked to the organisation or the researchers developing the scenarios. Regarding the development of the scenario themes, in the fourth step, it is important that the researchers consider the causality of the driving forces in order to effectively explore the linkages between them ( Derbyshire and Wright, 2017 ). Concerning the construction of narratives, in the fifth step, the advice for the researchers is to consider their audience ( O'Brien, 2004 ) and adapt the stories of the future in a language and symbolism that will support the imagination of their audience. Authors of PSM related scenarios would need to consider whether the audience is other PSM experts, or aimed at PSM external stakeholders.

Drawing on Pettigrew (2001) , Morgan (1983) , Sandberg and Tsoukas (2011) , ( Ramirez and Wilkinson (2016) ), highlight that the goal of scenario development and application is to challenge the status quo, and to push knowledge boundaries. Evaluating scenarios developed through the inductive logic process is not about assessing their validity in terms of verifying them in retrospect ( Bradfield et al., 2005 , see Table 1 ). Researchers exploring the future of PSM should assess their scenario planning work against the key characteristics of ‘good scenarios’ ( Kahane, 1992 ) which are: plausible, challenging and internally consistent.

5.3.2. (How) can scenario planning for PSM research be original?

Original research is both innovative and important. Compared to other methodologies deployed in past research (see Section 2 ), scenario development is more likely to deliver originality in the forms highlighted in the underlined text in Table 1 . Scenario planning is specifically designed to encourage contributors to be imaginative, and to enable a holistic view of complex settings. Scenarios are not predictions to be evaluated by their subsequent accuracy. Rather, images of plausible futures are assessed according to their richness, plausibility and value in framing, strategizing ( Ramirez et al., 2017 ), and sensemaking ( Bowman, 2016 ). When well executed, the scenario method enables novel insights through revealing assumptions, exposing blind spots and directing our attention to theories in allied fields. Scenarios may lead to reframing practice or, from an academic perspective, can support problematising ( Alvesson and Sandberg, 2011 ; Ramirez et al., 2015 ) and so lead to new research avenues.

5.3.3. (How) can scenario planning for PSM research be significant?

Increasingly, research is evaluated not just according to its rigour, relevance and short-term outputs, but also on its longer-term impact, or influence, as captured in the UK REF significance criterion. Significance is often considered primarily in terms of its scientific utility, and this is often treated as if synonymous with theoretical contribution. The UK REF definition challenges us to take a broader view of significance. The potential significance of scenarios in PSM research is determined by the scenario research's ability to impact and influence either within, or beyond, academia. In the PSM context, impacts can cover, for example, changes to a company's strategic direction, sourcing strategies and practices, a change of policy for a professional association or a public authority. From a sensemaking perspective, more subtle influences could include new shared awareness of taken-for-granted assumptions or consequences of current behaviours ( Cassell et al., 2019 ), and shifts in norms and discourse, for example notions of stakeholders' interests in procurement, or values reflected in decision making criteria. These changes ultimately then turn back to academics, influencing the issues and topics that are researched and studied.

6. Conclusion: connecting to our PSM FUTURE(S)

Engaged, future-focused methods are arguably more relevant than ever before. With the goal of encouraging more scholars to work in this critically-oriented space, this article draws on the long-standing evidence base of futures research in other fields to discuss how scenarios can deliver rigour, originality and significance in PSM research.

The pressure on PSM is clear as organisations face a growing need to innovate and react faster to cope with external resource scarcity, supply crises, and tightening margins and operating budgets. As key contributors to the management of their organisations’ strategic external resources ( Van Weele and Van Raaij, 2014 ), PSM practitioners need to understand the long-term development of the supply-side business landscape. The development of useful, practical knowledge cannot be achieved just by observing current and past practice. To remain relevant and make a significant positive impact, PSM researchers must have “an orientation toward prescience in trying to anticipate, conceptualise, and influence significant future problem domains” ( Corley and Gioia, 2011 : 13) – theorising which, in turn, provides scientific utility.

This Notes & Debates article presents the case for extending the repertoire of methods/methodologies used to explore the future of PSM to include scenario planning. The review of past research on the future of PSM highlighted several methodological drawbacks in past studies. In literature reviews, researchers are looking forward by looking backward, which is especially problematic in highly uncertain and dynamic environments. Cross-referencing between studies creates an ‘echo-chamber’. Questionnaire based surveys drive a fragmented view of the future, whereas holistic stories are needed for sensemaking ( Colville et al., 2012 ).

The value of scenarios for PSM lies in their potential to support more radical thinking about the future ( Ramirez et al., 2015 ; Schoemaker, 1997 ). Scenarios research can yield knowledge that challenges the assumptions embedded in PSM theories about the existing order of the field, and understanding of more complex interdependencies within the supply landscape. Scenarios move academic theories beyond predictable futures, to exploring plausible futures and identifying preferable futures ( Amara, 1974 , 1991 ; Candy, 2010 ; Henchey, 1978 ; Voros, 2017 ). The findings from scenario research can enable academics and practitioners to address the gaps that remain between PSM's intended strategic role and the prevailing reality ( Knoppen and Sáenz, 2015 ).

7. POST-SCRIPT: reflecting on the COVID-19 coronavirus pandemic

In the two and half years since the call for papers for JPSM's 25th anniversary special issue was published, much has changed. Fuelled in part by a step change in environmental activism, there is a far greater sense of urgency to address the climate emergency. Then, on March 11, 2020 (a month before the final changes to this article were made), the World Health Organisation 5 declared the Covid-19 coronavirus had reached pandemic status. 6 As the pandemic brings illness and death to millions of people worldwide, this ‘greatest crisis since World War II’ (UNDP, 2020) 7 is also generating profound social and economic disruption.

During the pandemic, all businesses' supply chains are facing unprecedented challenges. For some organisations, there are also exceptional opportunities, for private profit and/or to demonstrate ‘good citizenship’. Public sector procurement functions have a crucial role in crisis management, including urgently acquiring critical materials for health services such as personal protective equipment and ventilators. The case for (legitimate) stockpiling of critical health and safety consumables and medical equipment as part of emergency preparedness planning is easy to make. 8 Understanding that government emergency stockpiles are valuable does not need scenario planning, nor PSM expertise.

Clearly, scenario planning is relevant for all sorts of driving forces, and not only in the context of a global pandemic. The relevance of scenario planning is reinforced whenever there is increased uncertainty. Studies of the popularity of management tools have shown that scenario planning became more popular post 9/11 and post the 2008 financial crisis. At times like these, the value of scenario planning is widely recognised, both as an intervention that should have taken place before the crisis, and for use during the crisis. Could a PSM- specific scenario analysis have yielded valuable insights which, with appropriate political will and funding, might have reduced some of the current challenges? What novel insights relevant to coping with the pandemic might have arisen from – for example – a ‘ public procurement in times of crisis ’ scenario planning study?

Using the intuitive logic approach, the third step of a ‘ public procurement in times of crisis ’ study might identify the key uncertainties as 1) the nature of the crisis: epidemic, social/political unrest or environmental catastrophe and 2) the scope of the crisis: regional or global, which in combination lead to six scenarios, one of which is a global pandemic. The scenario narratives would describe public procurement in each situation. The narratives would encompass many aspects of public procurement, including function related dimensions such as organisation, stakeholder commitment, policies, practices, processes, technologies, people and capabilities, and external dimensions such as supplier relationships, market power and dynamics, legislation and regulation, political priorities.

Cross-referencing these themes to some of the supply problems identified in current news stories about the Covid-19 coronavirus pandemic indicates a crisis scenario study might have helped procurement experts foresee some of these issues:

o The inadequacy of existing legislation to deal with price gouging in times of crisis might have been recognised and addressed in anticipation 10
o The need to prioritise supply chain mapping, for example to investigate active pharmaceutical ingredients sources and reveal critical, hidden dependencies 11
o Fast tracking supplier evaluation and product certification processes
o Coping with escalating threat of corruption, when ‘normal’ regulations are suspended 12
o The role of state or federal governments in coordinating healthcare product acquisition in decentralised/independent healthcare system 13
o Contracting authorities competing for scarce supplies and the influx of new intermediaries 14
o Evaluating the (mis) alignment of assumptions about international sourcing, reshoring, trade barriers, etc., between ‘normal’ versus crisis times
o Rapidly building market capacity, including where intellectual property is pivotal and producers lack experience

With the benefit of hindsight, an appreciation of foresight research, and knowledge of PSM research and education, the evidence in current news suggests scenario planning might have helped surface critical assumptions and identify important blind spots. This deeper understanding of risks could then have helped shape further research, education and training, management processes, and policy planning.

Nevertheless, it is important to note that scenario planning's scope has never been to predict a crisis, but to help those involved in the process to imagine and make sense of the future as multiple alternatives. In these days of the greatest crisis in humanity's recent history, scenario planning is relevant to help researchers and practitioners to make sense of what the world will be like after the coronavirus pandemic ( Mair, 2020 ) . Mass media are dominated by linear projections of how the future will, or will not, be different compared to the past. Optimists speak of major advancement in the evolution of technology and collaboration between nations, while pessimists predict a more isolationist world in which every nation will work for itself with limited international collaborations. Optimists foresee the establishment of new, desirable practices (e.g. less travelling, more teleconferences); pessimists predict a great recession, the collapse of the global economy and consequent changes in the political landscape (similar to 1930's). Scenario planning today for varying purposes would determine the key driving forces of the future, drawing on wide range of policy and advisory sources (e.g. Future Agenda https://www.futureagenda.org/the-world-in-2030/ ) as well as academic research). Different focuses would require different planning horizons. For example, the owner of a SME might look to when the lockdown will be relaxed; while the manager in a multinational might focus on future resource availability and restrictions, or macro-political changes following the strengthening or the collapse of global institutions like the World Health Organisation. Scenarios would help those involved in their crafting to consider a range of uncertainties and make sense of different plausible images of the future. None of them has to turn out to be true. The value of scenario planning lies in the learning achieved in the journey of the development of scenarios and related critical reflection.

Looking forward, many very recent news articles debate what the future holds – considering questions such as how long social distancing will need to continue, the economic, social and political consequences of lockdown, and implications for demand and supply chain structures. From a PSM perspective, many factors will influence the supply-side landscape (e.g. reduced consumer demand, widespread bankruptcies, the rapid growth of new suppliers and new intermediaries in some sectors, trade barriers) and purchasing processes and decisions (e.g. changing attitudes to privacy impacting the rate of digitalisation, changing priorities regarding sustainability and regeneration, changing forms of communication, different power structures and relational priorities). A scenario planning study of the ‘ future of PSM in the UK medical equipment manufacturing sector ’ would review these driving forces (intuitive logic step 2), and select the most critical (step 3) around which to develop the scenarios (step 4 and 5). For example, the two key uncertainties could be supply management digitalisation and degree of change in the supply landscape (as used in Knight and Meehan, 2018 ). 15

Science is not limited to meticulously developing a better understanding of what is extant or has previously occurred. It is a fundamental function of science to imagine and engage with the unknown and what has not (yet) happened. Scenario planning is a valuable research technique to anticipate, shape and develop the future of PSM. Researchers would be conducting “creative and systematic work undertaken in order to increase the stock of knowledge” (i.e. research within the OECD definition, see footnote 2). They would take a process-oriented approach ( Miller, 2013 ) for “the creation and maintenance of spaces for societal learning” ( Wittmayer and Schäpke, 2014 : 493), which engages researchers in several, interconnected roles. Roles include: reflective scientist (closest to knowledge ‘production’ and to what is conventionally understood as ‘research’); process facilitator; change agent; knowledge broker; self-reflexive scientist ( Wittmayer and Schäpke, 2014 ) – many of which PSM academics are actively engaged right now as they volunteer to help practitioner colleagues deal with the Covid-19 coronavirus crisis.

Declaration of competing interest

The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper.

Acknowledgements

This study which motivated this article was funded by, and conducted in partnership with, the Chartered Institute of Procurement & Supply (CIPS) (UK). We are very grateful to interviewees, workshop participants and the knowledge team at CIPS (Sheena Donaldson, Nicola Robinson, Helen Alder).

