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This study aims to identify supply chain (SC) management practices applied to purchasing capable of improving the resilience of the health-care SC and mitigating the effects of material and service disruption during pandemics.

The approach adopted is qualitative and is based on a systematic literature review from the ScienceDirect, Emerald, Wiley and Web of Science databases. After selecting 705 documents, filters are applied, and 52 articles present problems faced by purchasing the health-care SC during the coronavirus disease 2019 (COVID-19) pandemic.

This article suggests five propositions of resilient practices that can increase purchasing resilience in the face of pandemics such as COVID-19. The proposed practices are collaboration, flexibility, visibility, agility and information sharing, which suggest a sequence for the adoption of management practices based on the number of occurrences and importance found in the analysed studies.

This study does not find robust empirical evidence that could categorically state that the results can be replicated in organisations in general. Thus, as a continuation of research, more studies should use an empirical methodology and case analysis to organise different branches. As the human factor was decisive for the results observed in the literature, future research should dedicate part of the studies to the psychological area of professionals. Actions to combat the pandemic were implemented, impacting positively and negatively on the results obtained. Future research on combat actions could indicate which ones should be avoided.

As a result, disruptions are expected to be reduced, and consequently, the resilience of the SC will increase. Accordingly, purchasing processes and procedures can be redefined to positively influence the resilience of the health-care SC. Resilience is related to maintaining the flow of supply, as well as systems and actions aimed at mitigating the effects of disruptions in the hospital’s core business.

Health systems need to respond to society’s needs even in the face of global crises, such as the one faced during the COVID-19 pandemic. The overload in hospitals and the exponential demand for specific medicines and services in the fight against the crisis caused by the COVID-19 pandemic require enormous coordination in procurement by the purchasing sector. This planning aims to ensure that the care provided by health services maintains the flow of value that serves hospitalised patients.

This study introduces a new approach to the recurrent problem of disruption of the health-care SC during a pandemic using a combination of five important management practices. This proves useful for mitigating disruptions and their effects on the health-care SC.

The authors empirically examine purchasing strategy typologies based on strategic intent (i.e. competitive priorities) and practices used to achieve these priorities. The authors further investigate the implementation conditions of such strategies based on perceived uncertainty and strategic purchasing.

The authors utilize case study data from 11 international service and manufacturing firms with global supply chains. Each company was profiled based on the level of perceived environmental uncertainty, the characteristics of strategic purchasing, the use of relevant purchasing practices and its ability to create value through purchasing.

The study findings show that four purchasing strategy types exist: Purchasing Rationalization, Supply Base Optimization, Purchasing as a Service and World-Class Supply Base Management. Lower levels of perceived environmental uncertainty favor the adoption of rationalization strategies (i.e. Purchasing Rationalization and Supply Base Optimization), while increased uncertainty leads companies to switch to relationship-focused strategies (i.e. Purchasing as a Service and World-Class Supply Base Management). Further, that specific components of strategic purchasing (i.e. strategic planning, maturity, status and report level) enable the successful implementation of different strategy types.

This research contributes to the existing literature by outlining the different types of purchasing strategies and the external and internal factors that need to be considered to achieve strategic alignment and value creation in purchasing, and by classifying purchasing strategy types at the functional level based on empirical evidence.

The aim of this study is to investigate and examine the impact of strategic purchasing practices (SPP) on strategic-fit (SF) by analyzing the influence of SPP on purchasing involvement in business strategy formulation with path-goal theory leadership styles as moderators.

Using survey data from 320 respondents representing 64 manufacturing firms in the Middle East, the authors measure SPP, purchasing involvement, leadership styles and SF of the purchasing function with business strategy.

Building on the path-goal approach to leadership, results suggest that participative, supportive and achievement-oriented leadership (AOL) styles are pure moderators, while directive leadership style (DLS) is a quasi-moderator in boosting the relationship between SPP and strategic purchasing involvement (SPI).

Limitations of the sampling methodology and sample size restricts the scope for generalizing the hypotheses. Further, data were collected only from manufacturing companies. The paper provides managerial implications on purchasing involvement in business strategy formulation and the different roles of leadership styles.

