TY - CHAP A1 - Delke, Vincent A1 - Buchholz, Wolfgang A1 - Schiele, Holger T1 - Specifying roles in purchasing and supply management in the era of Industry 4.0: A Delphi study T2 - 28th EurOMA conference: Managing the “new normal”: The future of Operations and Supply Chain Management in unprecedented times N2 - New technologies and systems within the field of purchasing and supply management (PSM) call forth responsibilities and require expertise. Moving towards Industry 4.0 in purchasing, increasing attention on specialization within talent and skills, where human capital is needed to exploit the full potential of technologies. Based on an internet-based real-time Delhi study with 47 experts within the PSM field, six future purchasing roles have been defined and elaborated. These future roles connect to the maturing and emerging technologies within the purchasing field and provide a guideline to further develop towards Industry 4.0 in purchasing based on a human-centered evolutionary approach. Y1 - 2021 ER - TY - CHAP A1 - Delke, Vincent A1 - Karttunen, Elina A1 - Kelly, Stephen A1 - Stek, Klaas A1 - Tkáč, Michal T1 - Exploring Industry 4.0 Professional Roles and Skills within Purchasing and Supply Management T2 - 30th Annual IPSERA Conference 2021: Purchasing Innovation and Crisis Management N2 - Professional roles, including specific skills for each role, are a step towards higher professionalism and maturity within purchasing and supply management (PSM). The global development towards increasing digitalization, Industry 4.0, globalization, and increasing attention for corporate social responsibility force change within the purchasing organizations. Here, PSM's professional roles and skills are a good starting point to manage these changes by redefining professional roles organized by specific skills and responsibilities. For this reason, based on a systematic literature review and three World Cafés with 29 purchasing professionals, this study compiles a list of Industry 4.0 professional roles and skills in PSM. Y1 - 2021 ER - TY - CHAP A1 - Delke, Vincent A1 - Schiele, Holger A1 - Buchholz, Wolfgang T1 - Mind the Gap: Identifying Skill Gaps in Purchasing and Supply Management T2 - Proceedings 29th IPSERA conference N2 - Nowadays, the human-centric discipline of purchasing and supply management (PSM) is of strategic importance for firms’ success. Within the discipline, scholars address PSM professionals’ skills and provide practitioners with academic insights. Due to changes in the industry environment, changes in the working environment and the task of purchasing professionals are assumed. This paper aims to contribute to the PSM professional skills literature by defining current PSM professionals’ skill gaps as the difference between the acquired skill level and perceived skill importance. Findings show that current PSM professionals feel to be underqualified to abstract the full potential of professional relationships, as buyer-supplier relationships, due to current PSM professionals’ skill gaps. Y1 - 2020 ER - TY - CHAP A1 - Delke, Vincent A1 - Schiele, Holger A1 - Buchholz, Wolfgang T1 - Identifying Future Skills Requirements: Differentiating between Direct and Indirect Material Purchasers T2 - Proceedings 29th IPSERA conference N2 - The global development towards the Fourth Industrial Revolution, the so-called Industry 4.0, is steaming forwards. Where cyber-physical systems connect the physical and digital world, allowing for demand identification, without the need for direct human intervention. Further, Artificial Intelligence supports various parts of operative and strategic purchasing. The new purchasing environment forces purchasing professionals to develop new skills. Research is needed to identify appropriate skill sets. Based on a World-Café method with 82 purchasing professionals, a list of 32 essential future skills in purchasing is composed. Further, the identified skills are ranked and assigned to the roles of the direct and indirect material purchasers. Y1 - 2020 ER - TY - CHAP A1 - Delke, Vincent A1 - Schiele, Holger A1 - Buchholz, Wolfgang A1 - Stek, Klaas T1 - Defining Industry 4.0 skills in purchasing and supply management T2 - 28th EurOMA conference: Managing the “new normal”: The future of Operations and Supply Chain Management in unprecedented times N2 - To increase maturity within purchasing and supply management (PSM), future purchasing skills are needed based on the technological development towards Industry 4.0. Past research, eg, the work of Bals, Schulze, Kelly, and Stek (2019), started to address this issue based on literature review and interview studies. However, a detailed description of these skills is missing. Utilizing a real-time Delhi study with 45 experts within the PSM field, nine future purchasing skills have been elaborated. Identified skills connect to the maturing and emerging technologies within purchasing and provide a guideline towards Industry 4.0 in purchasing based on a human-centric perspective. Y1 - 2021 ER - TY - CHAP A1 - Feldmann, Carsten A1 - Delke, Vincent A1 - Wasserman, Michael E. T1 - Strategically Aligning Additive Manufacturing Supply Chains for Sustainability and Effectiveness T2 - International Federation of Automatic Control (IFAC): Intelligent Manufacturing Systems (IMS 2019) Proceedings N2 - This paper builds on a previously developed framework that integrated additive manufacturing, life-cycle analysis, and value creation (Feldmann & Kirsch, 2019) by exploring conditions related to the life-cycle approach that would require alignment among suppliers, additive manufacturing firms, and customers. This extension creates a bridge to aid implementation of taking a sustainability approach to additive manufacturing. In order to develop this extension, we distinguish between direct/indirect customers and internal/external customers and then create a matrix of incentives and cognitive frames that we believe will help companies interested in large-scale AM improve both the speed and the effectiveness of AM adoption. We provide an organizing framework that