Purchasing And Supply Chain Management Van Weele Pdf

Purchasing And Supply Chain Management Van Weele Pdf

Purchasing And Supply Chain Management Van Weele Pdf - https://shoxet.com/2tasAe

Now, it is a question of how SPSM can be successfully implemented when looking from the individual contributor perspective, and how SPSM can support the achievement of sustainability performance in companies. The research question therefore is: Which individual competences do purchasing professionals need to successfully manage sustainability aspects in their daily job tasks? More specifically, the study aims to answer the following questions:

How do individual competences influence the sustainability implementation process of purchasing departments?

How can individual competences be framed and integrated into the SPSM implementation process of purchasing departments?

What are the most common individual competences across the four competence clusters of purchasing professionals?

What competences are required by purchasing professionals in order to successfully implement SPSM in their department?

What factors explain a lack of SPSM implementation?

The data were analyzed by using the statistical package IBM SPSS Statistics 25.0 and the Excel package XLSTAT. The following questions were addressed in the survey:

How much time do purchasing professionals spend on SPSM implementation?

How often do SPSM activities take place?

To what extent do individual competences play a role in the SPSM implementation process?

To what extent is the SPSM implementation process supported by management?

To what extent is the SPSM implementation process supported by the organization?

Data has been collected from a survey of three hundred and forty purchasing professionals working in companies in the Netherlands. The survey was conducted in October and November 2019. This methodology is compliant with the latest European Commission guidelines on secondary data analysis (EC 2019).

The performance of Sustainability Governance (SG) in the supply chain is acknowledged to be mainly driven by the top management. This, in turn, is determined by a number of factors, e.g. the way top management uses Sustainability Governance to respond to market and regulatory requirements, or the way it enforces sustainability compliance and ensures compliance of suppliers (Pagell and Shevchenko 2014). There is extensive literature on the impact of board memberships and the contribution of top management to sustainability performance in the supply chain (Babiuk et al. 2014; Wiersema and Janssen 2014; Xue et al. 2016). These findings are confirmed by a recent empirical study (Fraser et al. 2020a, b). For example, Fraser et al. (2020a) found that a majority of top managers in food companies were concerned about their company's sustainability performance. Furthermore, top managers reported that they played a dominant role in integrating sustainability into decisions (Fraser et al. 2020a). 827ec27edc