Table 3 Summary of procurement's... | Emerald Publishing

Table 3

Summary of procurement's mediating role in SCI

SCI dimensions (aggregate dimensions)	Integration dimensions (2nd order themes)	Responses to structural: (S) and dynamic (D) complexity identified in the data (1st order concepts)
SCI dimensions (aggregate dimensions)	Integration dimensions (2nd order themes)	Alpha	Beta	Gamma
Internal integration	Procurement mediation roles	S: Procurement project leaders act as the hub between purchasing, engineering and production, participating in sub-projects, monitoring quality and material needs, and aligning flows of hundreds of thousands of components (2) Job rotation brings engineering/project experience into procurement (2; 8). How to optimise procurement coordination roles requiring broad supplier/market/product knowledge despite difficulties in recruiting experienced individuals (1; 2) D: N/A	S: The project/product sourcing manager oversees sourcing activities for a product or project, ensuring contracts, compliance, costing, and strategy, while acting as a link between engineering and strategic procurement, without direct supplier ownership (14). Close procurement–engineering collaboration, including role rotation, aligns performance goals with sourcing choices for better decisions (9) D: N/A	S: The procurement Point of Contact lead offset buys, evaluate tenders and supply chain risks, drive make-or-buy decisions, and ensure customer requirements are incorporated into supplier contracts (25). It requires broad supplier/market/product knowledge, and it is hard to recruit experienced individuals (25)
	Cross-functional orientation	S: Promote cross-functional mindsets (1; 2); break down functional silos and create forums to align strategies and roadmaps (1, 2, 6); Enhance supplier interfaces to reduce functional silos and foster holistic engagement (4); The procurement team includes a systems engineer, a buyer, and a Supplier Quality Manager (SQM). The engineer defines specs, procurement manages commercial terms, and the SQM ensures quality (2) D: N/A	S: Promote cross-functional mindsets (11); Align technology roadmaps across functions to ensure shared direction/priorities (12); Procurement should lead cross-functional category work, aligning sourcing and engineering on future technologies outside projects (11). Enhance supplier interfaces to reduce functional silos and foster holistic engagement (11; 12) D: N/A	S: Break down functional silos and create forums to align strategies and roadmaps (21); enhance supplier interfaces to reduce functional silos and foster holistic engagement (25) D: N/A
	Cost-conscious design	S: D: Attempt design to cost with cross-functional sourcing; initial low-price picks raised total cost later (3)	S: Improve manufacturing cost efficiency through cross-functional integration (18; 19) D: Freeze/change designs or educate engineers to expand sourcing options. (12, 18, 19)	S: N/A D: N/A
	Organisational routines	S: N/A D: Early visibility of long-lead-time items (3, 5). Sourcing long-lead-time items before final specifications are released (2; 3; 5); align with engineering on “first-time right” to avoid engineering changes (2)	S: N/A D: N/A	S: N/A D: N/A
	Obsolescence management	S: Mediate between ILS, procurement, and engineering to ensure a clear internal interface (5) D: Coordinate component support until implementation or delivery (8) and communicate contractual requirements for functionality and guarantees during development and production (8)	S: N/A D: During product development and production: communicating contractual requirements on components and systems for functionality maintenance and guarantees (8; 14). When contracts lapse due to delays, last-time buys or extensions are required (14)	S: N/A D: N/A
External (supplier integration)	Early supplier involvement	S: With immature technologies (3; 6), standard procurement fails; mitigate by forming selected sole-source partnerships on critical systems and co-develop requirements, align capabilities, and reduce risk (1) D: Involve suppliers early in requirements definition and offer phases to manage long lead-time items changes and secure cost inputs before award (1; 2)	S: Post-award supplier integration focused on prototypes and lead-time compression; involvement is early in the execute phase, not pre-award (11) D: Engage with suppliers using a sales-oriented procurement mindset to secure commitment, prepare for change and align expectations (11). Important that the suppliers are transparent about design changes (11)	S: Improve manufacturability and time-to-market (22, 25); secure supplier commitment for complex, low-volume custom orders (25); lock long-term sole-source contracts to lift margins (25) D: Involve suppliers early in market and bid phases to assess capabilities, analyse evolving customer requirement impacts, coordinate quotations, and evaluate supply chain risks (25)
