Practitioners\u27 learning about healthcare supply chain management in the COVID-19 pandemic: a public procurement perspective

Purpose The procurement and supply of crucial healthcare products in the early stages of the COVID-19 emergency were chaotic. To prepare for future crises, we must be able to describe what went wrong, and why, and map out ways to build agility and resilience. How can this be done effectively, given the highly complex and diverse network of actors across governments, care providers and supply chains, and the extreme uncertainty and dynamism in the procurement system and supplier markets? The purpose of this study was to capture learning from practitioners in real time in a way that could frame and inform capacity building across healthcare systems with varying procurement and supply management maturity. Design/methodology/approach This exploratory study involved interviews with 58 senior public procurement practitioners in central and regional governments, NGOs and leaders of professional organizations from 23 countries, very early in the COVID crisis. Following the first, inductive phase of analysis leading to five descriptive dimensions, the awareness-motivation-capability (A-M-C) framework was applied in a further round of coding, to understand immediate challenges faced by procurement practitioners, how the complex, multi-level procurement system that shaped their motivations to respond and critical capabilities required to face these challenges. Findings Developments across 23 countries and practitioners\u27 learning about procurement and supply in the pandemic crisis can be captured in five overarching themes: governance and organization, knowledge and skills, information systems, regulation and supply base issues. Together these themes cover the strengths and gaps in procurement and supply capability encountered by procurement leaders and front-line personnel. They highlight the various facets of structure, resource and process which constitute organizational capability. However, to account better for the highly dynamic situation characterized by both unprecedented rivalry and cooperation, analysts must also pay attention to actors\u27 emerging awareness of the situation and their rapidly changing motivations. Originality/value The application of the A-M-C framework is unique in the healthcare supply chain and disaster management literature. It enables a comprehensive overview of healthcare procurement from a system perspective. This study shows how increasing system preparedness for future emergencies depends both on developing critical capabilities and understanding how awareness and motivation influence the effective deployment of those capabilities

How Can Procurement Create (Sustainable) Public Value Under the Bipartisan Infrastructure Deal?

The economic response of the US government to the COVID-19 pandemic envisions massive investment in infrastructure construction. Yet, governments contract out public works and might lack the capacity to meet the increased demand for new construction. Drawing on a mix of survey and interview data, we identify critical deficiencies in contract capacity that might lead to a loss of public resources and further erode trust in the government. We propose a plan for restructuring public procurement systems and offer solutions around four foci: collaboration, training, flexibility, and sustainability. This transformation path would enhance government contract capacity and use markets to signal a demand for sustainable infrastructure and create public value in line with the strategic objectives of the Bipartisan Infrastructure Deal

Future business and the role of purchasing and supply management:Opportunities for ‘business-not-as-usual’ PSM research

The raison d'être for this article is simple: traditional ways of researching, theorizing, and practicing purchasing and supply management (PSM) are no longer sufficient to ‘meet the moment’. Scholars need to advance a “business-not-as-usual” footing approach to their work, if they are to make a meaningful contribution to addressing the current and future emergencies, as highlighted by recent extreme weather and the COVID-19 pandemic. Yet, what can this, or should this, mean for a field rooted in traditional business thinking? This article builds on the Journal of Purchasing and Supply Management's (JPSM) 25th Anniversary Special Issue editorial (2019); members of the JPSM's editorial team advance their unique perspectives on what “business-not-as-usual” means for PSM. Specifically, we advocate both thinking much more widely, in scope and ambition, than we currently do, and simultaneously building our ability to comprehend supply chains in a more nuanced and granular way. We explore whether the bias toward positivist work has omitted potentially interesting findings, and viewpoints. This leads to a call to re-think how we approach our work: should the key criteria always be to focus on theory development or testing? Should academics “think bigger”? Turning to specific research themes, illustrations of how our current thinking can be challenged or broadened by addressing the circular economy, and role of purchasing and innovation. Specifically, the focus on the PSM function as an intrapreneur within the larger organization, and the role of innovation and technology in PSM work. Taken together, we hope the ideas and arguments presented here will inform and inspire ambitious and novel approaches to PSM research with significant and enduring impact on the transformation of business

The impact of Covid‐19 on innovation policies promoting Open Innovation

Since the eruption of the Covid-19 pandemic, in response to the global health emergency, governments have focused on designing policies aimed at the development of more innova- tive products and services. Effective collaboration, communication, and Open Innovation (OI) between government organizations, education and research institutions, and the mar- ketplace have been fundamental to the success of each country’s response during the crisis period. Using a comprehensive data set from OECD on innovation policies implemented by governments before and during the Covid-19 crisis, this paper analyses the extent to which these innovation policies promote OI and how these policy decisions evolve to support an effective response to the pandemic. Through a cluster analysis, we identify four possible government innovation policy strategies (centralizers; conservative OI promoters; collabo- rative supporters; open collaborators) and analyze how these strategies evolve before and during Covid-19. Our findings confirm that even though there is an increased use of innova- tion policies promoting OI during the crisis, there is little evidence of consistency between the policy strategy used pre-Covid and during the crisis for each country. However, there is an increased use of four types of innovation policy instruments, i.e., those entailing for- mal consultation with stakeholders and experts; fellowships and postgraduate loans and scholarships; networking and collaborative platforms; and dedicated support to research infrastructures. Although the paper limits the scope of the analysis to the early government reactions in selected OECD countries, it captures an important moment in time (i.e., reac- tion to a severe shock), which opens avenues for future studies

Agility, adaptability, and alignment: new capabilities for PSM in a post-pandemic world

