Purchasing Maturity Framework - Critical Assessment of Maturity Models in Purchasing Management

With a 60 to 70 percent share of total revenue, the costs for purchased parts have the greatest leverage on operating results in the main industries like metal, automotive or electronics (BME, 2011; Ortner et al. 2011). Besides this economic impact, Purchasing and Supply Management (PSM) has to face several internationally driven trends (Spina et al. 2013; Tate et al. 2013; Aberdeen 2014; Roland Berger 2014) that have to be anticipated and managed in a professional way. Examples are the management of volatility and risks, the integration of the supplier base within the value chain, intelligent spend management and sustainability issues. To cope with that a high level of professionalism in the purchasing function is crucial (Rozemeijer et al., 2003). In this context Purchasing Maturity Models can be applied. These models describe “several stages an organization is expected to go through in its quest for greater sophistication” (Schiele 2007, p.274). The hypothesis is that mature purchasing organizations apply best practices, while unsophisticated organizations fail to employ them (Chiesa et al., 1996; Ellram et al., 2002). The assumption is that greater maturity is associated with better performance. The goal of the PhD-thesis is to critically analyze and discuss the published maturity models in scientific literature and practical oriented models offered from specialized consulting companies in this field from 1990-2014. The focus lies on the evaluation of the applicability of the models, as well as to examine if situative aspects (e.g. branch, size of company) are covered. Based on that, a comparison of the areas of assessment with the current trends in PSM will be carried out to identify a potential demand of enhancement. In this year's PhD ExpO the interim results as well as the planned activities will be presented.
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Ingegneria della Produzione e Gestionale