	Supplier capabilities alignment	S: Favouring high-TRL suppliers for predictability and low-TRL ones for ETO adaptability (6). Partner with ETO-experienced suppliers for custom needs (3) D: N/A	S: When suppliers can't meet our performance expectations, we work with engineering to redesign them out, though doing this from the start would avoid costly redesigns. (11) D: N/A	S: Source from suppliers who design to functional specs and clearly disclose solution and system impacts (26) D: N/A
	Supplier lock-in	S: N/A D: Short system lifespans make end-of-life challenging (8); early notification compliance is inconsistent, especially for low-volume suppliers where influence is limited (15). Establish EOL management and supplier agreements to manage long-lead times and strengthen long-term commitment (4, 6)	S: Design for manufacturing and assembly without overly complex parts that can result in supplier lock-in; focus on components that allow for a variety of sourcing/supplier options (15) D: N/A	S Single-source exposure in low-volume custom parts (25) D: Capacity re-allocation delays; build buffers/second sources (23)
	Supplier relationship management	S: Supplier Follow up Benefits: embed cross-functional teams at supplier sites to clarify expectations, catch quality issues early and avoid costly late-stage (3); balance resources for on-site visits to boost quality and shorten lead times (3) D: Maintain robust partnerships through delivery, commissioning, verification, and training to sustain engagement (3). Bundle volume and adopt a long-term focus to drive mutual gains (2). Manage unexpected supplier issues (6)	S: Supplier Follow up Benefits (13; 16): embed cross-functional teams at supplier sites to clarify expectations and improve suppliers' visibility into how their parts are used – leading to higher motivation and efficiency gains (13); balance resources for on-site visits to boost quality and shorten lead times (16) D: Maintain robust partnerships for change (11, 16), Manage unexpected supplier issues (15)	S: Continuous monitoring of major suppliers and periodic checks on smaller ones (25) D: Maintain robust partnerships (25). Expecting suppliers to be transparent about their development maturity and any emerging issues, enabling early intervention and keep the development on track (26)
External (customer integration)	Customer influence on sourcing	S: Procurement balances customer interests with best practices (1; 2; 8), allows client choice, and stays transparent on options (1), while considering strong historical supplier relationships (1) D: Weekly subsystem reviews; iterative joint trade-offs	S: Certain system suppliers were pre-defined (14) D: N/A	S: N/A D: N/A
	Organisational learning	S: Success depends on optimising knowledge transfer with customers (3). Customer-mirroring organisations facilitate technology transfer and improve alignment and communication (3; 4; 5) D: Technical alignment via milestones, and formal checkpoints, ensures consistency in technical decision changes (8)	S: N/A D: Technical alignment via milestones, and formal checkpoints, ensures consistency in technical decision changes (17)	S: N/A D: Integrated project teams monthly with the customer that are involved in discussions on components and system security changes (23)
	Requirement-driven system adaptation	S: N/A D: Integrating customer choices into existing systems, so technical solutions evolve throughout the development process (5). Overall, it's essential to align and adapt to customer needs and shifting market conditions (3; 5; 8)	S: N/A D: Manage scope creep through structured processes to prevent delays, cost overruns, and contractual issues, balancing trade-offs between original requirements, timelines, and system capabilities (9)	S: N/A D: Manage changing customer requirements and evolving supply chain risks during market and bid phases (25)
	Lifecycle continuity	S: Establish a formal obsolescence data process, approaching suppliers with structured inquiries (1–8). D: Use an obsolescence plan and include lifecycle obligations in contracts. Align with customers on trade-offs to maintain continuity across long product lifecycles (7; 8) D: N/A	S: N/A D: N/A	S: N/A D: N/A