Purchasing and Supply Management (PSM) was overwhelmed by a perfect storm during the Covid-19 emergency, in both the public and private sectors. Many organizations were caught unprepared, and it became evident that they did not have the capabilities needed to quickly react and respond to changes caused by the pandemic. This poses the questions of where and how PSM systems should evolve to better contribute to organizational responsiveness to crisis events in the future. In this Editorial, which introduces the PSM learning from the pandemic: transforming for better crisis management Notes and Debates special issue, the six contributions included in this issue are discussed. We relate the evidence included in the contribution to three critical capabilities of supply chains in the post-Covid-19 business environment - agility, adaptability, and alignment - and, in this editorial, we discuss how they can be conceptualized from a PSM perspective. From a theoretical perspective, we provide a starting point for future studies that want to focus on how these capabilities can be deployed in PSM, and how they impact the supply network design. From a managerial perspective, these definitions provide preliminary points of discussion on what organizations can do to enhance these capabilities in the future

Dynamic capabilities in the “new normal”: a study of organizational flexibility, integration and agility in the Peruvian coffee supply chain

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado.Purpose: Considering the unprecedented supply chain disruptions due to the COVID-19 pandemic, especially in the agri-food sector, the possession of dynamic capabilities (DCs) – particularly, the need for higher agility – seems to be the key to survival in highly uncertain environments. This study aims to use the dynamic capability view (DCV) theory to analyze how three key supply chain capabilities – organizational flexibility, integration and agility – should be combined to obtain the desired supply chain performance. Design/methodology/approach: The authors designed a conceptual model in which the relationships between these three key capabilities and supply chain performance were hypothesized. The model was first tested through partial least square regression using survey data collected from 98 members of the Peruvian coffee supply chain. A fuzzy-set qualitative comparative analysis (fsQCA) was conducted to uncover how DCs could be combined in successful supply chain configurations. Findings: The authors show that organizational flexibility is a driver of higher agility in agri-food supply chains, together with external and internal supply chain integration, that have a direct impact on agility, which positively affects supply chain performance. Higher levels of supply chain agility are necessary but insufficient to guarantee high performance, as sufficiency is reached when both integration (internal and/or external) and agility are present. Originality/value: This study represents a pioneering attempt to apply the DCV theory to agri-food supply chains – characterized by many sources of uncertainty. All the DCs are included within the same model and the joint use of PLS regression and fsQCA provides evidence about the relationships between DCs and how they can empower agri-food supply to obtain the desired performance

The role of absorptive capacity and big data analytics in strategic purchasing and supply chain management decisions

Big data analytics (BDA) is widely used in sales, marketing, distribution, and finance; however, its imple- mentation in supply chain management, specifically in purchasing and supply management (PSM), has been slow and uneven. This study investigates the impact of BDA on strategic PSM decisions and how it interacts with a company’s absorptive capacity. We conducted a survey of 222 purchasing and supply chain managers in in- ternational companies across various industries. Using structural equation modeling, we found that the explo- ration, assimilation, and transformation capabilities of purchasing departments are crucial in facilitating the use of BDA for strategic decision-making in PSM. Companies that excel in BDA in the PSM space are better equipped to capitalize on new and existing knowledge sources, which improves their performance. However, only busi- nesses with the right resources can fully leverage BDA for high-level strategic decision-making; when BDA is applied to operational PSM activities, the desired effects may not be achieved

Dynamic capabilities in the new normal: a study of organizational flexibility, integration and agility in the Peruvian coffee supply chain

Purpose Considering the unprecedented supply chain disruptions due to the COVID-19 pandemic, especially in the agri-food sector, the possession of dynamic capabilities (DCs) - particularly, the need for higher agility - seems to be the key to survival in highly uncertain environments. This study aims to use the dynamic capability view (DCV) theory to analyze how three key supply chain capabilities - organizational flexibility, integration and agility - should be combined to obtain the desired supply chain performance. Design/methodology/approach The authors designed a conceptual model in which the relationships between these three key capabilities and supply chain performance were hypothesized. The model was first tested through partial least square regression using survey data collected from 98 members of the Peruvian coffee supply chain. A fuzzy-set qualitative comparative analysis (fsQCA) was conducted to uncover how DCs could be combined in successful supply chain configurations. Findings The authors show that organizational flexibility is a driver of higher agility in agri-food supply chains, together with external and internal supply chain integration, that have a direct impact on agility, which positively affects supply chain performance. Higher levels of supply chain agility are necessary but insufficient to guarantee high performance, as sufficiency is reached when both integration (internal and/or external) and agility are present. Originality/value This study represents a pioneering attempt to apply the DCV theory to agri-food supply chains - characterized by many sources of uncertainty. All the DCs are included within the same model and the joint use of PLS regression and fsQCA provides evidence about the relationships between DCs and how they can empower agri-food supply to obtain the desired performance

Increasing the effectiveness of procurement decisions: The value of big data in the procurement process

Big data are a commonly discussed topic, and their value in marketing and sales has been thoroughly investigated. Although some authors have also discussed their relevance to purchasing and supply management, the literature on this topic remains scant. This paper aims to investigate the role of big data in supporting the procurement process and the implementation of procurement practices. The main benefits of such procurement practices for companies are highlighted. By presenting the results of a focus group of procurement professionals and experts and discussing four exploratory case studies (supported by secondary data analysis), the paper addresses 1) how (and in which format) big data affects different activities in the procurement process and 2) which benefits procurement professionals can expect from adopting big data

Business models in the search for efficiency: the case of public financial intermediaries

This paper presents an optimal business model configuration for public financial intermediaries (PFIs). Using nonparametric techniques on Italian public financial corporations, the most efficient business models combined asset diversification and income specialization. These business models were unaffected by external financial turmoil, due to weak connections between PFIs and the traditional financial circuit; and publicâ\u80\u93private ownership is more efficient than purely public ownership, regardless of the business model adopted