This paper contributes to the on-going debate about the relevance of the purchasing function for the firm value creation. We empirically examine the role of the purchasing function in improving business performance through an international survey based on 653 responses. Results suggest that purchasing practices related to spend rationalisation have a positive impact on the overall business performance, whereas supplier development & integration and sustainable purchasing have not. Moreover, the purchasing recognition by top managers and other organisational units emerge as a powerful antecedent of all purchasing practices. Instead, pure formal authority provided by the position in the organisation chart (i.e. the report level) does not have any influence on purchasing practices adoption.

Cinderella purchasing transformation: linking purchasing status to purchasing practices and business performance

LUZZINI, DAVIDE GIORGIO MARCO;RONCHI, STEFANO
2016-01-01

Abstract

This paper contributes to the on-going debate about the relevance of the purchasing function for the firm value creation. We empirically examine the role of the purchasing function in improving business performance through an international survey based on 653 responses. Results suggest that purchasing practices related to spend rationalisation have a positive impact on the overall business performance, whereas supplier development & integration and sustainable purchasing have not. Moreover, the purchasing recognition by top managers and other organisational units emerge as a powerful antecedent of all purchasing practices. Instead, pure formal authority provided by the position in the organisation chart (i.e. the report level) does not have any influence on purchasing practices adoption.
business performance; purchasing practices; Purchasing status; Industrial and Manufacturing Engineering; Computer Science Applications1707 Computer Vision and Pattern Recognition; Strategy and Management1409 Tourism, Leisure and Hospitality Management; Management Science and Operations Research
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11311/983765
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