This is the first scholarly work to examine the different leadership styles as a moderator that affects the strategic involvement and status of strategic purchasing.

This study examines green absorptive capacity as an important intervening variable that elucidates the relationship between green supply chain management (GSCM) practices (specifically, green purchasing, customer cooperation and investment recovery) and firm performance.

Drawing from the theoretical underpinnings of the natural-resource-based view theory and information processing theory, a research model is developed and tested using data obtained from 368 manufacturing firms in Ghana. Data analysis was conducted using structural equation modeling.

The results indicate that green purchasing, customer cooperation and investment recovery have a direct positive and significant effect on firm performance. Additionally, green purchasing and customer cooperation have a positive and significant effect on green absorptive capacity but investment recovery does not. Further, the results show that the paths from green purchasing and customer cooperation to firm performance are positively mediated by green absorptive capacity.

The study reveals to supply chain managers that green absorptive capacity is an important conduit through which firms can achieve enhanced firm performance from GSCM initiatives.

This study makes a contribution by integrating the absorptive capacity literature and green management literature and establishes green absorptive capacity as a mechanism through which GSCM practices enhance firm performance.

Due to the environmental concerns in our society, governments are moving towards green purchasing. However, public sector organizations have substantial internal problems. By using a theory of natural resource-based view, this study aimed to analyse the influence of leadership styles and innovation capabilities on green purchasing in the public sector organizations of a developing economy.

Data was collected from 199 purchasing professionals of public sector organizations, and hypotheses were tested through a quantitative method using partial least square-structural equation modelling with the help of SmartPLS version 4 to validate the measurement model.

This study identified that transformational leadership and delegation style of leadership have a significant and positive effect on innovation capability and green purchasing. Similarly, innovation capability mediates the relationship between leadership styles and green purchasing. However, transformational leadership found a more substantial effect on innovation capability and green purchasing than the delegation leadership style.

Results provide insight into the role of leadership styles in green purchasing and innovation capabilities in public sector organizations. Thus, addressing the important issues of how leadership styles and innovative capabilities (IC) can improve green culture, specifically green purchasing, to enhance ecological sustainability.

Results provide insight into the role of leadership styles in green purchasing and innovation capabilities in public sector organizations. Thus, it addresses how leadership styles and IC can improve green culture, specifically green purchasing, to enhance ecological sustainability.

The research objective was to check the impact of industry 4 (I4) technologies on environmental sustainability (ENS) with the mediating role of green supply chain management (GSCM) of textile companies in Saudi Arabia.

Data was collected from those respondents who were linked with management and also have knowledge of I4 technologies. The researchers distributed 500 questionnaires among respondents for data collection, 350 questionnaires were received, and used for analysis. The researchers employed the quantitative research approach and cross-sectional research design.

The results indicate that I4 has a positive effect on ENS and GSCM practices except for green purchasing where I4 has an insignificant impact on green purchasing. On the other hand, GSCM practices also significantly mediate between I4 and ENS except for green purchasing which has an insignificant mediating effect.

This study has a great theoretical contribution to literature as it provides strategic insight to managers as well as policymakers. From the perspective of resource-based view, this study is supportive to use I4 technology practices in GSCM. Furthermore, the current research suggests managers to implement I4 technologies and adopt the GSCM practices. These practices should be part of environmental strategies. The implementation of these practices will assist in building a strong reputation and satisfaction of customers and to fulfill the requisites of stakeholders.

The research was conducted with the extended framework of the mediating effect of GSCM between I4 and ENS of Saudi Arabia textile companies which are considered to be a pioneer study in the extant literature.

Organizations increasingly manage innovation projects jointly with suppliers to use external resources to fill internal competencies. However, little is known about the practices of how companies configure internal and external resources to enhance competitiveness. Drawing on resource orchestration theory, this study aims to propose a novel approach to explain organizational performance using purchasing orchestration (PO) as an antecedent. The paper then tests an empirical model to assess the impact of PO practices on innovation and financial performance.