1 For example, scenario planning has been combined with roadmapping ( Hussain et al., 2017 ) with Delphi studies ( Nowack et al., 2011 ) and with more traditional computation models ( Rouse et al., 2018 ).

2 The term ‘scenario planning’ reflects this early use in business, involving both the development of scenarios and their use in strategic planning. Often, a research project concerns just the scenario development stage, but the methodology is nevertheless called ‘scenario planning’. The focus of this article is scenario development. The article covers both methodology (overall research strategy and design) and methods (tools for collecting and analysing data).

3 According to the Organisation for Economic Cooperation and Development (OECD) (2015), research and experimental development (R&D) comprise “creative and systematic work undertaken in order to increase the stock of knowledge – including knowledge of humankind, culture and society – and to devise new applications of available knowledge … R&D is always aimed at new findings, based on original concepts (and their interpretation) or hypotheses. It is largely uncertain about its final outcome (or at least about the quantity of time and resources needed to achieve it), it is planned for and budgeted (even when carried out by individuals), and it is aimed at producing results that could be either freely transferred or traded in a marketplace. For an activity to be an R&D activity, it must satisfy five core criteria … (it) must be: novel; creative; uncertain; systematic; transferable and/or reproducible”.

4 A recent application of scenario planning to the future of PSM ( Knight and Meehan, 2018 ) identified two plausible scenarios for 15 years ahead. The study highlighted the potential impact of a range of factors related to the future of PSM from ‘ownership and data systems’ to ‘innovation rate and drivers’ and from ‘value of brand’ to ‘character of infirm interactions’.

5 https://www.who.int/dg/speeches/detail/who-director-general-s-opening-remarks-at-the-media-briefing-on-covid-19---11-march-2020 .

6 The epidemic's trajectory and consequences so far are uncannily well reflected in ‘Lock Step’, one of the four scenarios developed by the Rockefeller Foundation/Global Business Network project (2010).

7 https://www.undp.org/content/undp/en/home/coronavirus.html .

8 if not to execute effectively. See https://www.nytimes.com/2020/03/29/business/coronavirus-us-ventilator-shortage.html .

15 The Chartered Institute of Procurement and Supply study reported in Knight and Meehan (2018) motivated this Notes and Debates methods article. The published study contains two plausible, competing scenarios and discusses the broad implications for the future of PSM ( https://www.cips.org/en/knowledge/procurement-topics-and-skills/innovation-and-technology-/future-of-procurement--supply-chain/ ).

9 https://www.open-contracting.org/2020/04/08/5-procurement-strategies-for-navigating-the-covid-19-crisis-from-around-the-world/ .

10 https://theintercept.com/2020/03/19/coronavirus-vaccine-medical-supplies-price-gouging/ .

11 https://www.vox.com/2020/3/9/21163356/coronavirus-drug-shortage-potential-fda-china-india .

12 https://www.transparency.org/news/feature/corruption_and_the_coronavirus .

13 Thomas Tighe, CEO of Direct Relief ( https://www.directrelief.org ) interviewed on BBC World Service Newsday programme (06:06) April 13, 2020.

14 https://www.theguardian.com/world/2020/apr/02/global-battle-coronavirus-equipment-masks-tests .

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Dissertation Topics In Supply Chain Management (150 Examples)

Mark Oct 27, 2018 Dec 11, 2023 Supply Chain Management No Comments

Supply chain management is one of the research domains, which have gained a lot of attention from researchers. The dissertation topics in supply chain management are offered as it has a strong impact on the different aspects of businesses. In the modern era, supply chain management has gained a lot of attention and businesses are […]

dissertation topics in supply chain management

Supply chain management is one of the research domains, which have gained a lot of attention of the researchers. The MBA dissertation topics in supply chain management are offered as it has a strong impact on the different aspects of businesses.

In the modern era, the supply chain management has gained a lot of attention and businesses are emphasizing on horizontal integration of the supply chain components. It helps in getting rid of the traditional barriers and adopting advanced methods and techniques to carry out the operations and processes.

Research topics in supply chain offer wide understanding related to the examination of different elements and components of supply chain management. The field of supply chain management is evolving rapidly, and it has attracted researchers to find out how supply chain and procurement are contributing in the business context.

We also offer separate posts related to project topics on Logistics and SCM and procurement and SCM .

A list Of Dissertation Topics in supply chain management

Following list contains supply chain management topics examples. If you want anyone of them to use, make sure you get this rephrased from us or let us assist you with a dissertation topic similar to what you have chosen.

Supply Chain Strategy:

Exploring the Impact of Digitalization on Supply Chain Strategy.

Evaluating the Resilience of Supply Chain Strategies to Global Disruptions.

Sustainable Supply Chain Strategy: Analyzing Best Practices and Metrics.

The Role of Supply Chain Flexibility in Adapting to Market Changes.

Aligning Supply Chain Strategy with Business Strategy: A Case Study Approach.

Assessing the Impact of Industry 4.0 on Supply Chain Strategy.

Risk Management in Global Supply Chain Strategies.

The Influence of Regulatory Changes on Supply Chain Strategy.

Exploring Agile Supply Chain Strategies in Dynamic Markets.

Digital Twins and their Role in Enhancing Supply Chain Strategy.

Supply Chain Planning:

Demand Forecasting Accuracy and Its Impact on Inventory Management.

Assessing the Integration of Artificial Intelligence in Supply Chain Planning.

Empirical Analysis of Sales and Operations Planning (S&OP) Effectiveness.

Evaluating the Impact of Supply Chain Planning on Overall Business Performance.

Challenges and Opportunities in Implementing Agile Supply Chain Planning.

Sustainable Supply Chain Planning Practices: A Comparative Study.

Enhancing Forecasting Accuracy through Advanced Analytics in Planning.

The Role of Machine Learning in Optimizing Supply Chain Planning Processes.

Dynamic Pricing Strategies and Their Influence on Supply Chain Planning.

Integrating Environmental Sustainability into Supply Chain Planning.

Procurement and Supplier Management:

Assessing the Relationship Between Supplier Management and Firm Performance.

Blockchain Technology: Enhancing Transparency in Procurement Processes.

Comparative Analysis of Approaches to Strategic Sourcing.

Impact of Supplier Diversity Programs on Organizational Innovation.

Vendor Evaluation Models: A Critical Review and Comparative Study.

Sustainable Procurement Practices: Case Studies from Various Industries.

The Role of E-Procurement in Modern Supplier Management.

Challenges and Opportunities in Implementing Sustainable Procurement.

Digital Transformation in Supplier Relationship Management.

Risk Mitigation Strategies in Global Procurement.

Logistics and Distribution:

Optimizing Last-Mile Delivery Strategies for E-commerce.

Warehouse Automation: Benefits and Challenges in Logistics.

Role of Cross-Docking in Improving Supply Chain Efficiency.

Sustainability in Freight Transportation: Evaluating Green Logistics Practices.

Impact of Reverse Logistics on Sustainability and Cost-Efficiency.

Future Trends in Autonomous Vehicles and their Implications on Logistics.

Data-Driven Decision-Making in Logistics Operations.

Advanced Robotics in Warehousing: Improving Distribution Efficiency.

Blockchain in Logistics: Ensuring Security and Transparency.

Sustainable Packaging Solutions in Modern Distribution.

Inventory Management:

RFID Technology: Enhancing Inventory Accuracy and Visibility.

JIT Inventory Management: Implementation Challenges and Benefits.

Data Analytics in Optimizing Inventory Levels for Retailers.

Impact of SKU Proliferation on Inventory Holding Costs.

Blockchain Technology in Inventory Visibility: A Comparative Study.

Sustainability Practices in Inventory Control.

The Role of Predictive Analytics in Inventory Management.

Circular Economy Principles in Inventory Sustainability.

Lean Inventory Management: Streamlining Operations for Efficiency.

Environmental and Ethical Considerations in Inventory Decision-Making.

Technology in Supply Chain:

IoT and Big Data Analytics Integration in Supply Chain Decision-Making.

Cybersecurity Risks in Adopting Advanced Technologies in the Supply Chain.

Cloud-Based Supply Chain Platforms: Efficiency and Security Evaluation.

AI-Driven Predictive Analytics for Supply Chain Risk Management.

The Role of Digital Twins in Enhancing Supply Chain Visibility and Resilience.

Blockchain Applications in Supply Chain Traceability.

Machine Learning Applications in Supply Chain Optimization.

Challenges and Opportunities in Implementing Industry 4.0 in Supply Chains.

Robotic Process Automation in Supply Chain Operations.

3D Printing: A Disruptive Technology in Supply Chain Management.

Supply Chain Collaboration:

CPFR Implementation: Success Factors and Challenges in Collaborative Planning.

Impact of Blockchain on Supply Chain Collaboration and Transparency.

Role of Information Sharing in Enhancing Supply Chain Collaboration.

Inter-Organizational Collaboration for Sustainable Supply Chains.

Vendor-Managed Inventory (VMI): In-Depth Analysis of Implementation Models.

Collaborative Logistics in Global Supply Chain Networks.

Assessing the Effectiveness of Collaborative Planning and Forecasting.

The Influence of Supply Chain Culture on Collaboration Success.

Digital Platforms for Enhancing Supply Chain Collaboration.

Overcoming Cultural and Organizational Barriers in Collaborative Supply Chains.

Sustainability in Supply Chain:

Carbon Footprint Reduction Strategies in Global Supply Chains.

Circular Economy Practices: A Comparative Analysis in Supply Chain Management.

Sustainable Supply Chain Metrics: A Framework for Evaluation and Improvement.

Socially Responsible Supply Chain Practices and Consumer Perception.

The Role of Green Supply Chain Management in Corporate Brand Image.

Evaluating the Environmental Impact of Supply Chain Practices.

Regulatory Compliance and Ethical Practices in Sustainable Supply Chains.

Assessing the Economic Viability of Sustainable Supply Chain Practices.

Impact of ESG (Environmental, Social, Governance) Factors on Supply Chain Performance.

Integrating Sustainable Practices in Supplier Selection and Evaluation.

Risk Management in Supply Chain:

Supply Chain Resilience: Building Strategies for Effective Risk Mitigation.

Impact of Political and Regulatory Changes on Supply Chain Risk.

Financial Risk Management in Global Supply Chains: Case Studies from Various Industries.

Integrating AI and Machine Learning in Predictive Supply Chain Risk Management.

The Role of Insurance in Supply Chain Risk Mitigation: A Comparative Study.

Cybersecurity Risks in Global Supply Chain Networks.

Strategies for Managing Supply Chain Disruptions and Uncertainties.

Predictive Analytics for Identifying and Mitigating Supply Chain Risks.

Effective Strategies for Counteracting Supply Chain Fraud.

Evaluating the Impact of Climate Change on Supply Chain Risk Management.

Quality Management in Supply Chain:

Six Sigma Practices in Supply Chain Quality Management: A Comprehensive Review.

Impact of Total Quality Management (TQM) Principles on Supply Chain Performance.

ISO Standards and Their Influence on Supply Chain Quality Management.

Continuous Improvement Initiatives in Supply Chain Quality Assurance.

Integrating Lean Principles for Efficient Quality Management in the Supply Chain.

Evaluating the Effectiveness of Supplier Quality Management Programs.

Enhancing Product Quality through Collaborative Quality Control in the Supply Chain.

Implementing Industry 4.0 Technologies for Improved Supply Chain Quality.

Metrics and Key Performance Indicators (KPIs) for Measuring Supply Chain Quality.

Assessing the Impact of Quality Management Practices on Customer Satisfaction.

Humanitarian and Humanitarian Supply Chain:

Disaster Relief Logistics: Improving Coordination and Efficiency.

Humanitarian Aid Distribution: Challenges and Innovations.

The Role of Technology in Enhancing Humanitarian Supply Chains.

Public-Private Partnerships in Humanitarian Efforts: Lessons from Case Studies.

