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In this paper, the authors emphasize that COVID-19 pandemic is a serious pandemic as it continues to cause deaths and long-term health effects, followed by the most prolonged crisis in the 21st century and has disrupted supply chains globally. This study questions “can technological inputs such as big data analytics help to restore strength and resilience to supply chains post COVID-19 pandemic?”; toward which authors identified risks associated with purchasing and supply chain management by using a hypothetical model to achieve supply chain resilience through big data analytics.

The hypothetical model is tested by using the partial least squares structural equation modeling (PLS-SEM) technique on the primary data collected from the manufacturing industries.

It is found that big data analytics tools can be used to help to restore and to increase resilience to supply chains. Internal risk management capabilities were developed during the COVID-19 pandemic that increased the company's external risk management capabilities.

The findings provide valuable insights in ways to achieve improved competitive advantage and to build internal and external capabilities and competencies for developing more resilient and viable supply chains.

To the best of authors' knowledge, the model is unique and this work advances literature on supply chain resilience.

This paper aims to conceptualize supply market orientation (SMO) for the purchasing and supply chain management function and discusses how SMO capabilities are developed and how their application differs within and across firms. This research can thus be used as a blueprint for the development of a SMO capability that accommodates a firm’s unique contextual antecedents’ profile.

The qualitative research design comprises five in-depth case studies with 43 semi-structured interviews with large manufacturing and service firms.

SMO is defined as the capability to exploit market intelligence to assess, integrate and reconfigure the heterogeneously dispersed resources in purchasing and supply chain management in a way that best reflects the peculiarities of a firm’s supply environment. The empirical analysis shows that although SMO capabilities are configured similarly, their application varies across and within firms depending on the characteristics of a firm’s purchasing categories and tasks. Hence, reactive versus proactive SMO application is contingent upon firm-level and purchasing category–level characteristics.

The study uses the dynamic capabilities view as a theoretical background and provides empirical evidence and theoretical reasoning to elaborate and endorse SMO as a dynamic capability that firms need to have to compete in a complex and dynamic environment. The study provides guidance for supply chain managers on how to successfully develop and deploy a SMO capability.

The purpose of this paper is to explore the specific role of supply chain capabilities (SCCs) in the implementation of particular green strategies and the extent to which this relationship is contingent upon firm size.

A survey-based approach was used to empirically test the study hypotheses. Data that were collected from 225 senior logistics/supply chain managers across the automotive OEM and supplier base (predominantly from China, North America and Europe) were analyzed using moderated regression analyses.

SCCs contribute to effective green strategy implementation and their magnitude varies significantly with respect to green design, green purchasing and green manufacturing. Firm size has positive moderating effects on supply chain flexibility in both green design and green purchasing, and on supplier appraisal capability in both green purchasing and green manufacturing. However, unexpectedly, firm size negatively moderates not only supply chain management (SCM) skills/knowledge in both green design and green purchasing but also IT/IS support in green manufacturing.

This paper adopted a cross-sectional survey design and was only conducted in the automotive industry which may affect the inferences of causality and generalizability beyond this sector.

Managers should consider whether the green strategies that they want to follow “fit” with their existing resources/capabilities and firm-level conditions, and accordingly develop and deploy appropriate SSCs for successful implementation.

The research contributes to the existing resource-based view literature by studying the capability–strategy link with its specific application to environmental management.

The purpose of this paper is to unite the fragmented discussion concerning organizational-level capability in terms of purchasing and supply chain management. The capability drivers are identified from the literature and then validated by purchasing professionals. The impacts of the identified capability drivers on supply management capability are empirically examined. To increase a firm’s supply management capability, it is essential to connect purchasing and supply chain management to the firm’s strategy, as well as to establish robust policies and procedures for the activities of supply function, and to promote supplier orientation and the value of supplier networks to the business.

Data and methodological triangulation are utilized in the form of focus group sessions and a large scale survey. A regression analysis of the data from 165 Finnish firms is performed to examine the influence of the drivers.

The drivers of supply management capability proposed in this study and ranked by the focus group were the strategic status of procurement, supplier orientation, and the formalization of organizational responsibilities and roles in the purchasing function. An examination of these components and their relation to capability by means of a regression analysis showed that they have positive effects and high explanatory power on supply management capability.

The paper summarizes capability studies in the field of purchasing and supply chain management from the last two decades and also fulfils the need for empirical studies concerning the concept of supply management capability. Moreover, it contributes to the theory development by confirming that supply management capability really is a strategic asset of a firm.

The purpose of this paper is to use the relative power and total interdependence concepts as an intervening theoretical lens to explain why and how sustainable supply management (SSM) initiatives by manufacturing firms differ across the Kraljic matrix according to purchasing capability.

Tested hypotheses by subjecting survey data from 338 manufacturers on buyer-supplier relationships in Europe and North America to regression analysis.

Shows three situations where relative power and total interdependence determine the effectiveness of purchasing capabilities. First, sustainability programs impact supplier compliance in all Kraljic categories but bottleneck items. Second, there are significant trade-offs between lower cost and higher social and environmental supplier compliance for noncritical components. Third, strategic alignment of sustainability objectives between corporate and supply function levels only leads to improved financial performance for strategic components.

Further research could take power and dependence into account to explain when and how purchasing capabilities focussed on sustainability can be achieved.

Shows how supply strategists could devise-tailored approaches for different purchasing categories with respect to power and dependence when pursuing economic, social and environmental objectives in combination – the triple bottom line – along their supply chains.

Illustrates and provides a theoretical explanation for why SSM is a purchasing capability that must vary across purchasing categories defined by different situations of power and dependence.