Cross-sectional survey data from 247 supply chain managers are used to test hypotheses relating PO to performance. SPSS PROCESS is applied to test conditional direct and indirect effects.

The positive impact of PO practices on innovation and financial performance is confirmed. Results indicate an organization’s entrepreneurial orientation (EO) can strengthen the positive relationship between PO and financial performance. Structuring, bundling and leveraging external resources are introduced as new organizational capabilities.

This research is based on cross-sectional data, and unidimensional constructs are used.

This research guides managers on the innovation process in light of the growing importance of external resources. The manuscript highlights the role of strategic purchasing in establishing new resource capabilities as a competitive advantage.

This research provides new insights into the relationship between purchasing practices and organizational performance and helps better understand the implications of orchestrating supply chain resources. A novel construct, PO, is introduced as a theoretical basis for studying supply chain-enabled innovation.

This paper examines the role of purchasing in facilitating early supplier involvement in new product development (NPD) in contexts of technological uncertainty (TU). Taking a purchasing perspective, it develops a moderate model to explain the effects of supplier involvement on NPD performance and whether and how knowledge orchestration capability (KOC) and TU affect these relationships. Additionally, KOC drivers are defined.

A total of 317 usable questionnaires from Chinese high-technology firms were collected. Moderated multiple regression (MMR) was used to test all hypotheses. Resource orchestration theory (ROT) was the adopted theoretical lens.

Two forms of supplier involvement (as knowledge source and co-creator) were found to distinctly affect NPD performance and have potential substitutive relationships. Purchasing KOC positively moderates the relationships between forms of supplier involvement on NPD performance. TU strengthens the moderating role of purchasing KOC. Furthermore, purchasing status and supply complexity are important antecedents for purchasing KOC.

These findings serve as a blueprint for involving purchasing in technologically uncertain NPD projects and improve supplier NPD integration. Additionally, management should recognize the purchasing function's role and empower it to identify ideas, knowledge and solutions within supply networks.

This research contributes to the ROT by examining the role of purchasing KOC on supplier involvement in NPD performance, especially under TU. Moreover, it demonstrates significant and positive relations between purchasing department status and external supply complexity on its KOC.

This paper aims to identify purchasing-related costs through the prism of transaction costs and costs of purchasing management activity.

The authors conducted a survey among 150 medium and large manufacturing companies in the chemical, automotive and electromechanical industries operating in Central and Eastern European countries. The collected data were analyzed using confirmatory factor analysis.

The studied companies carry out an integrated purchasing-related cost system. The authors found a statistical significance of the covariances between the pretransaction, transaction and post-transaction costs. In addition, costs that are of particular importance in long-term purchasing transactions were identified. Moreover, the authors identified the costs of quality and support actions as the most significant.

This research details the discussion of costs with consideration for the insights of managers of medium-sized and large companies.

The paper contributes to the knowledge of purchasing-related costs through the lens of the total cost of ownership that influences the purchasing management and the decisions within the buyer-supplier relationship.

Based on the resource orchestration perspective, this study aims to explore whether and how strategic supply management (SSM) affects firms’ operational performance (OP) and innovation performance (IP).

Survey data comprising 404 valid responses are collected from traditional manufacturing firms in China. Confirmatory factor analysis confirms the reliability and validity of the measures. Structural equation modeling and bootstrapping are used to test all hypotheses.

SSM improves firms’ OP and IP. Furthermore, supply base resource mobilization (SBRM) and supply market resource mobilization (SMRM) have partial mediating effects on the relationships. SBRM has a greater effect on OP, while SMRM has a greater effect on IP. In addition, these two types of resource mobilization form different mediating paths between SSM and firm performance, and environmental uncertainty positively moderates this relationship.

With the development of national innovation strategies such as the “Made in China 2025” plan, the Chinese manufacturing industry aims to move from low-cost manufacturing to innovative and high-quality manufacturing. The study’s findings further emphasize the role of purchasing and supply management in external resource management. In addition to demonstrating the differential effects of heterogeneous resource mobilization on OP and IP, different mediation pathways through external resources mobilization are identified in the relationship between SSM and firm performance.