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AbstractThe public sector as a whole has long been criticized for its lack of productivity and its emphasis on procedures, rather than judgement. Based on numerous carefully selected published examples from Canadian and American public‐organizations, the authors have developed a productivity model grounded in ten attributes determined from the studied examples. This model might help pave the way for future research regarding the opportunities available for improving productivity in the public sector. At a practical level, it might be helpful to managers in the public sector.RésuméOn a souvent critiqueé le secteur public pour son manque de productivité et l'accent mis sur les procédures plutôt que sur le jugement. S'appuyant sur plusieurs exemples soigneusement choisis parmi les organismes publics canadiens et américains, les auteurs ont développé un modèle de productivité en dix points. Ce modèle pourrait à la fois contribuer à faciliter la recherche ultérieure sur les opportunités d'amélioration de la productivité dans le secteur public et aider les gestionnaires oeuvrant dans ce secteur.

PurposeThe purpose of this viewpoint is to analyze the emergence of a modified equilibrium in the relationship between buyers ("shippers") and suppliers ("providers") of logistical services. In the 1990s, the logistical service providers (LSPs) had relatively little power and were often asked to perform basic operations. The situation has evolved as a result of proactive strategies implemented by some forward-thinking LSPs. In this viewpoint, the emphasis is on the strategies developed by shippers which the authors labeled the "ramp effect".Design/methodology/approachThe authors discuss the impact of the ramp effect on LSPs' innovation processes. This viewpoint is based on the authors' experience in the field, on a literature review focused on the logistics industry and on the purchasing strategies applied to logistical services.FindingsThe authors show that the buyers of logistical services have lost some of their power because of two main factors: LSPs' embeddedness in the shipper's supply chain and the transformation of LSPs into orchestrators (labeled fourth-party logistics). This viewpoint discusses the relational disequilibrium between shippers and LSPs rather than the cooperative relationships between them.Originality/valueThe ramp effect as a source of innovation and proactive strategies for LSPs has never been covered in the management literature. This viewpoint provides both academics and practitioners with a different perspective of the relational disequilibrium between buyers and sellers of logistical services.

AbstractIn examining the 2010 Vancouver Olympic Games (OG), we show that supply management in major sports events (MSEs) has interesting characteristics both in terms of operationalization and resources required. We show that while supply managers must consider local development, they cannot lose sight of efficiency in delivering on other objectives. The multifaceted nature of supply, which includes sponsorship, value in kind, and so forth, requires specific supply management approaches for each stage of the OG management lifecycle. Specifically, supply management differs from other business contexts in three main areas: (a) supplier identification and selection; (b) contract negotiation and the process of acquiring goods; (c) supplier relationship management. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.

International audience ; For more than three decades, purchasing has now become a major area for publication, reflecting the change of perception and in reality from an operational view of purchasing to a strategic one. This has resulted for instance in the emergence of a win-win approach; as an example, while still competing one with another, organizations can also use coopetition and pooling strategies with objectives such as logistical cost and delivery time reduction, but also of quality improvements to the customer. Using a similar line of thought, this article deals originally with the world of sports through purchasing lens by examining how the pooling concept could be useful to understand better the advantages stemming for the North-American leagues' strategy of player contract purchases, and more globally, of human capital management. ; Les achats font l'objet d'une abondante littérature depuis plus de trois décennies, ce qui reflète pour cette fonction le glissement d'une vision opérationnelle à une vision stratégique. Ceci se traduit notamment par l'émergence d'une logique « gagnant-gagnant » ; par exemple, tout en maintenant la compétition entre elles, des entreprises mettent en œuvre des stratégies de coopétition et mutualisent leurs achats, entre autres pour réduire les coûts logistiques et les délais de mise à disposition des produits, mais aussi pour accroître la qualité de service rendue aux clients. Fort des réflexions menées sur ces phénomènes, l'article aborde de façon originale le domaine sportif sous l'angle des achats. L'objectif est d'examiner comment la notion de mutualisation peut être utile pour mieux comprendre les avantages découlant de l'approche collective des ligues nord-américaines en matière de politique d'achat de joueurs et, plus largement, de gestion du capital humain.

International audience ; For more than three decades, purchasing has now become a major area for publication, reflecting the change of perception and in reality from an operational view of purchasing to a strategic one. This has resulted for instance in the emergence of a win-win approach; as an example, while still competing one with another, organizations can also use coopetition and pooling strategies with objectives such as logistical cost and delivery time reduction, but also of quality improvements to the customer. Using a similar line of thought, this article deals originally with the world of sports through purchasing lens by examining how the pooling concept could be useful to understand better the advantages stemming for the North-American leagues' strategy of player contract purchases, and more globally, of human capital management. ; Les achats font l'objet d'une abondante littérature depuis plus de trois décennies, ce qui reflète pour cette fonction le glissement d'une vision opérationnelle à une vision stratégique. Ceci se traduit notamment par l'émergence d'une logique « gagnant-gagnant » ; par exemple, tout en maintenant la compétition entre elles, des entreprises mettent en œuvre des stratégies de coopétition et mutualisent leurs achats, entre autres pour réduire les coûts logistiques et les délais de mise à disposition des produits, mais aussi pour accroître la qualité de service rendue aux clients. Fort des réflexions menées sur ces phénomènes, l'article aborde de façon originale le domaine sportif sous l'angle des achats. L'objectif est d'examiner comment la notion de mutualisation peut être utile pour mieux comprendre les avantages découlant de l'approche collective des ligues nord-américaines en matière de politique d'achat de joueurs et, plus largement, de gestion du capital humain.

