Editorial: How to deal with the human factor in supply chain management?

A sustainable sourcing competence model for purchasing and supply management professionals

In order to implement sustainability standards in practice, capabilities are needed at the organizational level as well as at the individual level. The presented sustainable purchasing and supply management (SPSM) competence model is based on the combination of a systematic literature review (SLR) and a Delphi study. The competence model outlines specific SPSM competences which are divided into functional-oriented, cognition-oriented, social-oriented and meta-oriented competence clusters. We also discuss their applicability during typical purchasing and supply management processes. Each of the 26 competences is presented with a short definition as well as exemplary behaviors. For research on SPSM from an organizational point of view, the analysis of the relevance of competences with regard to purchasing process stages offers a conceptual basis for bringing sustainability into overall PSM models, instead of positioning sustainability as an ‘add-on’ activity, which risks the potential of sustainability issues becoming marginalized. The resulting SPSM competence model can serve as a basis for improving teaching and training in both higher education and professional training contexts. In practice, it can also serve to aid the selection of new employees, evaluate employee performance, create development plans or build HR systems.

The development of supply chain risk management over time: revisiting Ericsson

Purpose

This invited article explores current developments in supply chain risk management (SCRM) practices by revisiting the classical case of Ericsson (Norrman and Jansson, 2004) after 15 years, and updating its case description and analysis of its organizational structure, processes and tools for SCRM.

Design/methodology/approach

An exploratory case study is conducted with a longitudinal focus, aiming to understand both proactive and reactive SCRM practices using a holistic perspective of a real-life example.

Findings

The study demonstrates how Ericsson's SCRM practices have developed, indicating that improved functional capabilities are increasingly combined across silos and leveraged by formalized learning processes. Important enablers are IT capabilities, a fine-grained and cross-functional organization, and a focus on monitoring and compliance. Major developments in SCRM are often triggered by incidents, but also by requirements from external stakeholders and new corporate leaders actively focusing on SCRM and related activities.

Research limitations/implications

Relevant areas for future research are proposed, thereby increasing the knowledge of how companies can develop SCRM practices and capabilities further.

Practical implications

Being one of few in-depth holistic case studies of SCRM, decision-makers can learn about many practices and tools. Of special interest is the detailed description of how Ericsson reactively responded to the Fukushima incident (2011), and how it proactively engaged in monitoring and assessment activities. It is also exemplified how SCRM practices could continuously be developed to make them “stick” to the organization, even in stable times.

Originality/value

This is one of the first case studies to delve deeper into the development of SCRM practices through taking a longitudinal approach.