Evaluating the Effectiveness of Humanitarian Supply Chain Resilience.

Sustainability Practices in Humanitarian Supply Chains.

Cross-Sector Collaboration in Humanitarian Logistics.

Technology Solutions for Real-Time Monitoring in Humanitarian Operations.

Humanitarian Supply Chain Risk Management Strategies.

Building Resilient Humanitarian Supply Chains: A Framework for Action.

Retail Supply Chain:

Omnichannel Supply Chain Management: Meeting Customer Expectations.

Retail Inventory Management: Balancing Demand and Supply.

E-commerce Logistics: Fulfillment Challenges and Solutions.

Sustainable Practices in Retail Supply Chains.

The Impact of Technology on the Future of Retail Supply Chains.

Supply Chain Transparency in the Retail Industry.

Retail Fulfillment Strategies for Fast and Accurate Deliveries.

The Role of Data Analytics in Retail Supply Chain Optimization.

Managing Seasonal Variations in Retail Supply Chains.

Blockchain Applications for Enhancing Trust in Retail Supply Chains.

Supply Chain Performance Measurement:

Key Performance Indicators (KPIs) for Effective Supply Chain Performance Measurement.

Balanced Scorecard Implementation in Supply Chain Management.

Benchmarking Supply Chain Performance: Best Practices and Challenges.

Metrics for Assessing Sustainability in Supply Chain Performance.

Real-time Monitoring and Analytics for Improved Supply Chain Performance.

The Role of Data Visualization in Supply Chain Performance Measurement.

Enhancing Decision-Making through Advanced Analytics in Supply Chain Performance.

Measuring and Managing Supply Chain Resilience.

Performance Measurement Systems in Global Supply Chains.

Continuous Improvement Strategies for Supply Chain Performance.

Regulatory Compliance and Ethical Practices:

Regulatory Compliance in Global Supply Chains: Challenges and Solutions.

Ethical Sourcing and Procurement: A Framework for Responsible Practices.

Fair Trade Practices in Supply Chains: Impact on Stakeholders.

Anti-Corruption Measures in Supply Chain Operations.

Integrating Ethical Considerations into Supply Chain Decision-Making.

Compliance with Environmental and Labor Standards in Global Supply Chains.

The Role of Transparency in Achieving Regulatory Compliance.

Social Responsibility and Accountability in Supply Chain Management.

The Influence of International Trade Agreements on Supply Chain Practices.

Assessing the Impact of Ethical Practices on Supply Chain Reputation.

Lean and Agile Supply Chains:

Lean Manufacturing Principles and Their Application in Supply Chains.

Agile Supply Chain Strategies: Adapting to Market Dynamics.

Hybrid Approaches to Lean-Agile Supply Chain Management.

Lean Six Sigma Implementation in Supply Chain Processes.

Value Stream Mapping for Identifying Waste and Improving Efficiency.

Behavioral Aspects of Lean and Agile Supply Chain Implementation.

Sustainable Practices in Lean and Agile Supply Chains.

Lean Supply Chains in the Context of Industry 4.0.

The Role of Technology in Enhancing Agility in Supply Chains.

Implementing Lean and Agile Practices for Enhanced Supply Chain Resilience.

In conclusion, the diverse dissertation topics in supply chain management cover strategic, technological, and specialized areas. Scholars can explore critical issues, from risk management to sustainability, contributing valuable insights to this dynamic field. These topics provide a foundation for focused research, enabling scholars to make meaningful contributions to the evolving landscape of global supply chains..

To examine the role of top management in supply chain management practices.

Evaluating the importance of quality management in supply chain management.

A study of factors affecting the supply chain management in multinational corporations.

An evaluation of the role of vendor selection in the context of supply chain management.

To find out how information technology is significantly affecting the supply chain management.

To find out the different factors that positively and negatively affect the supply chain management strategies.

To examine how the effective management of the supply chain can help in promoting customer satisfaction.

To study the barriers to implementing the green supply chain management in manufacturing industries.

Determining the different parameters and success factors of supply chain management.

To study the evolution of supply chain management and how technology has contributed to the evolution.

Critical evaluation of the implementation of a supply chain operating reference model in the manufacturing industry.

Studying the impact of 3PL outsourcing on the supply chain management in manufacturing companies.

Evaluating the Bullwhip effect in the supply chain.

Critical analysis of the different types of risks that influence the supply chain management.

Studying the factors that affect the supply chain decisions in the automobile industry.

Evaluating the impact of organizational culture on the strategic choices and supply chain management.

The role of procurement strategies in achieving the organizational targets.

Finding out the key factors that help in securing the supply chains.

A critical analysis of how the failure of supply chain management affect the customer satisfaction for automobiles.

Identifying the advantages of integrated supply chain practices and performance.

How does supply chain flexibility contribute to achieving the strategic outcomes.

Focusing on the impact on just in time inventory on enhancing the efficiency of the supply chain in large organizations.

Evaluating the pros and cons of outsourcing logistic operation activities in the FMCG sector.

Studying the operations management strategies of B2C and B2B business models.

Finding out the role of supply chain in large and diversified business organizations.

Studying the role of e-commerce in the supply chain management in the 21st century.

To study the influence of lean manufacturing techniques in the supply chain and operations management.

Investigating the relationship between customer satisfaction and quality management in the supply chain context.

Examining the inventory management systems and its evolution with time.

Evaluating the process of product development and its impact on supply chain management.

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A new era for procurement: Value creation across the supply chain

The world experienced significant turmoil between 2020 and 2023: supply chain disruptions, geopolitical tensions, technological advances, changing consumer needs, new sustainability commitments, and more. It’s increasingly clear that the resulting shifts in how people live, work, and play are not temporary but structural, beginning a new economic era characterized by volatility, regionalized supply chains, AI dominance, and talent scarcity. 1 “ On the cusp of a new era? ,” McKinsey Global Institute, October 20, 2022. To succeed in the new environment, organizations are currently embedding agility, technology, and innovation into every aspect of their value chains.

As visible as these moves now are, their long-term success depends on a much less obvious action: changing what the organization buys, whether it’s raw materials that meet new environmental standards or analytics talent who can identify what consumers most value. Across performance dimensions ranging from cost and cash to carbon control and social impact, external spend plays a crucial role. Consequently, chief procurement officers (CPOs) who have successfully navigated uncertainty in recent years have become indispensable partners to the executive suite.

As the CPO of a manufacturing company noted to us, “Never before has procurement been core to so many executive-committee-level priorities. We now have a real seat at the top table. And this is not a temporary situation—this is how we will operate going forward.” The CEO of a chemicals company echoed this sentiment: “These days, to perform well, companies need a different end-to-end view on the business. Procurement is absolutely critical.” The new economic era represents a unique opportunity for procurement to step up and redefine its scope, mandate, and playbook , providing a competitive edge to organizations that do so well.

Four megatrends are shaping the future ecosystem of procurement:

An increasingly multipolar world that challenges the interconnectedness of global value chains. Procurement leaders are therefore shifting focus from cost improvement alone toward resiliency and assistance to businesses that are adapting to volatile market conditions.
Advances in AI and machine learning that can quickly extract deep insights from previously unstructured data. Procurement can make a crucial contribution by enhancing spend transparency and capitalizing on movements in supply markets.
Demographic shifts, including shrinking workforces and rising skill gaps, that intensify competition for digital talent . The task for procurement departments is to attract and nurture candidates with the analytical skills and data competence needed to unlock value from agile ways of working and digital operating models.
The transition to low-carbon energy, upending resource and energy systems. Procurement can take the lead in minimizing value chain emissions , securing high-demand green materials , and managing the capital expenditure required to achieve net zero.

The new currencies of procurement

Despite typically accounting for 50 to 80 percent of a company’s cost base, external spend often receives less attention than sales- or productivity-improvement efforts. Introducing new “currencies of procurement,” beyond traditional cost savings and price reductions, can help position procurement as a strategic function.

Improving net margin by outperforming the market: In a more volatile era, value creation increasingly depends on offsetting market increases and swiftly capturing downward trends. Collaboration between procurement and sales, along with other functions, becomes vital for protecting and increasing margins while managing risk.
Ensuring volume and enhancing growth: Procurement can surpass mere order fulfillment and instead provide a more durable competitive advantage, strategically securing critical and scarce materials while maintaining supply chain flexibility.
Leading value-chain emissions reduction: Procurement can contribute critical support for net-zero objectives by securing green materials and decarbonizing the supply base through localization efforts and enhanced supplier co-innovation.

Companies that prioritize the reinvention of external spend management can excel in the new economic era. Investing in procurement performance enables organizations to derisk, decarbonize, and optimize their largest cost base. Embedding the new currencies for procurement into the broader strategic imperatives is crucial to steer holistic value creation.

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Toward ‘procurement 2030’.

In an era defined by volatility, procurement faces an imperative to remake itself with a new vision and new capabilities to help businesses weather coming storms. CPOs from a wide range of industries spoke with us in detail about how their roles are changing and where they see opportunities for the future. Their perceptions, combined with our analysis, coalesce into a vision for Procurement 2030 that comprises three critical challenges for the CPO: becoming an end-to-end value entrepreneur, expanding into new venues of value creation, and building the organization of the future that provides a strategic blueprint to guide procurement leaders (Exhibit 1). By embracing these challenges, CPOs can position themselves as strategic partners, incorporating innovation, resilience, and sustainability throughout the value chain.

Becoming an end-to-end value entrepreneur

Achieving procurement’s full potential for lasting impact means accelerating the function’s evolution from a traditional focus on savings to a much broader agenda emphasizing value creation and resilience. That has implications throughout the organization, from strategic development through to sales and marketing.

Redesign of upstream value chain. Procurement’s first opportunity is to go beyond cost management to use its deep understanding of the value chain and supply markets. By becoming an active strategic partner with the C-suite, procurement can help shape corporate strategy, identify M&A targets, scout early-stage innovations, and enhance cross-functional collaboration for long-term value creation. This allows procurement to actively shape and redesign the upstream value chain by optimizing supplier collaboration to extract maximum value from the supply base—tier one and beyond.

As the CPO of an industrial company told us, “The CPO is not only the chief procurement officer anymore, but the chief partnership officer as well—partnerships externally with suppliers and internally with other functions and business units—with procurement being a knowledge broker, creating value from the collaboration between inside and outside of the company.”

The CPO is not only the chief procurement officer anymore, but the chief partnership officer as well—partnerships externally with suppliers and internally with other functions and business units—with procurement being a knowledge broker, creating value from the collaboration between inside and outside of the company. The CPO of an industrial company

Downstream margin management. End-to-end margin management, not cost control, is where procurement can show the greatest impact. Joint governance and collaboration among sales, R&D, and procurement can then propel top-line strategies, with flexible, adaptable product mixes and dynamic pricing adjustment to maximize revenue and margins. This strategic, cross-functional co-ownership and collaboration ensures that sourcing decisions consider both top-line revenue generation and bottom-line profitability.

The CPO of a chemical company argues, “Not understanding how your price adjustment mechanisms work—decoupling them from procurement’s work rather than integrating them altogether—can be detrimental and even dangerous for margin. But to be truly part of the end-to-end strategy and not just represent the supply side, procurement will need to be increasingly holistic and entrepreneurial.”

Strategic resilience. Procurement is transitioning from assuming security of supply to optimizing the portfolio in order to mitigate the risk and impact of disruptions. That means developing a robust diversification strategy. Accelerating development of alternative suppliers, creating real-time data transparency, and incorporating procurement data into integrated business planning can identify and moderate the risk of shortages while limiting cost ramifications.

More companies say they are taking a new approach when weighing trade-offs. According to the CFO of an agrochemical company, “We are even prepared to accept higher cost in the short term to restructure the supply base and make it more resilient.”

following the banana supply chain from tree to shipping to store to profit report - illustration

Enabling socially responsible sourcing throughout the supply chain

Opening new venues of value creation.

Tomorrow’s looming pressures—macroeconomic, geopolitical, environmental—call for an expanded solution space, including judicious deployment of the latest innovations.

