TY - CHAP A1 - Stek, Klaas A1 - Zunk, Bernd Markus A1 - Delke, Vincent A1 - Schiele, Holger T1 - Addressing the gap between employees’ needs and learning objectives in purchasing & supply management (PSM study programs; a student-centered learning approach T2 - Proceedings 12th INTED conference N2 - This paper focusses on effective teaching and learning methods in the context of a larger project that aims to align objectives in higher education with employer requirements in the field of purchasing and supply management (PSM). The reason is that little is known about which specific skills and competencies of PSM professionals are needed outside academia and which learning objective higher education should incorporate to meet the practical PSM requirements of firms and organisations. Practice as well as literature share the understanding that PSM professionals need a well-balanced mixture of knowledge and soft-skills: the merely explicit know-what (codified knowledge), know-why (theory), know-how (method) and inter- & intrapersonal soft skills. Y1 - 2018 CY - Valencia, Spain ER - TY - CHAP A1 - Simon, Franz A1 - Delke, Vincent A1 - Harms, Rainer A1 - Schiele, Holger T1 - Identifying partners outside existing networks T2 - Proceedings 27th IPSERA conference N2 - External sources of knowledge have become a necessary extension to internal innovation activities (Monteiro, Mol and Birkinshaw, 2017; Rosenkopf and Nerkar, 2001). Collaborations with customers, suppliers, universities or even competitors are a promising way to extend the own knowledge base in order to increase the firm´s innovativeness (Felin and Zenger, 2014; Laursen and Salter, 2006). onsidering this potential set of external partners, suppliers seem to have the largest impact on product innovation (Un, Cuervo-Cazurra and Asakawa, 2010). Yet, suppliers’ innovative potential is limited as described in a case study by Gassmann, Zeschky, Wolff, and Stahl (2010), which further shows how a new venture supplier, commonly referred to as “startup”, has succeed at providing a truly innovative idea (a haptic feedback control device for automobiles). Therefore, startups as a specific knowledge provider have received growing attention (Weiblen and Chesbrough, 2015; Zaremba, Bode and Wagner, 2016). By collaborating with startups, corporations hope to benefit from the startups´ entrepreneurial characteristics, such as alertness, creativity, flexibility and willingness to take risks (Audretsch, Segarra and Teruel, 2014; Criscuolo, Nicolaou and Salter, 2012; Marion, Friar and Simpson, 2012). Y1 - 2018 CY - Athens, Greece 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 - 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 - 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 - Buchholz, Wolfgang A1 - Kappel, Antonia A1 - Schiele, Holger T1 - Cost versus Innovation Leaders: When do they need Supply Network Mapping? The impact of SNM on purchasing performance T2 - IPSERA Conference proceedings N2 - Buying firms lack transparency about the supplier relationships in their networks. The applica-tion of dedicated tools such as Supply Network Mapping (SNM) can help to visualize and analyze these relationships. However, the impact of such tools on the purchasing performance has not been explored yet. Moreover, companies with different competitive strategies might have different motivations to use these tools. Therefore, this paper tests the impact of supplier relationship information and SNM on the purchasing performance on a large sample of 624 purchasers. A multi-group analysis in structural equation modeling estimates the impact of a cost leadership versus a differentiation strategy on cost saving and innovation performance. We show that information quality and SNM indeed improve the purchasing performance. Moreover, cost leaders use SNM if they know their supplier relationships with sub-suppliers, while innovation leaders use it if they know their supplier relationships with other customers. Hence, our results prove the usefulness of the SNM tool and give recommendations for its use depending on a company’s competitive strategy. Y1 - 2019 SP - 1 EP - 19 ER - TY - CHAP A1 - Buchholz, Wolfgang A1 - Kappel, Antonia A1 - Schiele, Holger T1 - Knowing your suppliers: people or media as key sources of information? T2 - IPSERA Conference proceedings N2 - Most companies have realized the high importance of becoming the preferred customers of their suppliers to obtain preferential resource allocation. However, they cannot evaluate their own customer attractiveness properly. In order to make the assessment of the own customer status possible, this paper analyzes the impact of several information sources on the preferred customer status knowledge, supplier satisfaction knowledge and knowledge of alternative supplier relationships with other customers. Testing these hypotheses on a sample of 624 pur-chasers, we show that people provide more relevant information on the company’s strategic positioning than media. In particular, the suppliers, competitors and other actors are very im-portant information sources. Following our findings, purchasers should adopt their activities in order to better anticipate their suppliers’ intention and the customer treatment that they can expect from their suppliers. Y1 - 2019 SP - 1 EP - 21 ER - TY - CHAP A1 - Buchholz, Wolfgang A1 - Kappel, Antonia A1 - Schiele, Holger T1 - Supplier relationships with competing customers - How can purchasers find out who is the preferred customer? T2 - IPSERA Conference proceedings N2 - Focal companies are embedded in complex supply networks consisting of various suppliers, customers, competitors and complementors. The activities of these actors influence the com-petitive position of the focal companies. Some customers achieve preferred customer status and gain preferential treatment, others have to restrain to being standard customers getting less privileged services. Consequently, buying companies in such markets have to achieve transparency about the relationships of their suppliers towards their competitors and comple-mentors in order to map them and to analyse their impact. Current literature lacks a holistic approach to capture these relationships. In which sources can the focal companies find the desired information? Which kind of information do they really need? And in which situations is the need for transparency high and when is it low? The aim of this research is to examine these relationships using a World Café method with purchasers for data gathering followed by a Gioia method to structure the qualitative data. The result is a list of desired knowledge cov-ering business, supplier and collaboration details; a set of information sources clustered in pub-lished and unpublished sources as well as contingency factors regarding general conditions, changes and particular occasions that require a high supplier relationship knowledge. All an-swers have been rated by their importance during the World Café. The answers can help to operationalise the mapping of supplier relationships towards competitors and complementors in order to assess the own customer status compared to other customers. KW - Supply network mapping Y1 - 2018 SP - 1 EP - 23 ER -