International audience ; For more than three decades, purchasing has now become a major area for publication, reflecting the change of perception and in reality from an operational view of purchasing to a strategic one. This has resulted for instance in the emergence of a win-win approach; as an example, while still competing one with another, organizations can also use coopetition and pooling strategies with objectives such as logistical cost and delivery time reduction, but also of quality improvements to the customer. Using a similar line of thought, this article deals originally with the world of sports through purchasing lens by examining how the pooling concept could be useful to understand better the advantages stemming for the North-American leagues' strategy of player contract purchases, and more globally, of human capital management. ; Les achats font l'objet d'une abondante littérature depuis plus de trois décennies, ce qui reflète pour cette fonction le glissement d'une vision opérationnelle à une vision stratégique. Ceci se traduit notamment par l'émergence d'une logique « gagnant-gagnant » ; par exemple, tout en maintenant la compétition entre elles, des entreprises mettent en œuvre des stratégies de coopétition et mutualisent leurs achats, entre autres pour réduire les coûts logistiques et les délais de mise à disposition des produits, mais aussi pour accroître la qualité de service rendue aux clients. Fort des réflexions menées sur ces phénomènes, l'article aborde de façon originale le domaine sportif sous l'angle des achats. L'objectif est d'examiner comment la notion de mutualisation peut être utile pour mieux comprendre les avantages découlant de l'approche collective des ligues nord-américaines en matière de politique d'achat de joueurs et, plus largement, de gestion du capital humain.

International audience ; For more than three decades, purchasing has now become a major area for publication, reflecting the change of perception and in reality from an operational view of purchasing to a strategic one. This has resulted for instance in the emergence of a win-win approach; as an example, while still competing one with another, organizations can also use coopetition and pooling strategies with objectives such as logistical cost and delivery time reduction, but also of quality improvements to the customer. Using a similar line of thought, this article deals originally with the world of sports through purchasing lens by examining how the pooling concept could be useful to understand better the advantages stemming for the North-American leagues' strategy of player contract purchases, and more globally, of human capital management. ; Les achats font l'objet d'une abondante littérature depuis plus de trois décennies, ce qui reflète pour cette fonction le glissement d'une vision opérationnelle à une vision stratégique. Ceci se traduit notamment par l'émergence d'une logique « gagnant-gagnant » ; par exemple, tout en maintenant la compétition entre elles, des entreprises mettent en œuvre des stratégies de coopétition et mutualisent leurs achats, entre autres pour réduire les coûts logistiques et les délais de mise à disposition des produits, mais aussi pour accroître la qualité de service rendue aux clients. Fort des réflexions menées sur ces phénomènes, l'article aborde de façon originale le domaine sportif sous l'angle des achats. L'objectif est d'examiner comment la notion de mutualisation peut être utile pour mieux comprendre les avantages découlant de l'approche collective des ligues nord-américaines en matière de politique d'achat de joueurs et, plus largement, de gestion du capital humain.

AbstractSuccessful outsourcing of military logistics depends much on cooperation and efficiency, and this article provides an in‐depth analysis of challenges this may pose using collaborative competence theory. Using an exploratory approach, this paper is based on a review of the existing literature and on the experience of the Canadian Armed Forces in a foreign theatre. Specifically, the information collected comes from on‐site observation during the UN mission in Bosnia, semistructured interviews, and archives. Our analysis shows that outsourcing military logistics activities in a foreign theatre should be seen as building and managing a "temporary network." In order to overcome challenges in such a situation, the Armed Forces must specifically act on the adaptability of all individuals in the theatre. The approach should be based on "collaborative competence." Copyright © 2015 ASAC. Published by John Wiley & Sons, Ltd.

Purpose– Over the last decade, temporary supply chains (TSCs) have become a well-recognized logistics model. In TSCs, supply chain members are organized for anad hocproject; they pool resources in order to make the project successful. Although it might be perceived that TSCs are unstable due to their temporary nature, this paper aims to discuss how TSCs can be managed so as to be both stable and agile, while achieving the stated objectives; since the stability-agility context could be really challenging in humanitarian and peacekeeping supply chains, this is the one that has been selected.Design/methodology/approach– The authors reviewed the literature, research reports and electronic documents on humanitarian and peacekeeping supply chains, to understand the main challenges in terms of managerial and social impacts of logistical operations in a disaster context.Findings– The disaster context is very peculiar, since it requires tremendous agility when a natural or man-made catastrophe hits, so that as many lives as possible can be saved and that the situation could get back rapidly to a relatively normal level. The paper shows that TSCs require an advanced level of time and organizational stability of the human and material resources involved in order to be highly flexible. In other words, an efficient TSC relies on "anticipated responsiveness", a major managerial challenge in the years to come.Originality/value– The paper clarifies the management of humanitarian and peacekeeping supply chains and identifies the importance of anticipation capability to improve logistical responsiveness.

AbstractFor many decades, governments in Western countries have attempted to control health costs. One of the strategies used is through purchasing groups, since consolidated needs generate additional savings. Although various aspects of purchasing groups have been studied, performance measurement has been neglected; due to the lack of proper measures, tensions between the purchasing group and its members can't be addressed with more objective information. However, appropriate performance indicators are considered a prerequisite to successful collaboration. Using the in‐depth case of a Canadian purchasing group in the health care sector, this article suggests a set of performance indicators to measure results considering dimensions of the purchasing process and the interactions between the purchasing group and its members (who are also its customers). © 2018 ASAC. Published by John Wiley & Sons, Ltd.

Predicts that in the decade ahead, the purchasing function will have to
shed its service and operational perspective and take on the challenge
of effective contribution to organizational goals and strategies.
Describes how, in this evolution, the make or buy decision and
increasing reliance on outsourcing will change the purchasing manager
into a manager of integrated operations.