From purchasing to supply management

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Supply management has recently gained attention in both research and practice, shifting from being viewed as a simple business function to a strategically critical area for companies. As industries face decreasing in-house value, the importance of purchasing spend has become evident. Many organizations have realized that suppliers offer more than just "the right goods at the right place at the right time." Research has highlighted a gap between the discourse on strategic supply management and the actual practices within most companies. Despite numerous examples of high-performing purchasing organizations and extensive literature on effective supply management practices, this discrepancy persists. This dissertation explores the reasons behind this gap, aiming to assist companies in overcoming barriers to purchasing evolution. Michael Stolle integrates organizational theories, including organizational learning, resource-based views, and principal-agent conflicts, to address the challenges of shifting mindsets and culture. He presents a theoretical framework for purchasing evolution, illustrating the complex interplay of various driving factors necessary for a successful transition. An empirical study based on interviews is conducted to validate this framework, providing insights into the practical implications of these theoretical concepts.