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In an increasingly competitive environment, suppliers are now seen as an important source of innovation. Long term partnerships enable companies to access the knowledge of suppliers to optimize their business. "Procurement 4.0" is one of the concepts that come to the fore when talking about digitalization of business processes. The major aim of this research is to discuss a conceptual model of "Procurement 4.0" and its potential to rethink the management of supplier relationships, which will be one of the main future tasks of procurement. The paper is based on a factual-analytical research approach that serves to continuously specify and supplement the elements of the frame of reference: Two challenging concepts, "Procurement 4.0" and Supplier Relationship Management, are merged to contribute to the fact that purchasing is indispensable as an "interface" within a global supply chain to reap the benefits of digitization. The factors that prove to be obstacles to digital supplier relationship management along the digital supplier journey - e.g. lack of guidelines, approaches or tools and a lack of understanding of the importance of long-term relationships - are reflected within the identified technologies of digital transformation. A comprehensive analysis of the given situation within digital supplier relationship management in Germany is provided. The most important digital supplier touchpoints are discussed in order to develop a traditional supplier relationship towards a digital relationship management. Thus, this paper succeeds in illustrating how the innovative concept of a supplier journey can be implemented in practice to counteract the future, entrepreneurial challenges.
A shift in attitudes to purchasing departments can be perceived. No longer is the chief goal solely to reduce costs; the procurement function is assuming strategic relevance in the business model, leveraging the supplier as a foundation for innovation. The knowledge accumulated by suppliers is accessed over the journey of long-term partnerships to streamline business practice. Businesses are finding themselves in increasingly competitive environments, and thus need to address inefficiencies in supplier management. “Procurement 4.0” is a concept used in discussing digitalisation in business processes, referring to the process of supplier relationship management and optimisation. This model and its application to supplier relationship management will be the focus of this article. Realising the efficiencies to be obtained in buyer-supplier relationships through “Procurement 4.0” will be explored, primarily through an emphasis on digitalisation of the relationship between the procurement department and supplier.
Nachhaltige Managementmodelle sind auf Erfüllung der Triple Bottom Line ausgerichtet: Unternehmen adressieren Energie- und Co2-Effizienz (ökologisch), Arbeitsschutz oder Arbeitslosenquoten (sozial) sowie mögliche Wachstumspotenziale, die durch Nachhaltigkeit zu erreichen sind, um das eigene Überleben des Unternehmens am Markt zu sichern (ökonomisch). Daneben stehen die 17 Sustainable Development Goals (SDGs), die bis 2030 als Leitlinie nachhaltigen Wirtschaftens weltweit gelten und in nationale Gesetzgebung überführt wurden. Dieser Beitrag entwickelt ein Managementmodell, das Unternehmen dabei unterstützt, relevante SDGs zu identifizieren und Handlungsempfehlungen abzuleiten. Aufbauend auf einer nachhaltigen Supply Chain ordnet das Modell die SDGs den Dimensionen der Triple Bottom Line zu, um kurz eine Checkliste möglicher zu berücksichtigender Nachhaltigkeitsmaßnahmen im Kontext des Behaviour Change Modells zu erarbeiten. Zurückgreifend auf die Empfehlungen der Vereinten Nationen wird ein nachhaltiger Managementansatz eingeführt, der Unternehmen dazu befähigt, Governance, Transparenz und Engagement in ihrer Supply Chain zu implementieren.