SCI dimensions (aggregate dimensions)	Integration dimensions (2nd order themes)	Responses to structural: (S) and dynamic (D) complexity identified in the data (1st order concepts)
SCI dimensions (aggregate dimensions)	Integration dimensions (2nd order themes)	Alpha	Beta	Gamma
Internal integration	Procurement mediation roles	S: Procurement project leaders act as the hub between purchasing, engineering and production, participating in sub-projects, monitoring quality and material needs, and aligning flows of hundreds of thousands of components (2)Job rotation brings engineering/project experience into procurement (2; 8). How to optimise procurement coordination roles requiring broad supplier/market/product knowledge despite difficulties in recruiting experienced individuals (1; 2)D: N/A	S: The project/product sourcing manager oversees sourcing activities for a product or project, ensuring contracts, compliance, costing, and strategy, while acting as a link between engineering and strategic procurement, without direct supplier ownership (14). Close procurement–engineering collaboration, including role rotation, aligns performance goals with sourcing choices for better decisions (9)D: N/A	S: The procurement Point of Contact lead offset buys, evaluate tenders and supply chain risks, drive make-or-buy decisions, and ensure customer requirements are incorporated into supplier contracts (25). It requires broad supplier/market/product knowledge, and it is hard to recruit experienced individuals (25)
	Cross-functional orientation	S: Promote cross-functional mindsets (1; 2); break down functional silos and create forums to align strategies and roadmaps (1, 2, 6); Enhance supplier interfaces to reduce functional silos and foster holistic engagement (4); The procurement team includes a systems engineer, a buyer, and a Supplier Quality Manager (SQM). The engineer defines specs, procurement manages commercial terms, and the SQM ensures quality (2)D: N/A	S: Promote cross-functional mindsets (11); Align technology roadmaps across functions to ensure shared direction/priorities (12); Procurement should lead cross-functional category work, aligning sourcing and engineering on future technologies outside projects (11). Enhance supplier interfaces to reduce functional silos and foster holistic engagement (11; 12)D: N/A	S: Break down functional silos and create forums to align strategies and roadmaps (21); enhance supplier interfaces to reduce functional silos and foster holistic engagement (25)D: N/A
	Cost-conscious design	S: D: Attempt design to cost with cross-functional sourcing; initial low-price picks raised total cost later (3)	S: Improve manufacturing cost efficiency through cross-functional integration (18; 19)D: Freeze/change designs or educate engineers to expand sourcing options. (12, 18, 19)	S: N/AD: N/A
	Organisational routines	S: N/AD: Early visibility of long-lead-time items (3, 5). Sourcing long-lead-time items before final specifications are released (2; 3; 5); align with engineering on “first-time right” to avoid engineering changes (2)	S: N/AD: N/A	S: N/AD: N/A
	Obsolescence management	S: Mediate between ILS, procurement, and engineering to ensure a clear internal interface (5)D: Coordinate component support until implementation or delivery (8) and communicate contractual requirements for functionality and guarantees during development and production (8)	S: N/AD: During product development and production: communicating contractual requirements on components and systems for functionality maintenance and guarantees (8; 14). When contracts lapse due to delays, last-time buys or extensions are required (14)	S: N/AD: N/A
External (supplier integration)	Early supplier involvement	S: With immature technologies (3; 6), standard procurement fails; mitigate by forming selected sole-source partnerships on critical systems and co-develop requirements, align capabilities, and reduce risk (1)D: Involve suppliers early in requirements definition and offer phases to manage long lead-time items changes and secure cost inputs before award (1; 2)	S: Post-award supplier integration focused on prototypes and lead-time compression; involvement is early in the execute phase, not pre-award (11)D: Engage with suppliers using a sales-oriented procurement mindset to secure commitment, prepare for change and align expectations (11). Important that the suppliers are transparent about design changes (11)	S: Improve manufacturability and time-to-market (22, 25); secure supplier commitment for complex, low-volume custom orders (25); lock long-term sole-source contracts to lift margins (25)D: Involve suppliers early in market and bid phases to assess capabilities, analyse evolving customer requirement impacts, coordinate quotations, and evaluate supply chain risks (25)