managers can use to create a supply chain that is aligned around closed-loop principles that will help speed adoption and move closer to sustainable goals that exist for AM technologies. These include reduced raw material use, reduced scrap and material overage, and reduced rework, and lower transportation costs. The goal is to attain often-conflicting goals of lower long-term costs and decreased environmental footprint. Using our extension, we believe we can provide a useful framework to help managers implementing advanced manufacturing technologies to achieve lower costs and greater environmental sustainability by creating a common supply chain framework around customized, on-demand products. KW - supply chain KW - additive manufacturing Y1 - 2019 SN - 2405-8963 SP - 260 EP - 264 CY - Oshawa, Ontario, Canada ER - TY - CHAP A1 - Kelly, Stephen A1 - Vangorp, Peter A1 - Meyer, Dennis A1 - Delke, Vincent T1 - A framework for implementing gamification in Purchasing and Supply Management education T2 - 30th Annual IPSERA Conference 2021: Purchasing Innovation and Crisis Management N2 - This paper uses the findings from a literature review and series of expert interviews to develop a richer and Purchasing and Supply Management (PSM) context-specific perspective of the different key techniques, tools and principles that can be used to develop gamified learning to enhance the skills required by PSM professionals in dealing with current and future challenges, such as the transformation to Industry 4.0. It also provides further details of the different stages of implementing gamified learning, which can enhance the success of any such provision. Y1 - 2021 ER - TY - CHAP A1 - Kelly, Stephen A1 - Vangorp, Peter A1 - Stek, Klaas A1 - Delke, Vincent T1 - Opportunities for Gamified Learning in Purchasing and Supply Management Education T2 - Proceedings 14th ECGBL N2 - Gamification has been used in a wide variety of subject-specific education contexts. Examples of such usage in the Supply Chain Management (SCM) context include the oft-played beer distribution game, developed by MIT Sloan School of Management (Forrester, 1961), which simulates the coordination of typical problems in supply chain processes, promoting information sharing and collaboration throughout a supply chain (Sterman, 1984). Purchasing and Supply Management (PSM), a subset of this wider SCM area, focuses on the direct relationships between organisational buyers and suppliers, covering aspects such as establishing trust, identifying and selecting suitable suppliers, managing supplier performance and the overall relationship. A systematic review of the PSM gamified learning literature establishes that there has been limited research to date and that which there is tends to focus on quantitative representations of managing overall supply and demand, using wider SCM elements. This suggests that there are opportunities to gamify PSM learning, in particular focusing on the human element in PSM and developing soft skills, as strong buyer-supplier relationships can generate significant benefits to both parties. To provide a more focused PSM contribution, a second systematic literature review distils the relevant principles, techniques and processes to inform the development of two gamified PSM learning activities. Negotiation and supplier relationship management rely heavily on personal interactions and are both seen as key activities at different stages of the PSM process. The development of the two gamified learning activities is strengthened by being underpinned by a synthesis of the literature review’s key findings, ensuring they are domain-meaningful abstractions of reality, contain rewards and rankings based on clear objectives and have appealing gameplay. It is hoped that this paper provides a platform for future domain specific PSM research and will be of use to educators in this field in developing their own gamified learning. Y1 - 2020 SN - 978-1-7138-1968-4 SP - 295 EP - 304 CY - Brighton, UK ER - TY - CHAP A1 - Kindsgrab, Kai A1 - Lechleitner, Christian A1 - Delke, Vincent T1 - Organising IT Commodity Sourcing: Challenges, Strategies, and Skills T2 - IPSERA 2022: Building Bridges - Jönköping University, Jönköping, Sweden Y1 - 2022 UR - https://research.utwente.nl/en/publications/organising-it-commodity-sourcing-challenges-strategies-and-skills ER - TY - JOUR A1 - Schiele, Holger A1 - Bos-Nehles, Anna A1 - Delke, Vincent A1 - Stegmaier, Peter A1 - Torn, Robbert-Jan T1 - Interpreting the Industry 4.0 future: technology, business, society and people JF - Journal of Business Strategy N2 - Purpose: Industrial revolutions have been induced by technological advances, but fundamentally changed business and society. To gain a comprehensive understanding of the fourth industrial revolution (I4.0) and derive guidelines for business strategy, it is, therefore, necessary to explore it as a multi-facet phenomenon. Most literature on I4.0, however, takes up a predominantly technical view. This paper aims to report on a project discussing a holistic view on I4.0 and its implications, covering technology, business, society and people. Design/methodology/approach: Two consecutive group discussions in form of academic world cafés have been conducted. The first workshop gathered multi-disciplinary experts from academia, whose results were further validated in a subsequent workshop including industry representatives. A voting procedure was used to capture participants perspectives. Findings: The paper develops a holistic I4.0 vision, focusing on five core technologies, their business potential, societal requests and people implications. Based on the model a checklist has been developed, which firms can use a tool to analyze their firm’s situation and draft their industry 4.0 business strategy. Originality/value: Rather than focusing on technology alone – which by itself is unlikely to make up for a revolution – this research integrates the entire system. In this way, a tool-set for strategy design results. Y1 - 2021 U6 - http://dx.doi.org/10.1108/JBS-08-2020-0181 SP - 1 EP - 11 ER -