Volatility management. Thriving in the future will mean embracing volatility, so that procurement can become a truly predictive function that anticipates price increases, captures downward price movements, and creates value from uncertainty. By better leveraging technology—such as digital twins representing entire value chains —procurement gains real-time insights into cost drivers, enabling agile responses to market changes.

Senior procurement executives tell us that they are already feeling the pressure: “Volatility in the markets is at a level we have not seen before,” noted a pharma CPO. “Procurement’s ability to adapt to these changes and monetize that volatility will be absolutely crucial for success.”

Volatility in the markets is at a level we have not seen before,” noted a pharma CPO. “Procurement’s ability to adapt to these changes and monetize that volatility will be absolutely crucial for success. A senior procurement executive

Scope 3 upstream optimization. Carbon may soon achieve full cost equivalence in target setting and budgeting, with procurement playing a pivotal role in driving the sustainability transformation of the upstream value chain. By embedding CO 2 reduction into every sourcing decision , fostering expanded value chain transparency, and resetting the supply base through advanced demand-management and technical value-creation levers, procurement can align sustainability ambitions and cost-reduction targets. The CFO of a chemical company said to us, “Enterprise value is key, and the key success factor there is CO 2 ; it’s crucial for procurement to step up to drive Scope 3 reduction.”

High-value analytics. With high-value analytics powered by AI, procurement can harness available internal and external data to drive superior sourcing decisions. A multidimensional data pool, using AI for real-time spend analysis and insights embedded into collaborative platforms, can enhance decision making and strategic optimization. According to the 35 CPOs we surveyed, “procurement as the owner of the single-source-of-truth platform for external cost” was the highest priority for high-value analytics. At the same time, the vast majority said they lacked technology platforms that could perform thorough, integrated, real-time data processing and said, consequently, that less than 20 percent of their organizations’ available procurement data was currently used.

Building the procurement operating model of the future

Procurement’s expanded role implies a reinvention of its internal structures so that the function can respond more quickly, use technology more effectively, and support the business more strategically—developing the buyer of the future and a new talent model.

Agility through digitization. As procurement evolves, so too does its organizational structure. Together, recent breakthroughs in machine learning and generative AI are creating new opportunities (and urgency) to elevate performance and expand capabilities—with advanced digital tools enabling sophisticated, cross-functional processes. Strategic agility and digital capabilities combine into a model that comprises three central elements: strategic buying, fully autonomous operations, and agile pools (Exhibit 2).

First is the more widespread development of robust strategic buying teams to create winning sourcing strategies for strategic or complex spend areas. Building those teams may depend on the second change: deploying fully autonomous sourcing bots to drive procurement in standardized spend areas, thereby freeing up buyer time for more value-additive activities. But the CPO of a food business cautioned that while tail-end negotiation and optimization “should be fully automated, accurate and reliable data on your supplier base is crucial to achieving this.” Finally, by transitioning from a category-oriented team structure to agile ways of working, procurement organizations can become more responsive and effective in directing resources and competencies where they are most needed to meet business needs.

The buyer of the future. To thrive in the future, procurement needs a new breed of professionals who possess a diverse skill set. The buyer of the future combines the traditional procurement tool kit and category expertise with a new set of capabilities in advanced data analytics, sustainability, and strategic thinking. By nurturing talent with these competencies, procurement organizations can adapt to changing market dynamics and drive cross-functional innovation between the suppliers and the internal stakeholders.

The CPO of a technology company underscored this point: “Procurement professionals are going to need to be much more digitally fluent, so that they can learn from the data that is available to them. Just figuring out what are the right questions to ask the data is something that more and more supply chain professionals are becoming adept at, and that’s really going to help people be more surgical in making selections, measuring supplier performance, and building future plans.”

Procurement professionals are going to need to be much more digitally fluent, so that they can learn from the data that is available to them. Just figuring out what are the right questions to ask the data is something that more and more supply chain professionals are becoming adept at, and that’s really going to help people be more surgical in making selections, measuring supplier performance, and building future plans. The CPO of a technology company

Gain, retain, and develop talent. The ongoing digitization of roles across industries and functions is already intensifying competition for a limited talent pool. Procurement faces an additional dilemma, having been regarded too often as only a behind-the-scenes support function—focused on cost cutting and negotiating rather than driving innovation or growth. Making procurement more attractive to high-performing talent with ambitious career aspirations—especially compared with functions such as finance, marketing, or sales—is a challenge. To gain, retain, and develop talent, procurement organizations may consider enhancing their hiring strategy, strengthening their career progression opportunities and learning platforms, and uplifting the profile and reputation of the procurement function.

We are entering times defined by sudden upheavals. But this seismic shift also reveals previously untapped opportunities, which procurement can be instrumental in seizing. With an expansive vision for value and a reinvented infrastructure—backed by leadership support, talent, and technology—procurement can take the lead.

Mauro Erriquez is a senior partner in McKinsey’s Frankfurt office, Theano Liakopoulou is a partner in the Paris office, and Julian Schaefer is an associate partner in the Munich office, where Marc Sommerer is a partner.

The authors wish to thank Nicolas Barthel, Tim Beckhoff, Roman Belotserkovskiy, Oliver Blum, Charles Cocoual, Riccardo Drentin, Gustav Erlandsson, Hannu Helakorpi, Jenny Hu, Samir Khushalani, Christoph Kloos, Loraine Main, Mason Morgan, Srinivas Reddy Mallavarapu, Sebastian Rodriguez, and Peter Spiller for their contributions to this article.

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1 Introduction to Procurement

Globe in blue and white with lines connecting various points on each country.

Note . From ProPhotoStock, 2014. CC BY 3.0 .

Learning Objectives

Define procurement and its purpose.
Understand key procurement objectives.
Explain procurement roles and activities.
Analyze the key procurement procedures and processes.
Evaluate the key steps carried out in managing the procurement process.

What do you know about the procurement process?

Procurement in the supply chain world.

The purpose of this book is to equip the learner with knowledge about the key aspects of procurement and supply management. The chapters are intended to provide an overview and definitions of supply management and procurement. Additionally, key policies, procedures, processes, and requirements for effective and efficient implementation are presented. The effective implementation of procurement activities is a critical function in the overall supply chain process. This chapter further describes the identification of requirements, identification, and qualification of suppliers, supplier bidding and negotiation, approval for purchases, and supplier performance monitoring and performance measurement.

Purchasing and Procurement

The terms procurement and purchasing are often used interchangeably; however, they have important similarities and differences between them. This certification track employs the following definitions for each term:

Procurement : Procurement is the management of all processes involved in obtaining the goods and services necessary for manufacturing products and providing services to customers. Procurement focuses on sourcing activities, negotiation with suppliers, and the strategic selection of goods and services that enable an organization to maximize value from a select group of key supplier partners.
Purchasing : Purchasing is a function within the procurement process that is largely transactional and associated with how goods and services are ordered. Purchasing involves receiving and processing purchase requisitions (requirements) and converting them to purchase orders (POs) (awards to suppliers).

A Procurement Example

Procurement professionals interact with a wide array of internal and external organizations; they work with suppliers, other functions in the supply chain, and other functions within the company, such as marketing and engineering. An example of a cereal manufacturing and supply chain process and the key role procurement plays to purchase grain and other raw materials, along with packaging and labelling products needed to make breakfast cereal, the finished product in this example.

In addition, to the raw materials, the company also purchases paperboard from a paper manufacturer and labels from a label manufacturer. In turn, the paper manufacturer purchases trees to make the paper, and the label manufacturer purchases semi-finished stock to make the labels. After making the cereal and packaging it, the cereal manufacturer sends the cereal to the distributor, which then ships the product to the grocery store at which the end customers purchase their cereal. Throughout this sample supply chain, the purchasing of goods and services takes place between various entities.

The example shows how materials and products move from one entity to another while information (e.g., specification, quantities, and desired receiving date) also flows between the various entities. This information flow is important because it is needed to ensure the right products are delivered at the right place, at the right time, and at the right price.

The Importance of Procurement

The procurement function plays a critical role in supporting the ongoing functioning of a firm by ensuring a continuous flow of materials, products, and services to support the firm’s operations while continually seeking opportunities to reduce costs, minimize supply risk, and maintain expected quality levels. The importance of the procurement department can be seen by the key inputs it provides firms, including:

The raw materials and intermediate goods and services needed in the production of goods and services.
Finished goods and services required for resale or for operational purposes.
Capital goods and consumables are needed for the business.

These inputs are critical to a business. The procurement department plays a key role in obtaining these inputs at appropriate levels of cost, quality, and on-time delivery to ensure the continuity of inputs from suppliers. As noted previously, the procurement function plays a vital role in the supply chain; the following list describes several major benefits of effectively managing procurement.

Cost reduction : Procurement represents an excellent opportunity for saving money because organizations can spend up to 50% or more of their revenues on raw materials, work in process, finished goods, spare parts, services, and other goods needed to keep operations going. Significant savings can be achieved by applying effective procurement techniques.
Quality improvement : Procurement directly impacts the quality of the overall products sold by companies, because it is responsible for purchasing raw materials and other unfinished or finished goods. The quality of raw and other materials used in producing goods almost always affects the quality of the end products.
Product enhancement : Procurement can also improve products and process designs by helping introduce new technologies into companies’ product and service offerings. For example, procurement can work with internal and external engineering personnel and suppliers to improve product reliability and performance while also reducing costs.

The 5 Procurement Functions

The main objective of the procurement function is purchasing materials and services at the lowest total cost possible while ensuring the required quality levels and meeting the needs of internal and external customers. Much of this effort entails identifying and negotiating with suppliers to reduce the costs of purchased products and services; however, procurement departments must also consider other items that add to the total cost of procurement, including transportation costs, payment terms, return policies, and warranties.

The five key objectives for a procurement department are: supporting operational requirements, working with other functional groups, partnering with suppliers, supporting organizational goals and objectives, and developing sourcing strategies.

1) Supporting Operational Requirements

Procurement supports the day-to-day operational requirements of a firm by acquiring raw materials, components, subassemblies, finished goods, maintenance, repair items, and services. Procurement aids supply chain elements like transportation and distribution centres (DCs) by ensuring that the end customers receive the replacement parts or finished products they need. Additionally, procurement supports the departments involved in developing new plants or products, installing and commissioning new machinery, and providing replacement parts by ensuring that parts, replacement parts, and machinery are available as needed in the required quantities, at the required quality, and at an appropriate cost.

2) Working with Other Functional Groups

Procurement plays a vital role in ensuring continuity of supply, reducing costs, sourcing from qualified suppliers, and ensuring that the quality of goods and services is maintained. However, procurement cannot accomplish these tasks without a close working relationship with several other functions within a firm, including top management, operations, engineering, marketing, quality assurance, and finance. Procurement works with top management to ensure that the procurement strategy is aligned with the overall organizational strategy and objectives. Procurement has a working relationship with the following functions within a firm shown in the list below.

Make vs Buy
Insight into Capacity, Materials, Service Needs
Requirements in Quality, Cost, Cycle Times
Insight into Specifications and Requirements
Support in Value Analysis Exercises
Insight into Evolving Technologies
Insight into New Product Development
Support in Total Cost Analysis
Sales Forecasting
Suppliers perform as expected
Quality training
Corrective action planning
Supplier quality planning
Material re-work costs
The total cost of an item
Making or buying products
Capital acquisition decisions

3) Partnering with Suppliers

Partnerships and effective supplier management have become increasingly important to improve firms’ Supply Chain Management (SCM) competitiveness. For instance, forming partnerships, or strategic alliances, with suppliers allows them to focus on providing quality products and services. This comes about while working closely with key suppliers to develop long-term partnerships based on trust. Additionally, close buyer-supplier relationships offer numerous technical, financial, and strategic advantages, such as opportunities to work together to re-engineer products to lower costs while maintaining functionality. Many companies have adopted a strategy of using a smaller number of suppliers for key products and services rather than working with many suppliers. This strategy is adopted to allow companies to focus their efforts on improving performance and reducing costs with fewer, better suppliers.