	Supplier capabilities alignment	S: Favouring high-TRL suppliers for predictability and low-TRL ones for ETO adaptability (6). Partner with ETO-experienced suppliers for custom needs (3)D: N/A	S: When suppliers can't meet our performance expectations, we work with engineering to redesign them out, though doing this from the start would avoid costly redesigns. (11)D: N/A	S: Source from suppliers who design to functional specs and clearly disclose solution and system impacts (26)D: N/A
	Supplier lock-in	S: N/AD: Short system lifespans make end-of-life challenging (8); early notification compliance is inconsistent, especially for low-volume suppliers where influence is limited (15). Establish EOL management and supplier agreements to manage long-lead times and strengthen long-term commitment (4, 6)	S: Design for manufacturing and assembly without overly complex parts that can result in supplier lock-in; focus on components that allow for a variety of sourcing/supplier options (15)D: N/A	S Single-source exposure in low-volume custom parts (25)D: Capacity re-allocation delays; build buffers/second sources (23)
	Supplier relationship management	S: Supplier Follow up Benefits: embed cross-functional teams at supplier sites to clarify expectations, catch quality issues early and avoid costly late-stage (3); balance resources for on-site visits to boost quality and shorten lead times (3)D: Maintain robust partnerships through delivery, commissioning, verification, and training to sustain engagement (3). Bundle volume and adopt a long-term focus to drive mutual gains (2). Manage unexpected supplier issues (6)	S: Supplier Follow up Benefits (13; 16): embed cross-functional teams at supplier sites to clarify expectations and improve suppliers' visibility into how their parts are used – leading to higher motivation and efficiency gains (13); balance resources for on-site visits to boost quality and shorten lead times (16)D: Maintain robust partnerships for change (11, 16), Manage unexpected supplier issues (15)	S: Continuous monitoring of major suppliers and periodic checks on smaller ones (25)D: Maintain robust partnerships (25). Expecting suppliers to be transparent about their development maturity and any emerging issues, enabling early intervention and keep the development on track (26)
External (customer integration)	Customer influence on sourcing	S: Procurement balances customer interests with best practices (1; 2; 8), allows client choice, and stays transparent on options (1), while considering strong historical supplier relationships (1)D: Weekly subsystem reviews; iterative joint trade-offs	S: Certain system suppliers were pre-defined (14)D: N/A	S: N/AD: N/A
	Organisational learning	S: Success depends on optimising knowledge transfer with customers (3). Customer-mirroring organisations facilitate technology transfer and improve alignment and communication (3; 4; 5)D: Technical alignment via milestones, and formal checkpoints, ensures consistency in technical decision changes (8)	S: N/AD: Technical alignment via milestones, and formal checkpoints, ensures consistency in technical decision changes (17)	S: N/AD: Integrated project teams monthly with the customer that are involved in discussions on components and system security changes (23)
	Requirement-driven system adaptation	S: N/AD: Integrating customer choices into existing systems, so technical solutions evolve throughout the development process (5). Overall, it's essential to align and adapt to customer needs and shifting market conditions (3; 5; 8)	S: N/AD: Manage scope creep through structured processes to prevent delays, cost overruns, and contractual issues, balancing trade-offs between original requirements, timelines, and system capabilities (9)	S: N/AD: Manage changing customer requirements and evolving supply chain risks during market and bid phases (25)
	Lifecycle continuity	S: Establish a formal obsolescence data process, approaching suppliers with structured inquiries (1–8). D: Use an obsolescence plan and include lifecycle obligations in contracts. Align with customers on trade-offs to maintain continuity across long product lifecycles (7; 8)D: N/A	S: N/AD: N/A	S: N/AD: N/A