The purpose of this paper is to investigate whether responsible purchasing (relational commitment and supplier evaluation) and responsible supply (supplier firm information sharing and supplier performance) affect the two factors of supply chain responsiveness including process efficiency and customer knowledge management capability, which, in turn, affect other three factors of supply chain responsiveness, such as dyadic quality performance, innovation capability and buyer‒supplier relationship improvement.

This study used questionnaire survey and statistical analytical methods. Employing path analysis, this study tested hypothesized relationships using data collected from manufacturers.

The findings of this study support the theorized links. Responsible purchasing and supply enhance supply chain responsiveness, which is reflected through process efficiency, customer knowledge management capability, dyadic quality performance, innovation capability and buyer‒supplier relationship improvement.

Grounded in the goal interdependence theory, this study investigates the effects of responsible purchasing and supply on supply chain responsiveness in the context of Chinese manufacturers. This study offers managerial implications and theoretical contribution.

Because the role of supply management has become more strategic for firms, the importance of the existence of supply strategy has also increased. Therefore, the aim of this study is to discuss the existence of supply strategy in a firm and to analyze the determinants that may affect the process of building and development of supply strategy.

Based on previous literature, four hypotheses are established. To discover the effect of found antecedents on the existence of supply strategy, a logistic regression analysis is performed by using SPSS software.

Using empirical data collected from 100 Finnish firms, it is found that the capability of supply management is the main antecedent of the existence of supply strategy. The rate of internationality from overall purchases, the rate of total purchases from turnover and the centralization of supply management have a minor effect on supply strategy formation.

The limitation of this study is that the group sizes of dependent variable are not equal, which can bias the results. Furthermore, small sample size in statistical analysis may have effects on the generalization of the results.

The study emphasizes the influence of capability as a main determinant of building effective supply strategy.

This paper aims to examines the moderating effect of small vs large supply base size on the relationship between strategic sustainable purchasing (SSP) and organizational sustainability performance (OSP). SSP is conceptualized as a dynamic capability consisting of strategic purchasing and environmental purchasing. Environmental collaboration is conceptualized as a mediator between SSP and OSP. Extant research has not examined the effect of the size of the supply base on the relationship between SSP and OSP.

The hypothesized relationships are tested using a two-step multi-group analysis in partial least squares-structural equation modeling (PLS-SEM).

A small supply base size positively moderates the relationship between SSP and environmental collaboration, thus achieving OSP. In contrast, when the supply base is large, strategic purchasing is positively associated with environmental collaboration, while environmental purchasing is negatively related to environmental collaboration. A large supply base has a positive relationship to environmental collaboration and economic sustainability, while the relationship between environmental collaboration and environmental and social performance is not significant.

This research argues that despite the nuances in the moderating effects of small versus large supply base size, managers need to invest in both dynamic and relational capabilities to achieve organizational sustainability.

Scant research is available in supply chain management research that has examined the important effect of the supply base size on the relationship between SSP and OSP. This research aims to fill this gap. The study helps practitioners understand the effects of supply base sizes for their organizations, increase interrelationships among suppliers, reduce the level of differentiation among them, and, thereby, reduce costs and increase revenues.

Companies' ability to build sustainable supply chains and achieve strategic sustainability objectives largely depends on their supply network characteristics and the nature of the relationships with strategic suppliers. This poses the question of how purchasing departments can help to translate this sustainability commitment into performance benefits. The authors focus the attention on buyer-supplier information sharing practices and study how the availability of information interplays with the purchasing realized absorptive capacity (PRAC) to positively impact performance (operational, environmental and social).

The study collected data from 305 procurement executives in four European countries and tested the hypotheses empirically using structural equation modeling. Mediation analysis is used to test the effect of PRAC on the relationship between buyer-supplier information sharing and performance.

The results show that increasing buyer-supplier information sharing is sufficient to obtain a positive impact on operational performance. To improve purchasing sustainability performance, companies need to develop their PRAC to adequately transform and exploit external information and identify opportunities in the environmental and social areas. Thanks to these purchasing capabilities, organizations can overcome potential trade-offs between different performance dimensions.

In the context of collaborative buyer-supplier relationships, this study is one of the first to propose purchasing knowledge management capabilities (i.e. PRAC) as a key factor to improve multiple performance dimensions. Additionally, it captures different sustainability aspects, concluding that organizations can improve purchasing operational, environmental and social performances by implementing appropriate information sharing mechanisms with suppliers and developing their PRAC.

This study aims to investigate purchasing manager’s core competencies during supplier collaboration and explain the mechanism through which these competencies can affect purchasing firm’s innovative performance.

The authors conducted 22 semidirective interviews with managers in diverse functions such as purchasing, supply-chain management and product development across industries and across nations (mostly India and France), which allow to formulate the propositions.

Through open coding, the authors identify three path-dependent, causally ambiguous and socially complex core competencies of purchasing managers: relational and emotional, communicational and creative and cognitive competencies; and through axial coding, the authors explain how these intangible core competencies support implementation of market orientation. To provide supporting arguments for the propositions, the authors use the resource-based view of the firm and dynamic capability theory.

The first theoretical contribution of this study is focusing on the impact of competency–capability dyad in terms of performance. The second theoretical contribution of this study is to identify market orientation as a flexible and dynamic managerial capability.

The first managerial contribution is that the authors have identified and described three sets of a purchasing manager’s core competencies during supplier collaboration that affect the firm’s performance: relational and emotional, communicational and creative and cognitive competencies. The second managerial contribution relates to the mechanism through which purchasing managers’ core competencies during supplier collaboration affect firms’ outcomes.

The value of the results is in the explanation of the mechanism, i.e. market orientation dynamic capability, through which the competencies of purchasing managers can affect purchasing firm’s innovative performance.