Typically, a partnership with suppliers is required to ensure an adequate supply of quality materials overtime at an optimal total acquired cost. A strategic alliance is defined as a purposive relationship between two or more independent firms that involves exchanging, sharing, or co-developing resources and capabilities to achieve mutually relevant benefits (Kale & Singh, 2009). However, once formed, these strategic alliances must be developed through effective relationship management. For example, a company may provide warehouse layout and design services to multiple companies and may work together with a firm that provides the actual storage and handling equipment that support new warehouse designs.

Global competition has grown, and companies have developed supply chains that rely heavily on external suppliers. One well-known example is Apple, which outsources product and component manufacturing. This emphasis on concentrating on core competencies has seen a dramatic rise in outsourcing to, and reliance on, external suppliers to provide not only materials and products but also services (e.g., IT support and design services). As more emphasis is placed on the use of external suppliers, including global suppliers, procurement departments’ roles must also involve close support and management of these suppliers. The procurement function has a vital responsibility to meet the needs of both internal and external customers by choosing products and services with specific criteria. Products and services must come from the best sources of supply and be made to the correct specifications, have the desired levels of quality at a reasonable cost, and be made and delivered in the correct quantities. Products and services must be delivered at the right time and to the satisfaction of internal and external customers.

4) Supporting Organizational Goals and Objectives

In order for a company to grow and remain profitable, procurement can help increase revenues and reduce costs and expenses. Using effective procurement strategies, organizations can position themselves to be competitive on both the quality and pricing of their products and services. By helping to reduce the costs of materials and services, procurement thus improves corporate profit margins and return on assets. Additionally, procurement plays an essential role in ensuring the quality of the goods and services needed by an organization. Organizational goals and objectives can be described under four main categories: survival, growth, finances, and environment. However, procurement goals and objectives are typically expressed using other terms like quality and function, delivery, quantity, price, terms and conditions, and services. A critical first step in developing organizations’ strategies is to develop strategic goals, in which procurement plays a major role. The next step is to translate these goals into specific procurement objectives. According to Monczka, Trent, and Handfield (2005), procurement functions must ultimately support the strategic goals and objectives of the entire organization, including ensuring overall profitability and adequate return on investment for organizations’ shareholders.

5) Developing Sourcing Strategies

Many firms face the challenge of remaining competitive in the face of highly competitive world markets. A firm’s ability to effectively develop and execute strategic plans is a major factor in generating future earnings and can even be critical to the firm’s survival. Organizations must take in more than what they spend on operating costs over the long term if they want to grow and remain profitable. Increasing revenues, decreasing costs, or a mixture of both can accomplish this key goal. Procurement plays an important role in helping accomplish both objectives.

Through effective procurement strategies, organizations can be competitive in the quality and prices of their products and services. For example, reducing the costs of materials and services is an area in which procurement plays a vital role and thus helps to improve corporate profit margins. In many cases, procured goods and services provide a major area of opportunity for reducing costs and improving return on assets. Procurement departments must develop sourcing strategies to support the overall organizational strategy; they aim to ensure the survival and competitiveness of the whole organization. A sourcing strategy is the expression of the goals and objectives for selecting the best sources of supply and optimizing the procurement spend for an organization, which are tied to the overall corporate strategy. For example, a commodity sourcing strategy might develop a specific approach for a category or group of raw materials that maximize quality and minimize cost.

Procurement Roles and Activities

The procurement function seeks to obtain the highest quality of goods and services at the lowest possible costs at the right time and place. To achieve this goal, various roles and activities are performed at different levels of management within the procurement function. Procurement provides an ongoing analysis of price and cost trends. The cost of purchased goods often represents the most significant component of companies’ costs, so procurement functions must analyze the cost of sourcing products and services to ensure they are obtained at the lowest possible cost. Procurement roles and activities consist of the following functions:

Procurement assists internal departments in defining and documenting material specifications to communicate to suppliers.
Procurement estimates the future supply needs of organizations, which are then communicated to suppliers.
Procurement ensures that sourced goods and services meet minimum quality standards in order to meet buyers’ expectations at an acceptable cost.
Procurement regularly reports on material lead times and supplier performance.
Procurement draws up contracts and negotiates mutually acceptable terms with suppliers. Procurement conducts market research to identify new suppliers to meet customers’ needs. Procurement expedites and authorized premiums for the delivery of shipments, where necessary, to ensure that production needs are met and deliver appropriate customer order fulfillment.
Procurement finds and develops best-in-class suppliers. The success of procurement depends on its ability to align supply-based decisions with organizations’ strategic priorities and to identify or develop suppliers, analyze their capabilities, select the most appropriate options, and work with those suppliers to deliver continuous improvement.
Procurement ensures the uninterrupted flow of materials, supplies, and services required to operate organizations. This prevents stock-outs or late deliveries of materials, components, and services (which can be extremely costly in terms of lost production), reduced revenue or profit, and a decline in customer goodwill.

Types of Buying Organizations

Organizations procure goods and services for different purposes. According to Fill and Fill (2005), here are the primary forms of organization that procure goods and services:

Commercial organizations : Commercial organizations consist of industrial distributors, original equipment manufacturers (OEMs), users, and retailers. They procure goods as raw materials, components, and finished products for resale. Additionally, the miscellaneous materials and services needed to support running an organization need to be procured. Support items may range from office supplies and real estate to lawn services and health insurance policies.
Governments : Governments are the biggest procurement customers. They often use procurement to meet small business (e.g., women-owned, veteran-owned, Native American-owned, etc.) objectives, spending many billions annually as a result. Governments’ procurement budget is spent on a wide range of activities, from public hospitals and schools to the organization of the departments themselves.
Institutions : These include private universities, hospitals, and schools. Institutions buy, for example, textbooks, classroom furniture, medical equipment, audiovisual equipment, and computers.
Public organizations : Public organizations include railways and nuclear power plants that make purchases for operational and production purposes.

Types of Products and Services Purchased

Procurement personnel are responsible for purchasing many different products and services, depending on the nature of their industry and the nature of their organization. These are examples of different goods and services procurement is responsible for procuring:

Raw materials : These include products that have not been processed or have undergone only a small degree of processing. They are the basic materials in the production process and become part of final manufactured products. Examples include mined minerals, coal, and cotton.
Semi-finished goods : They are also known as manufactured products because they have been partially assembled; however, they need further assembly and processing before they can be sold. These products are visible in final products and include elements such as steel and rolled wire.
Capital equipment : Capital items are usually the most expensive purchases; they include large pieces of equipment used in production processes, such as power generating equipment and buildings.
Original Equipment Manufacture (OEMs’) component parts : OEMs are products that are purchased for resale or assembled into final products with no further processing. An example of an OEM is the alternator in a motor engine.
Maintenance, repair, operating materials : Maintenance, repair, and operating materials (MROs) are not directly required for the production process but are important for the continued operation of organizations, such as office and cleaning supplies and other consumables.
Finished goods : Finished goods require no further processing. They are bought for resale or for use within organizations, such as stock bought for resale by retail organizations.
Accessory equipment : Accessory equipment includes products used to facilitate production, such as personal computers, hand tools, desktop printers, and toolboxes.
Services : According to Dwyer and Tanner (2009), services include transportation, advertising, banking, and labour services.
Major subcontracted items : These include high-cost items used in finished products, such as automobile engines and aircraft engines.

Procurement Process Overview

The procurement process contains steps ranging from working to understanding firms’ needs through ongoing evaluations of supplier performances. These steps are:

Identifying the Need : A need or requirement may arise from any function but is most often developed through the demand planning process. A need may be raw materials for production purposes or office furniture for administrative departments. User functions sometimes fail to identify needs promptly, which can result in urgent requirements and create challenges for procurement personnel; these challenges can include the need to expedite the supply of goods and the additional costs associated with paying a premium to expedite orders.
Describing the Product or Service Needed : Requirements are communicated to the procurement function along with the appropriate documents, such as a purchasing requisition. The information contained in the requisition includes the date, originating department, account to be charged, complete descriptions and quantities of materials or services required, date when materials or services are needed, special instructions for shipping or service delivery, and the name of the authorized person initiating the request. As part of the procurement process, procurement professionals work with the person initiating the request to confirm that material and service specifications have been captured correctly. In many cases, engineering drawings and other documents accompany the requisition to describe complex and non-standard items accurately.
Searching for Potential Suppliers : When appropriate suppliers are not available from a pre-approved list, procurement personnel assume the responsibility for finding other potential suppliers. This search can take place using catalogues, websites, professional organizations, and personal contacts.
Evaluating and Selecting Suppliers : The critical task of evaluating potential suppliers is accomplished by a multi-function team that conducts a site visit to evaluate a wide range of capabilities, including management, manufacturing planning, process control, quality, and overall workload assessments. While procurement takes the lead, other functions support the evaluation process to ensure a supplier can actually meet the anticipated requirements with smaller standard-item and procurement and catalogue items bought through a published price list, the procurement professional may be able to perform an effective evaluation without assistance.
Request for Price and Request for Quote Processes : This stage occurs when purchase requisitions are received by purchasing personnel and they initiate a request for price or request for quote (RFQ). Requests for price are initiated and sent to suppliers to obtain pricing for simple, lower-cost items while RFQs involve more complex and expensive items and are sent to suppliers to solicit specifications, pricing, delivery, and other requested information.
Order Placement : After the request for price and RFQ responses are received, purchasing can place a PO. However, the purchasing buyer and supplier may have completed a negotiating process that included a final agreement on price, delivery arrangements, product requirements, and quality requirements before the buyer actually issues a PO.
Evaluating Performance : After a supplier has been awarded a PO, it is continually evaluated to determine if its products satisfy the order details stipulated in the PO. Suppliers that provide acceptable products may receive additional orders in the future, but poor supplier performance may lead to removal from the approval database and a lack of future POs. Some procurement departments use supplier scorecards to evaluate supplier performances on quality, delivery timeliness, cost containment, and responsiveness.

Key Takeaways

Procurement is the management of all processes involved in obtaining the goods and services necessary for manufacturing products and providing customer services. Procurement focuses on sourcing activities, negotiations with suppliers, and the strategic selection of goods and services that enable an organization to achieve the best value from a select group of key supplier partners. Procurement functions must have close working relationships with other functions, including production, engineering, and sales and marketing functions because those areas use the products and services that procurement obtains. Organizations of different types are involved in procuring goods and services for different purposes, including commercial and public organizations, governments, and institutions. Stages in the procurement process include receiving requirements for purchase, describing the materials needed, defining and approving suppliers, soliciting suppliers using requests for price and RFQs, placing POs, and evaluating supplier performance.

Review Questions

References .

Dwyer, F. R., & Tanner, F. T. (2009). Business marketing: Connecting strategy, relationships, and learning (4th ed.). New York, NY: McGraw-Hill.

Fill, C., & Fill, K. E. (2005). Business-to-business marketing: Relationships, systems and communications. Harlow, UK: Pearson Education Limited.

Fottrell, Q., & Scheck, J. (2009, January 8). Dell moving Irish operations to Poland. The Wall Street Journal . http://www.wsj.com/articles/SB123141025524864021

Kale, P., & Singh, H. (2009). Managing strategic alliances: What do we know now, and where do we go from here? Academy of Management Perspectives.

Monczka, D., Trent, R., & Handfield, R. (2005). Purchasing and supply chain management (3rd ed.). New York, NY: McGraw-Hill.

ProPhotoStock. (2014, January 5). World technology and business [Image]. Deviantart. https://www.deviantart.com/prophotostock/art/World-Technology-and-Business-424996906 . Licensed for reuse under CC BY 3.0 .

Creative Commons Attribution

This chapter contains material adapted from Supply Management and Procurement Certification Track . LINCS in Supply Chain Management Consortium. March 2017. Version: v2.26. www.LINCSeducation.org .

