Supply Chain Management and Purchasing


Supply Chain Management and Purchasing is a research track on organizational abilities to interact and to effectively combine the capabilities of customers, suppliers, development partners, and other network actors in managing global business relationships. The business networks operating at the global scale have to develop their marketing and purchasing capabilities compatible to the SCM excellence to meet future challenges and a need of change.

We would like to invite the researchers and practitioners within the fields of supply chain management and purchasing to share their knowledge on theory and practices and discuss challenges and necessary capabilities for building and managing relationships in global business networks.

We welcome all kinds of papers, whether theoretical, methodological or empirical as far as they create an original contribution to SCM and purchasing research. Topics of interest include, but are not limited to:

  1. The Role of Purchasing in Supply Chain Management
    • The performance of any firm is largely determined by the effectiveness and efficiency of its purchasing activities and the operations of its suppliers. Consequently, purchasing and supply managers are assuming more strategic roles in their organizations. For example, the increasing specialization and outsourcing are reasons to have a closer look at the purchasing processes and the suppliers’ resources and capabilities.

  2. The Role of Intermediaries in SCM
    • The growing service sector and the purchase of various services are given increasing interest among both academics and practitioners. However, relatively little research has been conducted in order to create a comprehensive framework for understanding and managing service supply chains. Suppliers can be significant contributors for technical development and innovation for the buying firm. The great variety of diverse services an organization needs to run its operations requires, not only good knowledge of the potential suppliers, but also the of the ability to define the services. Also monitoring supplier performance and end user satisfaction of outsourced services is a great challenge for managers.

  3. Purchasing in Public Organizations/Public Procurement
    • The dilemma for public sector procurement is the greater demand on cost reductions and at the same time taxpayers wanting more for less. The management of relationships with key suppliers can be of critical importance for public organizations. There is also the need to recognize the importance of the socio-economic strand of public procurement. However, the principles for tendering processes and supplier selection are regulated by law. Specifically SMEs lack resources on legal expertise and administration.

  4. Interaction through Partnership in SMC and Purchasing
    • e.g. public-private partnership in SCM and purchasing for healthcare (health and wellbeing services)

    • Pre-commercialization partnership in research and innovation

  5. The Role of Marketing within Demand Chain Management
    • Demand Chain Management will offer the companies new tools and models to develop their businesses in the global scale without missing the link to the end-customers. Jüttner, Christopher and Baker (2007) introduced Demand Chain Management as an approach that combines the strengths of marketing and SCM to build and manage global business networks. In developing competitive DCM the focus of marketing and SCM has to be changed to the customer and customer-centered supply chains. Jüttner et al 2007 defines as three aspects of DCM: 1) managing integration between demand and supply processes, 2) managing the structure between the integrated processes and customer segments, 3 and managing the working relationships between the marketing and supply chain management.

      So far, DCM has been researched on SCM and operations points of view without any marketing contributions closing this gap in research. Additionally, research on DCM from marketing perspective will also be fruitful for future research in marketing.


Persson, G. & Håkansson, H. (2009). Organizing for interaction, “The missing link in supply chain management,” The 2009 IMP Conference, Marseille, France.

Baltacioglu, T., Ada, E., Kaplan, M.D., Yurt, O., Kaplan, Y.C. (2007). A New Framework for Service Supply Chains. The Service Industries Journal 27 (2), 105-124.

Ellram, L.M., Tate, W.L. and Billington, C. (2007). Services supply management: The next frontier for improved organizational performance. California Management Review 4 (4), 55-66.

Erridge, A. and McIlroy, J. (2002). Public Procurement and Supply Management Strategies. Public Policy and Administration 17 (1), 52-71.

Bitran, G.R., Gurumurthi, S. and Sam, S.L. (2007). The Need for Third-Party Coordination in Supply Chain Governance. MITSloan Management Review 48 (3), 30-38.

Gadde, L-E, Håkansson, H. and Persson, G. (2010). Supply Network Strategies. Second Edition. John Wiley & Sons Ltd.

Jüttner, U., Christopher, M. and Baker, S. (2007). Demand chain management-integrating marketing and supply chain management. Industrial Marketing Management, 36, 377-392.

Karjalainen, K. and Kemppainen, K. (2008). The involvement of small- and medium-sized enterprises in public procurement: Impact of resource perceptions, electronic systems and enterprise size. Journal of Purchasing & Supply Management 14 (4), 230-240.