Purchasing and Supply Management Maturity: Critical analysis of established maturity models and development of a situational PSM assessment and transformation framework based on literature review and multiple case studies

Scientists and practitioners agree that a mature Purchasing and Supply Management (PSM) function can have a major impact on a firm’s competitive position. Over recent decades, numerous scientificas well as management-oriented maturity models in PSM have been developed, trying to indicate the most relevant determining factors of high sophistication and progressive PSM, as well as describing the right path towards being world class. Performing a systematic literature analysis of maturity models from 1988-2015 as well as a multiple case study research, some weaknesses became obvious. The core point of criticism is that these models do not provide proper mechanisms for a contextspecific and dynamic adaptation and follow a rigid structure of pre-defined stages indifferent of firmspecific goals, firm size or branch. Therefore, these models mostly exclude or do not sufficiently address the ideas and findings from contingency theory, resource-based view and the dynamic capabilities approach, as an organisation’s ability to reconfigure its competences and structures to address rapidly changing internal and external requirements. Moreover, content-related contradictions, a lack of theoretical and empirical foundation and verification, unclear application logic and missing ready-to-use instruments can be highlighted as further points of criticism, as well as the missing link from the actual assessment to the intended transformation. Given the importance of a well-developed PSM function and the identified rooms for improvement of current models, this thesis aims to develop an original PSM Maturity Framework (PSM2F) that can be dynamically adapted based upon context-specific factors. Therefore, a two-step approach was introduced – starting with a self-defined and targeted maturity scenario (SDTMS) before the actual maturity assessment – to overcome the rigid and hence inflexible structure of following one uniform maturity point. Clear and comprehensible application logic was defined as a basic condition to foster self-application (e.g. triangulation rule of participation, pre-defined maturity reports) of the framework. Next to this main research goal, developing a clustered overview of the main dimensions and key evaluation points (KEPs) of high PSM maturity as well as elaborating on supportive factors for an effective and efficient transformation were defined as sub-goals. Overall, 25 scientific purchasing maturity models, 22 management-oriented maturity models, 20 purchasing frameworks and 11 studies about trends and challenges in PSM were analysed in a mapping study to finally derive 8 core dimensions and 104 KEPs as reference to assess PSM maturity but also as a set of response variables to changing contingencies. Given that the research about maturity in PSM strongly and almost exclusively focuses on the structural change, in this thesis special emphasis was also placed upon behavioural, cultural and individual change aspects, which have proven as a highly relevant ability of an organisation for a successful transformation. Overall, 7 main categories and 45 concrete factors for increasing change management capability were formulated. Based upon these interim results, a first version of the PSM2F was conceptually designed and validated in a multiple case study approach. In detail, 10 globally operating industrial companies were observed and questioned to gain empirical evidence and ideas for refining the framework and its elements. By combining the theoretical findings from secondary sources as well as practical-experienced based primary sources from the field, a final version of the PSM2F and its core elements was completed. The framework comprises three core modules (preparation/work on driving forces, assessment with finally 127 KEPs, reporting/action) and can be seen as a theoretically well-founded and empirically validated strategic instrument for a context-specific maturity assessment as well as for facilitating and controlling maturity transformation initiatives in a self-application setting. Furthermore, it was possible to identify concrete patterns and structural elements (e.g. mobilising and blocking congruence; ad-hoc and constant transition) for a classification and systematisation of maturity improvement initiatives and change behaviours in PSM