Procurement in the Supply Chain World Copyright © 2022 by Angela Reid-Regier and Bryan Snage is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Supply Chain Management 101: Principles, Examples, and Templates

By Andy Marker | June 25, 2017 (updated February 22, 2022)

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Globalization has become an undeniable part of commerce over the last few decades, as large companies have grown first to source labor and parts from developing regions, and then to start selling in those same areas as they grew in wealth and buying power. Supply chains have had to keep in step, passing through numerous countries to obtain goods most efficiently and cost effectively, and growing more complex as a result. And on the other end, the supply chain grows more frayed in order to deliver to countless countries for consumption. For the largest companies, managing a supply chain can require dedicated teams in every area the chain touches. It’s safe to say that supply chain management is both an art and a science. This article will cover what a supply chain is, with examples; discuss how supply chain management works and its principles; and vital concepts in the field. Then we’ll move on to current issues and where the field is going. Finally, you’ll find useful resources, templates, and education programs. Ready? Let’s get started.

What Is a Supply Chain?

A supply chain is a collection of suppliers required to create one specific product for a company. The chain is made up of nodes or “links,” which can include multiple manufacturers for parts, then the completed product, then the warehouse where it is stored, then its distribution centers, and finally, the store where a consumer can purchase it. The concept of the chain is important, because each link is connected in a specific direction and order, and the next link cannot be reached without going through the previous one. Each link adds time and costs, and can involve labor, parts, and transportation. Every product a company carries may have its own supply chain, though they may use certain suppliers for multiple products. You can see why this gets so complicated, especially for international supply chains.

The process described above was that of a typical retail supply chain. However, there are many different types in practice. Here are three examples from well-known masters of supply chains: Example: Walmart and “Big Box” Retailers The “Big Box” store, which represents one of the major disruptions of the retail model from the last century, thrives on size, ubiquity, and well-planned supply chains to drive out the competition. How else would a company like Walmart make a profit on a t-shirt made overseas that retails for $5.00? Walmart succeeds by having fewer links in its supply chain, and buying more generic goods directly from manufacturers, rather than from suppliers with brand names and markup. It uses “Vendor Managed Inventory” to mandate that manufacturers are responsible for managing products in warehouses owned by Walmart. The company is also is particularly choosy with suppliers, partnering only with those who can meet the quantity and frequency it demands with low prices, and with locations that limit transportation needs. They manage their supply chain like one firm, with all partners operating on the same communication network. By buying at large enough quantities to take advantage of economies of scale, moving products directly from manufacturers to warehouses, and then delivering to stores which are large enough to be distribution centers, it reduces links in the supply chain and cost per item, translating to low prices for consumers.

Example: Amazon and “Ecommerce Platforms” Having overtaken Walmart as the world’s largest retailer in the last decade, Amazon’s “online big box” concept is a perfect example of unique supply chains. As an e-commerce shop, obviously they cut the retail store out and ship from distribution center to consumer’s homes directly. Where Amazon innovates is both in its supplier-side and its final supply chain link - delivery. Just about anyone can sell things on Amazon because it’s a platform, not just a shop. As a result, Amazon has more things than any other online store, so when people shop online, they think of Amazon. Then, it produces everyday goods cheaply, and underbids suppliers. Next, their warehouses make serious use of automation to store items going to like destinations together, ready for immediate transport. Finally, its investments in delivery staff and technology make 2-day shipping a basic expectation, and even same-day delivery a possibility. Amazon ditches third-party logistics (3PL) and fulfills orders itself.

Amazon ecommerce platform supply chain flowchart

Example: Tesla and Specialized, Owned Chains Automotive manufacturing has come a long way since Henry Ford used assembly line manufacturing to speed up the production of a single car model in a single color. Now, in a time when even American carmakers are opening factories abroad, Tesla is making innovative, incredibly popular, and luxurious cars right in California, a location with incredibly costly real estate. Rather than having a long supply chain of cheap part makers, they have a vertically integrated supply chain, with a full-service auto plant near its corporate headquarters and plans for a supplier park and a massive battery factory, and Tesla owns it all. Even more interesting is the digital supply chain the company promotes - new firmware and algorithm updates are pushed out to existing car owners over the cloud.

Tesla motors specialized own supply chain flowchart

What Is Supply Chain Management?

As the name implies, supply chain management (SCM) is handling and optimizing all the many complicated facets of a supply chain, involving goods and services. Even ensuring timely handoff from manufacturer to shipper to supplier to shipper to buyer is a massive task, but to do it cost effectively and build net value is truly a challenge. Supply chain management is so important because modern commerce exists in a networked global economy. Most businesses are specialized - even department and big box stores are only really equipped to sell to customers, despite their wide variety of products. The value of vertical integration is hard to justify when communication costs and SCM tools are so inexpensive - it almost always makes more sense to outsource for price efficiency.

The concept of supply chain management was in effect long before the term was created in 1982. In the colonial era, international trade by ship was already making for complicated transportation issues and the need for efficiency. During the Industrial Revolution, the ability to quickly produce goods with machine assistance led to the need to manage significant inventory and constant consumption. By the time history arrives at Henry Ford’s famous assembly line for the world’s first car production in 1913, supply chain management had become an art. As the century wore on, more companies were producing more goods and looking for ways to reduce costs. They vertically integrated into owned supply chains to try reducing costs at each stage. In the 1980s and on, globalization became a realistic dream for many companies, because of computer systems, easier communication, and commerce-friendly trade laws. Around the 1990s, it became a common practice for firms to specialize, and focus on core competencies and outsourcing the rest, abandoning the vertical integration of the previous era. At this point, supply chains became truly complex, in order to coordinate hundreds of otherwise unrelated and geographically-distant manufacturers, suppliers, shippers, warehousers, and retailers. Now, in the “SCM 2.0” era, the Internet and new methodologies have led to collaborative platforms and democratized processes. This is allowing smaller competitors to use some of the same manufacturers as major players, and reducing inefficiencies for those manufacturers as a result. Better communication and planning tools are providing a way for small and large companies alike to manage even more complex supply chains.

Variants of SCM

Global SCM: The combination of global manufacturing with supply chain management, which must account for tariffs and local taxes as goods and services travel internationally to ultimately provide greater value at the end of the chain. SAP SCM: Systems, Applications, and Products (SAP) is a software company that revolutionized logistics and enterprise resource planning. It provides an automated way to manage supply chain networking, supply chain planning, and supply chain execution, along with production planning, business forecasting, and demand planning. Logistics and SCM: The art of coordinating efforts between every member of the supply chain to get products from their source to the consumer. Purchasing and SCM: The focus on the monetary aspect of SCM, from costs to value added at each link in the supply chain.

Principles of Good Supply Chain Strategy

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The Basics of Supply Chain Management Processes

There are key supply chain processes that you must take into consideration to effectively understand and manage them. These processes are all at play regardless of the type of supply chain you’re using. Customer relationship management (CRM) comes first, because as the principles of SCM state, you must adapt everything in the supply chain to the customer. If no one is buying, there’s no need to produce anything. At the front of your supply chain, where a store’s staff interacts with its consumers, they must have plans in place for ongoing relationships. They need CRM tools to gather customer information for marketing and market research, all to determine the products and services to offer in the future. Customer service management is another process that ties in, as it is where you gather negative and positive feedback to determine future needs. Demand management is closely linked with the previous two, as it takes customer interactions and orders into account to determine the workload all the way up the supply chain. At its core, customers buying more means make more, and customers buying less means make less. Customer forecasting is an important task that analysts must perform well to determine the current demand and what it will be in the future, to prevent waste in the supply chain. Product development is an important part of the supply chain that is informed by consumer demand. You must work with CRM and customer service data to determine what they want, which influences new products, product line extensions, and also what to stop making. You must integrate suppliers in this process because it affects cost, quality, and delivery time. Supplier relationship management goes without saying - if you want to produce your products on time and on budget, you need a solid rapport with everyone you’re outsourcing to in the chain. This impacts manufacturing flow management , which ensures everything gets where it needs to go without delay, and at the correct spec. Order fulfilment involves coordinating with distribution centers and either retail locations or 3PL to get the product direct to consumers. You’ve now made it all the way back to the beginning of the cycle, and need to pay attention to new CRM and customer service data. Returns management , also known as the “reverse supply chain,” is a vital part of the flow of products that doesn’t fit perfectly into the clean supply chain cycle. It involves picking up online orders from 3PL locations or from consumers’ addresses and accepting returns at retail locations. Once these items are put back into inventory, they must be ready to get to a different customer while the product run is still live.

What Supply Chain Managers Look for When Managing Supplier Relationships

One of the most complex parts of SCM is handling all the other people in the supply chain. They have their own needs and motivations, and to keep them all happy and working together with partners they are only loosely affiliated with is a challenge - especially when trying to meet deadlines and turn a profit. The following are what managers should focus on most in such relationships: Org Chart and Leadership Style: How is the supplier’s organization set up? Is it a vertical or horizontal structure? Is the leadership strong and long lasting, or fickle and prone to change? You need to know who you’ll be interfacing with, and who will be the next one in line should some shakeup occur. Business relationships are always between people, and don’t always survive a reorg. Management Style: How do the leaders at this supplier run their shop? Make sure it works with your crew. A micromanager at a relatively replaceable link in your supply chain will waste inordinate time, just as a hands-off manager at a vital link could result in sloppy delivery or substandard product quality. Company Culture: Always important for working with suppliers, determine what kinds of people rise to the top, and how everyone acts when nobody's watching. If, for example, middle managers are constantly in fear for their jobs because of ruthless quarterly performance reviews, they may over-promise, make excuses, or otherwise be unstable work partners. Product Flows: Once you know that you can work with the people, make sure their facilities are in order. Are they equipped for orders of the size and frequency you plan to make? How do they handle emergency, fast-turn around orders? What about other customers - are they only able to use their facilities for your product flows at certain portions of the month due to full inventory? Leave no stone unturned. Information Flows: Just as vital is the ability to control information about the day-to-day flow of materials, and to communicate and coordinate long-term plans. Is the supplier up on their product details, inventory, and SKU organization? Is their security and encryption up to the standards of your company, and your industry? Big data is useless if the right people don’t see it in time. Rewards and Risks: Take into account opportunities and threats of working with this supplier. Maybe they’re well-equipped to handle your exact product because they also work with your competitors. Perhaps they are new and establishing themselves, so offer a substantial discount, but may not be able to deliver on time? Do what’s best for the company, and use risk assessment to keep your whole supply chain operable.

Vital Supply Chain Management Concepts to Know

Having a passing familiarity with the following terms will help you see just what kind of skillset and abilities will be required when working in supply chain management: Border Adjustment Tax: Also known as a destination-based cash flow tax (DBCFT), it is a tax levied on imported goods which is important to know in global supply chains. Customer Relationship Management: Also known as CRM, this concept refers to providing ongoing service to customers and collecting data about their likes and purchases. There are also CRM tools that help automate and record interactions with customers. Cumulative Mean: A figure for knowing how much or how little to produce in advance, involving mean orders with all previous data treated as equally useful. Demand Management: Understanding customer behavior and patterns to control how much is ordered and produced at each link in the supply chain, with the goal of eliminating wasted production. Financial Flows: Credit terms, payment schedules, accounts payable and receivable, and other factors that you must monitor to determine if a supply chain is profitable or not. Information Flows: Transmission of orders, delivery status, and other data that influence the supply chain’s responsiveness to demand. Integrated SCM: This is a method of SCM wherein all of the links are tightly integrated, operating almost as one company rather than a loose association of buyers and sellers. Inventory Management: Monitoring and controlling orders, storage, and use of owned components to create the products your company sells. Lean Six Sigma: A data-backed philosophy of continuous improvement that focuses on preventing defects and mistakes rather than discovering them later, which reduces waste and production time via standardization. Read Everything You Need to Know About Lean Six Sigma to learn more about this methodology. Logistics: The physical movement of products from one link in the supply chain to the next, and the practice of improving their efficiency. Make vs. Buy: A simple evaluation of whether it is more cost-effective and time-efficient to produce a required product with your company’s existing resources, or to outsource the need. New Product Development: The creation of new products both in response to and in anticipation of customer demand, using data gleaned from CRM and the whole supply chain. Read Innovation for Everyone: Everything You Need to Know About New Product Development to learn more about this process. Operational Accounting: Accounting for a company that focuses on planning, directing, and controlling of daily activities by their costs and eliminating waste. Physical Flows: The actual movement of parts and products throughout the supply chain, which the Logistics team must manage and analyze to keep going without pause. Project Management: The process and tools involved in ensuring that a codified piece of work (project or product) gets done on time while keeping all contributors aware of their next step. Reverse Supply Chain: Aftermarket customer service, which may involve accepting returns, refurbishing and discounting, or otherwise finding use for the reacquired inventory. Risk Management: Identifying, evaluating, and then choosing which risks to address first, with the goal of reducing overall risk in a supply chain. S&OP: Sales and Operations Planning is a management process that aligns its constituent parts to ensure that the organization is only focused on operations that improve sales. Learn more about S&OP here . Strategic Sourcing: Formalizing a company’s information gathering in order to use its purchasing power to take advantage of the best values in the marketplace of suppliers. Theory of Constraints: A methodology that identifies the largest limiting factor in production, then finding a way to remove it to improve the efficiency of the entire production.

