Opetussuunnitelmat

Objective

Organizations focus on their core competences, purchasing's share of turnover increases, suppliers make an increasingly large part of the products and services offered by the organization. Suppliers play a significant role in ensuring sustainable business operations. The role of procurement in ensuring the success of the organization is emphasized.

In this course procurement management competence, entrepreneurship, innovation and work community competences, as well as internationality and communication competences are promoted and assessed.

In this course, you will familiarize yourself with the opportunities and challenges of procurement management as part of the organization's and network's business operations. You will learn to plan, analyze and develop acquisitions as part of the organization's strategic management in the manner required by sustainable development. You will learn how to develop cooperative relationships between different actors. You will develop your capabilities to renew business models and develop the network's competitiveness.

Content

The main themes in the course are the role of purchasing in business, analysis and development of purchasing in accordance with the organization's strategy, management and development of supplier relations, development of cooperation and joint development, as well as sustainable development and digitalization in purchasing.

Oppimateriaali ja suositeltava kirjallisuus

Andersen, P. H. & Gadde, L. Organizational interfaces and innovation: The challenge of integrating supplier knowledge in LEGO Systems. Journal of Purchasing and Supply Management, 25(1)

Cole, R. & Aitken, J. (2020). The role of intermediaries in establishing a sustainable supply chain. Journal of Purchasing and Supply Management, 26(2), .

D’amico, F., Mogre, R., Clarke, S., Lindgreen, A. & Hingley, M. (2017). How purchasing and supply management practices affect key success factors: The case of the offshore-wind supply chain. Journal of Business & Industrial Marketing, 32(2), pp. 218-226.

Jääskeläinen, A. & Heikkilä, J. (2019). Purchasing and supply management practices in customer value creation. Supply Chain Management: An International Journal, 24(3), pp. 317-333.

Kache, F. & Seuring, S. (2017). Challenges and opportunities of digital information at the intersection of Big Data Analytics and supply chain management. International Journal of Operations & Production Management, 37(1), pp. 10-36.

Kosmol, T., Reimann, F. & Kaufmann, L. (2019). You'll never walk alone: Why we need a supply chain practice view on digital procurement. Journal of Purchasing and Supply Management, 25(4), .

Lacoste, S. (2016). Sustainable value co-creation in business networks. Industrial Marketing Management, 52, pp. 151-162.

Li, D., Wang, X., Chan, H. K. & Manzini, R. (2014). Sustainable food supply chain management. International Journal of Production Economics, 152, pp. 1-8.

Luzzini, D., Amann, M., Caniato, F., Essig, M. & Ronchi, S. (2015). The path of innovation: Purchasing and supplier involvement into new product development. Industrial Marketing Management, 47(C), pp. 109-120.

Luzzini, D., Brandon-Jones, E., Brandon-Jones, A. & Spina, G. (2015). From sustainability commitment to performance: The role of intra- and inter-firm collaborative capabilities in the upstream supply chain. International Journal of Production Economics, 165(C), pp. 51-63.

Melander, L. & Lakemond, N. (2015). Governance of supplier collaboration in technologically uncertain NPD projects. Industrial Marketing Management, 49(C), pp. 116-127.

Nieminen, S. (2016). Hyvä hankinta - parempi bisnes / Sanna Nieminen. Helsinki: Talentum Pro.

Pihlajamaa, M., Kaipia, R., Säilä, J. & Tanskanen, K. (2017). Can supplier innovations substitute for internal R&D? A multiple case study from an absorptive capacity perspective. Journal of Purchasing and Supply Management, 23(4), pp. 242-255.

Revilla, E. & Knoppen, D. (2015). Building knowledge integration in buyer-supplier relationships. International Journal of Operations & Production Management, 35(10), pp. 1408-1436.

Sarkis, J., Santibanez Gonzalez, E. D. & Koh, S. L. (2019). Effective multi-tier supply chain management for sustainability. International Journal of Production Economics, 217, pp. 1-10.

Scuotto, V., Caputo, F., Villasalero, M. & Del Giudice, M. (2017). A multiple buyer - supplier relationship in the context of SMEs' digital supply chain management. Production Planning & Control: Operations Management and Digital Technologies, 28(16), pp. 1378-1388.

Srai, J. S. & Lorentz, H. (2019). Developing design principles for the digitalisation of purchasing and supply management. Journal of Purchasing and Supply Management, 25(1), .

Tangpong, C., Michalisin, M. D., Traub, R. D. & Melcher, A. J. (2015). A review of buyer-supplier relationship typologies: Progress, problems, and future directions. Journal of Business & Industrial Marketing, 30(2), pp. 153-170.

Tanskanen, K. & Aminoff, A. (2015). Buyer and supplier attractiveness in a strategic relationship — A dyadic multiple-case study. Industrial Marketing Management, 50, pp. 128-141.

Teller, C. (2016). The importance of key supplier relationship management in supply chains. International journal of retail & distribution management.

Van Poucke, E., Matthyssens, P. & Weeren, A. (2016). Enhancing cost savings through early involvement of purchasing professionals in sourcing projects: Bayesian estimation of a structural equation model. Journal of Purchasing and Supply Management, 22(4), pp. 299-310.

Weele, A. J. v. (2010 or later). Purchasing & supply chain management: Analysis, strategy, planning and practice (5th ed.). London: Cengage Learning.

von Haartman, R. & Bengtsson, L. (2015). The impact of global purchasing and supplier integration on product innovation. International Journal of Operations & Production Management, 35(9), pp. 1295-1311.

Wilhelm, M. M., Blome, C., Bhakoo, V. & Paulraj, A. (2016). Sustainability in multi-tier supply chains: Understanding the double agency role of the first-tier supplier. Journal of Operations Management, 41(1), pp. 42-60.

Teaching methods

Teaching and learning methods used are lectures, discussions and working together as well as learning assignments. The reflection and feedback are used to support the learning.

Employer connections

Visiting lectures in contact days.

Exam schedules

No exam

Student workload

Two contact days 12h
Two half day zoom-lectures 8 h
Pre-assignments for the contact days 20 h
Two learning assignments 60 h
Other independent study 35 h

Content scheduling

The course proceeds as follows: pre-assignment, 1st contact day, learning assignment 1, zoom-lectures 2pcs, pre-assignment, 2nd contact day, learning assignment 2

Further information

In this course the purchasing management skills, entrepreneurial, innovation and work community skills, and international and communication skills are assessed. The tools for evaluating the learning process are the learning assignment with an emphasis on informational competence, the learning assignment with an emphasis on applied competence, and the reflection.

Competence assessment is based on criteria and the assessment is done by the responsible teacher when all learning assignments have been completed. The evaluation decision is made on a scale of: accepted/failed. The assessment material consists of the pre-assignments and learning assignments of the course.

Evaluation scale

Pass/Fail

Assessment criteria, approved/failed

You recognize the opportunities and challenges of purchasing management as part of the organization's and network's business. You know how to plan, analyze and develop acquisitions as part of the organization's strategic management in the manner required by sustainable development. You know how to develop cooperative relationships between different operators. Your own capabilities to renew business models and develop the network's competitiveness.

Qualifications

Bachelor degree