Current Issues in SCM

In addition to the major terms, it’s important to keep aware of legal, political, and social events which affect supply chain management when seeking a career in the field. Here are some of the bigger issues of the day: Dodd-Frank Decision: This was a 2010 law which included a clause on “Conflict Minerals.” It requires companies to audit their supply chains in order to determine whether gold, tungsten, tantalum, and tin came from the Democratic Republic of the Congo, and report on their due diligence. It adds an extra layer of complexity and costs to SCM for those involved in chains with those minerals. NGO Actions: Activist groups of all kinds work to end common practices within major companies’ supply chains, such as sweatshop labor, or push consumers towards less complicated supply chains by encouraging them to support local businesses and farms. SEC Regulations: Whereas NGO actions can force a company’s hand for PR reasons or changing the marketplace of ideas, the Securities and Exchange Commission can slap that same company with fines, making company’s quick to comply. Third-party audits of supply chains are an important part of keeping in step with these regulations. SECH Ratings: This is a rating that involves economic, social, and environmental judgements to gauge a company’s overall sustainability. Transparency: Though protecting data is important, certain measures of transparency can improve company performance. Among consumer products, many younger, disruptive brands make their supply chain a selling point in marketing by being upfront about how and where they get their components, and where they make their products. The reasoning goes, if a company is hiding something, there must be an unethical component to it. Sustainability Measures: As major companies and countries around the globe move towards sustainable production, all supply chains become impacted. Whether due to changing regulations or seeking good PR, many companies are working to reduce pollution and other issues in their chain.

The Future of Supply Chain Management

Aside from the issues of the day, it’s also vital to see where the field is going. The future of SCM is bright, but certainly evolving. We asked a group of experts and innovators in supply chain management to discuss what they believe the future of SCM holds:

Jake Rheude , Director of Business Development and Marketing for Red Stag Fulfilment

Over the next decade, we will see massive and disruptive forms of innovation both in terms of technology that expedites the speed at which customers receive their products ( drone delivery ) as well as technologies that drastically enhances the online shopping experience for customers, ( virtual reality ).

While these and other technologies no doubt have the opportunity to significantly change the landscape of online shopping and the supply chain, I expect we will see firms diverge on two different strategies. Some will rush to implement these costly new technologies in order to drive down the total time between an order being placed and last mile delivery, while other firms will stand by the current landscape (for most B2C online sellers) of product delivery in approximately two-days, acting cautiously, particularly in regards to the cost of these new technologies versus their impact on the overall value chain for consumers.

Certainly, there are niche industries where significant investments in drone delivery technology will provide a distinct competitive advantage, but I predict that for many B2C online sellers, the impact on the overall value chain of these new technologies will be misaligned with a consumer's perception of value, and therefore make the initial cost of these new technologies unjustified.

Lauren Stafford , Digital Publishing Specialist for Explore WMS

Embracing big data is an essential principle of modern SCM, specifically real-time data which has the potential to improve the efficiency of a supply chain and negate potential risks to strategy. We know that logistics optimization through technological innovations and data integration can make supply chains more efficient and more financially sound.

The future of the multi-modal SCM depends on successful integration with data and systems to achieve synchromodality. To achieve this, there needs to be a connection to all available transport modalities in the form of a real-time data flow. Once any issues with connectivity are addressed, a ranking system is required to consider a variety of variables such as dock schedules and material restrictions. Pricing data is another integral component.

The great advantage of a synchromodal platform is that it’s informed by every available option and makes a selection based on key factors like speed requirements. There is still significant work to be done in terms of how best to access and integrate a supply chain partner’s real-time data but, as these platforms are developed, we’re likely to see faster order processing times for large shipments and systems which can help generate a better ROI. The way we understand it, SCM is changing because now an efficient supply chain can be a competitive asset as opposed to a cost center.

John Boyd , founder of The Boyd Company, Inc

Probably the most dynamic link in the supply chain in recent years has been the "last mile": that movement of goods from a DC to a final destination in the home. E-commerce king Amazon has done much to challenge and ultimately rewrite the rules of last mile delivery. Last mile delivery has also produced a new warehousing subsector: the locker. Studies show that online shoppers not only want their packages now, they also want their packages delivered to places other than their homes. These lockers can be viewed as "micro warehouses" and will come with additional costs. We expect many to be operated by an emerging sector of third-party logistics (3PL) providers specializing in this particular segment of the supply chain.

Lockers are now common in Europe, where densely populated and congested urban centers make them a natural fit. We anticipate that lockers will also become the next boom sector within logistics/distribution site selection in the United States. Amazon already has automated lockers in six states, while the U.S. Postal Service has lockers located within post offices in the Washington, D.C., area.

Upstart third-party logistics providers will be looking for sites where they can locate lockers, such as in transit centers, apartment buildings, convenience stores, or any establishment that provides off-hours access for picking up packages. Also, the growing online meals industry is expected to fuel the need for temperature-controlled lockers for the delivery of perishables.

Careers in Supply Chain Management

With a bright future filled with unique challenges, a career in SCM is a strong choice. It might be surprising to hear about an industry that’s all about outsourcing and automation, but new experts are more vital than ever for global organizations and even local ones to grow. Look at these industry stats:

Career Paths

What kind of positions can you take on in supply chain management? Supply Chain Business Analyst: Examine your company’s workflow and come up with creative ways to streamline its business processes. Live and breathe efficiency. Inventory Control Administrator: Ensure that inventory systems’ data is accurate with physical inventory, troubleshoot discrepancies, discover root causes and interact with everyone related to this inventory. Purchasing Specialist: Work out deals with suppliers and compare bids to minimize cost across the supply chain. Procurement Manager: Research, evaluate, and purchase large quantities of products for companies to resell or use in operations. Determine what is in your company’s store, ecommerce shops, and more. Operations Analyst: Evaluate, report on, and improve the management of activities that generate recurring revenue for your organization, i.e. its core competencies. Material Planning Manager: Plan, monitor, and manage products and the materials required to make them in your organization’s manufacturing operations. You ensure the constant flow of materials so the factory never runs out.

Logistics Analyst: Evaluate and report on transportation of goods and services up and down your organization’s supply chain, ensuring that everything gets where it needs to go and when it needs to get there.

Top Higher Education Programs

Supply chain management is a game with global stakes, as such major universities and academies around the world offer Bachelor’s and Master’s degrees in the subject. If you want to secure a job in the sector with a Fortune 500, becoming accredited in SCM is vital. Look at some of the top schools on this list for more details on breaking into the industry:

Cambridge University
Copenhagen Business School
Cranfield School of Management
Eindhoven University of Technology
London Business School
Vlerick Business School

Certifications in Supply Chain Management

If a full Master’s program seems like too big a commitment, explore some of the short-term certifications available below. They give you a shot at entry level jobs if you’re inexperienced, and are a nice brush-up on current SCM standards for seasoned professionals.

Chartered Institute of Supply Chain Management (CISCM) Chartered Supply Chain Management Professionals (CSCMP)
Institute for Supply Management (ISM) Certified Professional in Supply Management (CPSM)
Institute of Supply Chain Management (IOSCM)
International Institute for Procurement and Market Research (IIPMR) Certified Supply Chain Specialist (CSCS) , Certified Procurement Professional (CPP) and Certified Supply Chain Associate (CSCA)
International Supply Chain Education Alliance (ISCEA) Certified Demand Driven Planner (CDDP) and Certified Supply Chain Manager (CSCM)
Association (SCMA) Supply Chain Management Professional (SCMP)
The Association for Operations Management (APICS) Certified Supply Chain Professional (CSCP) and Certified Production and Inventory Management (CPIM)

Supply Chain Management Templates

Outside of the physical work of checking inventory, or the personal work of communicating with different members of the supply chain’s links, much of your work as a supply chain manager is using systems and dashboards to get an understanding of logistics, operations, and flows. What follows are some templates that can help manage and streamline workflow, while understanding and sharing inventory reports and more.

Download Risk Management Matrix Template

Excel | Word | PDF | Smartsheet

Download Stock Inventory Control Template

Excel | Smartsheet

‌ Download Supply Chain Dashboard Template

‌ Download Microsoft Excel Template for Choosing MRP Software

‌ Download RFP Vendor Template

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Social & Management Sciences

Procurement and Supply Chain Management

Procurement and supply chain management research papers/topics, a study on route planning in logistics, using load distance model.

The study aimed to identify how route planning for logistic companies can efficiently implemented. Route Planning explains basic transportation strategies and frameworks, as well as crucial functional needs, while considering contemporary changes in distribution planning. Companies may save mileage, fuel use, and carbon emissions by using a route planning system that calculates the most effective routes. Businesses may better recognize unforeseen deviations and communicate proactively to...

Environmental Sustainability Strategies in Organizations: The Case Study of Apparel Companies

Companies are often seen as money making entities that place less emphasis on social concerns and promote inequality. However, many companies are coming to terms with their responsibility to make meaningful contributions to society. There have been growing needs for sustainable operations in all industries. This focus has turned to how companies can be more socially and environmentally responsible and sustainable. Sustainability is the design of human and industrial systems to ensure that hum...

Supply Chain Analytics

A wealth of data is continually being produced by supply chain networks. This data contains trends and patterns that can be found using analytics to provide useful information. The supply chain network's overall effectiveness and efficiency can then be stated to benefit greatly from analytics. The value and function of analytics in the supply chain industry are examined in this study through a critical analysis of the prior literature, a look at some major obstacles to supply chain analytics ...

Inventory Management Systems and Performance of Selected Foreign Super Markets in Kampala, Uganda

ABSTRACT The study sought to assess the effect of inventory management systems on performance of super markets in Kampala Uganda. It was guided by three specific objectives, that included; to determine the effect of just-in-time inventory on performance of super markets in Kampala Uganda, to establish the effect of vendor managed inventory on performance of super markets in Kampala Uganda and to establish the effect of material requirements planning on performance of super markets in Kampala...

The Effectiveness of Clearing and Forwarding Procedures on the Procurement Efficiency Case Study Somalia Port Authority

Table of Contents Title page ............................................................................................ .i Table of contents .................................................................................... .ii LIST OF ABBREVIATIONS ........................................................................................ .iv LIST OF APPENDICES ................................................................................................ .ix ACKNOWLEDGEMENT .................

Donor Procurement Requirements and Supply Chain Management in Selected NGOs in Bangui, Central African Republic

ABSTRACT The study was confined on Donor Procurement Requirements and Supply Chain Management in Selected NGOs in Bangui, Central African Republic. The study was guided by the following objectives: To determine the social demographic characteristics of respondents in terms of; Gender, Age, Educational qualification, Marital status; To determine the level of Donor Procurement Requirements; To determine the level of Supply Chain Management in Selected NGOs; To establish if there is a significan...

Appraisal of the Deployment of Information Communication Technology (ICT) in Traffic Management in Port Harcourt Metropolis

Traffic demand is growing steadily in the world today, the authorities are with daily challenges, such as the road and time spent travelling, there should certainty added global concern about the protection of the environment different kinds of contaminations including noise and vibration caused by todays level motorization. The aim of this study is to appraise the deployment of ICT in the management and control of traffic in the Port Harcourt metropolis. This study used empirical evidence fo...

Logistics Support and Achievements of Concern Worldwide Programs in Katanga Province, Democratic Republic of Congo

ABSTRACT The study establishes the relationship between Logistics support and achievements of Concern Worldwide programs in Katanga province, Democratic Republic of Congo. The study was guided by the following objectives:- To determine the demographic profile of the respondents in terms of: gender, age, educational qualification and length of experience in procurement and supply activities; to determine the level of Logistic support in Concern Worldwide programs in terms of;-communication, ...

The Impact of Maritime Fraud on Shopping Operations in the Nigerian Port Authority

A STUDY OF MARITIME FRAUD Abstract: This study examined maritime fraud and its effects on world seaborne trade. The Nigeria port authority is in charge of seaport and other marine elements in Nigeria and responsible for the regulations of shipping and other international trade in the country. This study adopted a doctrinal method. That is, library oriented using a qualitative research design. The internet was also consulted. Materials consulted are statute books, international treaties, t...

Procurement Best Practices and the Performance of Public Sector A Case of Tanzania Buildings Agency in Tanzania

ABSTRACT The study assessed Procurement Best Practices on the Performance of Public Sector. The specific objectives of the study were; to assess the level of compliance to best public procurement practices by TBA, to analyze the barriers of best procurement practices in the public sector and to determine the relationship between best public procurement practices and performance of public sector’. The study adopted descriptive research design. The population of the study was 120 employees ...

Procurement Management Information System and Procurement Performance in Selected Nongovernmental Organizations in Kigali, Rwanda

ABSTRACT The purpose of this study was to describe the contribution of Procurement Management Information system (PMIS) on the performance of Procurement in selected nongovernmental organizations in Kigali, Rwanda and validating theory regarding the topic under investigation. Four research objectives have been formulated to guide the study, namely to establish the profile of the respondents; to determine the extent of Procurement Management Information system usage, to determine the level of ...

Procurement Planning and Accountability of Local Government in Bosaso Puntland, Somalia

ABSTRACT The study examined the relationship between procurement planning and accountability of local government in Bosaso Puntland Somalia. The study was guided by three objectives, determine; extent of procurement planning, extent accountability of local government, and whether there was a significant relationship between procurement planning and accountability of local government in Bosaso Puntland Somalia. The study comprised of a population of 190 respondents who included local governmen...

Procurement Planning and Value for Money Among Selected Districts in Rwanda

ABSTRACT This study investigated the effect of procurement planning on value for money Among Selected Districts in Southern Province, Rwanda. The study was limited to the following objectives: i) to determine the effect of procurement packaging on value for money Among Selected Districts in Southern Province, Rwanda ii) to establish the effect of procurement method on value for money Among Selected Districts in Southern Province, Rwanda and iii) to find out the effect of procurement schedulin...

Procurement Practices and Organizational Performance in Selected Telecommunication Industry in Hargeisa, Somaliland

ABSTRACT The study was to assess the effect of procurement practices on organizational performance in selected telecommunication industry in Hargeisa, Sornaliland. It was guided by three specific objectives, that included; to examine the effect of procurement planning on organizational performance in selected telecommunication industry in Hargeisa, Somaliland, to examine the effect of ethical procurement practices on organizational performance in selected telecommunication industry in Harge...

Procurement Planning and Service Delivery in Jinja Local Government, Uganda

ABSTRACT The study established the effect of procurement planning on service delivery in Jinja district Local Government, three specific objectives guided this study and these were; (i) to examine the effect of budget plans on service delivery in Jinja district Local Government, (ii) to establish the effect of procurement methods on service delivery in Jinja district Local Government, and (iii) to assess the effect of quality plans on service delivery in Jinja district Local Government. The...

Procurement research topics, Supply chain management research topics, Procurement projects, thesis, dissertations, research papers, seminars. Supply chain management projects, thesis, dissertations, research papers

Popular Papers/Topics

Procurement practices and organisational performance of private universities in greater accra, the effect of information and communication technology (ict) on inventory management of organization.case study: kenya ports authority (kpa) mombasa, effect of supply chain management practices on the performance of supermarkets in luanda town, kenya, the role of a purchasing department in the performance of an. organization. a case study of tana delta irrigation project (tdip), effect of e - procurement on supply chain performance of county governments in kenya: case study of busia county government, assessing procurement committees and procurmeent laws in the northern region of ghana, "the impact of negotiation strategies on procurement efficiency in an organization"case study world food programme-uganda, relationship betweengreen manufacturing practices and performance of kibos sugar and allied industries limited kisumu, kenya, analysis of the relationship between strategic procurement techniques and corporate performance of united millers, kisumu, effect of lean practices on operational performance of vihiga county government, kenya, effect iof irisk iassessment ipractices ion isupply ichain iperformance iin ipublic icorporations: case iof ikenya ipower icompany, electronic procurement and organizational performancf~ a case stui)y of spear motors ugani)a ltd, buyer-supplier relationship on supply chain performance a case study of byeyogere steelworks ltd, relationship between supply chain risks, supply chain strategies and performance of large scale manufacturing firms in kenya, quality control measures and efficiency in manufacturing indutries: a case study of mukwano industries limited.

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Supply Chain Management: Principles, Examples & Templates
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COMMENTS

21 Research Topics In Procurement And Supply Chain Management
Answers from global practices. Procurement and logistics in agribusinesses in the UK- investigation and analysis. A comparative primary study on supply chain management practices between family ...
159 Procurement Topics for Essays & Examples
Here, you will find the best research topics in procurement, issues for discussion, and essay writing ideas. This list enumerates only the most current challenges in procurement, hot topics in supply chain management, and much more. We will write. a custom essay specifically for you by our professional experts. 809 writers online.
47 Best Procurement Research Topics Ideas and Examples
Procurement research topics also cover the areas of interconnection among procurement, logistics, and supply chain management. Depending on the degree level and academic program, the complexity of the research topics in procurement may vary. This is to provide the maximum level of ease for the students.
Dissertation Topics in Procurement Management (26 Examples) For Research
A list Of procurement management Dissertation Topics. Studying the application of e-procurement and its impact on the business processes. Evaluating the concept of green procurement and its impact of supply chain management. The need for maintaining professionalism, transparency, and accountability to deal with procurement management related ...
Supply Chain: Articles, Research, & Case Studies on Supply Chains- HBS
Harvard University aims to be fossil-fuel neutral by 2026 and totally free of fossil fuels by 2050. As part of this goal, the university is trying to decarbonize its supply chain and considers replacing cement with a low-carbon substitute called Pozzotive®, made with post-consumer recycled glass. A successful pilot project could jump start ...
80 Procurement and Supply Chain Management Research Topics
Procurement and supply chain management are critical functions that play a vital role in the success of organizations across various industries. Our comprehensive list of topics in procurement and SCM offers a wide array of research opportunities to explore emerging trends, address challenges, and contribute to advancing this dynamic field.
Supply Chain Management and Procurement
Abstract. Supply chain management (SCM) and procurement are playing a vital role in modern economies. In the last decades, it has been dedicated a growing attention to the importance of strengthening links along the different steps of a supply chain (SC). Sustainability, as well, is a trending topic that has affected the propensity, for a vast ...
A research view of supply chain management: Developments and topics for
the following three perspectives: (1) development of methods and techniques to study SCM. and its components/processes; (2) developing solutions or answers to speciﬁc supply chain-. related ...
Services procurement: A systematic literature review of practices and
We position the theoretical basis for the identified research domains using what Sanderson et al. proposed as the three typical phases of procurement: pre-contract or demand management; selection and contracting; and post-contract (relationship management and operational delivery) within supply chain management. In the following, we discuss ...
Logistics & Supply Chain Research Topics
The program links the traditional areas of logistics research and development with faculty expertise in the areas of demand management and forecasting, logistics operations and modeling, logistics strategy and relationship management. Both empirical and analytical methods are examined in the program to provide students with the skill sets ...
Supply Chain Management: Articles, Research, & Case Studies on Supply
New research on supply chain management from Harvard Business School faculty on issues including what brands can do to monitor their suppliers' factory conditions, how Japan's earthquake and tsunami and caused havoc on retailers and car manufacturers, and the push to improve labor standards in global supply chains.
Researching the future of purchasing and supply management: The purpose
For example, the topics of the 67 articles include: impact of 3D printing on supply chains ... The need to prioritise supply chain mapping, for example to investigate active pharmaceutical ... Touboulic A., Walker H. Time to get real: the case for critical action research in purchasing and supply management. J. Purch. Supply Manag. 2016; 22 ...
Dissertation Topics In Supply Chain Management (150 Examples)
Research topics in supply chain offer wide understanding related to the examination of different elements and components of supply chain management. The field of supply chain management is evolving rapidly, and it has attracted researchers to find out how supply chain and procurement are contributing in the business context.
(PDF) Sustainable procurement: a critical analysis of the research
The research topics covered in this paper to focus on the sustainability issues of procurement practices are sustainability issues on the network of supply chain, foundation, SP process, and ...
An Executive Guide to Supply Chain Research
GEP Procurement & Supply Chain Tech Trends Report 2024. ... Example of Supply Chain Research Following the same logic, we can demonstrate types of researches in supply chain management context as below: Jay Forrester, the Professor Emeritus of Management in System Dynamics at the MIT Sloan School of Management, observed that when demand at ...
Supply Chain Management Thesis Topics- Top 40 Ideas
The 7 Powerful Supply Chain Trends (I also dubbed "Supply Chain 7.0") have the potential to become a powerful influence over time. These trends include Augmented reality (AR), Big Data, Gamification of the supply chain, moving the supply chain to the "Cloud," and the Internet of Things (IoT) - Industry 4.0.
Procurement trends in 2024 and beyond
Procurement's first opportunity is to go beyond cost management to use its deep understanding of the value chain and supply markets. By becoming an active strategic partner with the C-suite, procurement can help shape corporate strategy, identify M&A targets, scout early-stage innovations, and enhance cross-functional collaboration for long ...
PDF Research Methodologies in Supply Chain Management
nals within logistics and supply chain management (Gibson et al., 2003). 4.2 Assessing Review Time Frame The year 1997 was chosen as the starting point for selecting papers for reviews since the first coherent frameworks of supply chain management were published in this year (Bechtel & Jayaram, 1997, Cooper et al., 1997). Bechtel & Jayaram
Browsing Supply Chain Management Capstone Projects by Issue Date
The hidden impact of micro retailers' survival rate on the logistics cost of consumer packaged goods companies . Castañon Choque, Ximena (2018) Millions of mom-and-pop stores represent 40-70% of the market share of Consumer Packaged Goods (CPG) companies. Many of these stores are located in megacities in developing countries, cities over ...
PDF A Proposal for Case Study Methodology in Supply Chain Integration Research
tage and improved supply chain performance. This qualitative research fills a gap in previous research by exploring the phenomenon of Interfirm Demand Integra-tion in a true supply chain context, garnering perceptions from multiple supply chain partners. Results are expected to contribute to managerial, theoretical, and methodological knowledge.
Introduction to Procurement
Procurement ensures the uninterrupted flow of materials, supplies, and services required to operate organizations. This prevents stock-outs or late deliveries of materials, components, and services (which can be extremely costly in terms of lost production), reduced revenue or profit, and a decline in customer goodwill.
Supply Chain Management: Principles, Examples & Templates
The process described above was that of a typical retail supply chain. However, there are many different types in practice. Here are three examples from well-known masters of supply chains: Example: Walmart and "Big Box" Retailers. The "Big Box" store, which represents one of the major disruptions of the retail model from the last ...
Procurement and Supply Chain Management Research Papers/Topics
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