Table A1 A coding scheme First-order...

Table A1

A coding scheme

	First-order codes	Description	Example of evidence
Supplier measurement	Supplier measurement requires data	A situation when supplier measurement is linked with internal or external data	“When we get data from database, we could build key performance indicators” (MK)
	Supplier data needed for discussions with supplier	A situation when data brings benefit to a buyer when discussing with supplier	“Reports about suppliers creates right focus to discuss how they could develop further their quality, time and cost management” (JN)
	Measuring instruments	Tools and techniques for supplier measurement	“We follow our suppliers' CO₂ emissions and total recordable incidents (TRIs)-index” (JL)
Process development	Approvals	Formal approvals of management to continue purchasing process	“We have a spend approval before the process can go on” (ER)
	Maverick buying	Making purchases without following the intended purchasing process or choosing suppliers that are accepted by the firm	“When we do not have a system, someone just order by phone and invoices arrive that are not known by us” (KR)
	Process control	Guiding of the purchasing process from the start to end and ensuring the control	“Our system of purchasing and supply management holistically quides the process and include internal controls” (JT)
	Supplier selection control	Ensuring the validity of supplier or preferred status	“When we started to use software, our managers could see additional information when selecting a supplier” (KM)
	Process development	Aim to improve the purchasing process (e.g., transparency)	“Enterprise resource planning solutions are just tools but there must be rules how process goes on” (RV)
Data	Internal data	Data retrieved from inside of the firm or through operations	“We receive information from ERP but we wish to have more data there” (MV)
	External data	Data acquired beyond the firm boundaries	“We collected data from stakeholders to understand possibility of market changes” (JT)
	Supplier data	Internal or external supplier related data	“What kind of suppliers we have. We don't have yet great tools for supplier data management” (JP)
	Data quality	Accuracy, consistency, reliability, and up-to-datedness of data	“Reliability of data is a major factor to slow down adoption of novel solutions” (JT)
Automation	Automated data screening	Data could be checked by automation	“Registration of supplier to a portal could be checked automatically now and then” (JP)
	Automated tenders	Automation of requests for quotation and bids handling	“I see potential in automation of tenders as much as possible for routine purchases” (JM)
	Automated operational purchasing	Automation of purchasing orders	“If we always make the same order frequently, it could be automated instead of manual work” (JL)
Applications	Applications for internal data integration	Any application that creates internal data sets from scattered data	”We gather supplier, invoice and order information to BI-tool” (JN)
	Enterprise resource planning (ERP)	Enterprise resource planning (ERP)	“Operational purchasing goes through ERP” (FC)
	E-sourcing applications	Digital tools for sourcing activities	“We have a e-sourcing system to conduct process electronically” (TP)
	Product data management (PDM)	Product data management (PDM) software that include, e.g. product design data	“We have PDM that means we aim to limit our repertoire of products” (RI)
	Robotic process automation (RPA)	Robotic process automation (RPA)	“RPA will be used to routine tasks” (JL)
	Spend analysis with a program	Software applied to spend analysis	“We have Sievo software for spend analysis” (KR)
	Supplier relationship management (SRM)	Supplier relationship management (SRM)	“We have SRM module, but it is not yet in use” (TP)
	Supplier related applications	Other supplier-related applications that do not belong to other code categories	“Co-development hubs with a supplier” (JM)
Data analytics	Sourcing analyses	Collecting and analyzing procurement data	“There must be reliable internal data for sourcing analysis” (JT)
	Data analytics to market data	Analytics to market data	“Digitalization helps to follow market data but people makes analyses” (RV)
	Digitalization and knowledge based management are dependent on each others	Analytics require data and let knowledge based management	”When decision making requires evaluation, digitalization produces the information needed” (RV)
Digital infrastructure	Structure of digital infrastructure	The basic information technologies and organizational structures, along with the related services and facilities necessary for an enterprise or industry to function” (Tilson et al., 2010, p. 748)	“Our digital environment consist of multiple tools instead of entities” (KM) “No more connections between one system to another but rather API interfaces to help construct system architecture ” (RI)
	Separation of operational and strategic purchasing	Operational and strategic purchasing are often distinct functions in terms of digital solutions	“I would like to see development of process when we move from strategic to operational side.it is a window of vulnerability” (JL)
	Point-to-many solutions to enable interfaces between companies	Data transfer that allows a buyer to communicate with several suppliers through one established connection to a network	“Point-to-many in which buyer builds one connection to a network. In that network there could be hundreds or thousands of suppliers, which allows data transfer through the network. Then there are no built connections to one-by-one” (JL)

	First-order codes	Description	Example of evidence
Supplier measurement	Supplier measurement requires data	A situation when supplier measurement is linked with internal or external data	“When we get data from database, we could build key performance indicators” (MK)
	Supplier data needed for discussions with supplier	A situation when data brings benefit to a buyer when discussing with supplier	“Reports about suppliers creates right focus to discuss how they could develop further their quality, time and cost management” (JN)
	Measuring instruments	Tools and techniques for supplier measurement	“We follow our suppliers' CO₂ emissions and total recordable incidents (TRIs)-index” (JL)
Process development	Approvals	Formal approvals of management to continue purchasing process	“We have a spend approval before the process can go on” (ER)
	Maverick buying	Making purchases without following the intended purchasing process or choosing suppliers that are accepted by the firm	“When we do not have a system, someone just order by phone and invoices arrive that are not known by us” (KR)
	Process control	Guiding of the purchasing process from the start to end and ensuring the control	“Our system of purchasing and supply management holistically quides the process and include internal controls” (JT)
	Supplier selection control	Ensuring the validity of supplier or preferred status	“When we started to use software, our managers could see additional information when selecting a supplier” (KM)
	Process development	Aim to improve the purchasing process (e.g., transparency)	“Enterprise resource planning solutions are just tools but there must be rules how process goes on” (RV)
Data	Internal data	Data retrieved from inside of the firm or through operations	“We receive information from ERP but we wish to have more data there” (MV)
	External data	Data acquired beyond the firm boundaries	“We collected data from stakeholders to understand possibility of market changes” (JT)
	Supplier data	Internal or external supplier related data	“What kind of suppliers we have. We don't have yet great tools for supplier data management” (JP)
	Data quality	Accuracy, consistency, reliability, and up-to-datedness of data	“Reliability of data is a major factor to slow down adoption of novel solutions” (JT)
Automation	Automated data screening	Data could be checked by automation	“Registration of supplier to a portal could be checked automatically now and then” (JP)
	Automated tenders	Automation of requests for quotation and bids handling	“I see potential in automation of tenders as much as possible for routine purchases” (JM)
	Automated operational purchasing	Automation of purchasing orders	“If we always make the same order frequently, it could be automated instead of manual work” (JL)
Applications	Applications for internal data integration	Any application that creates internal data sets from scattered data	”We gather supplier, invoice and order information to BI-tool” (JN)
	Enterprise resource planning (ERP)	Enterprise resource planning (ERP)	“Operational purchasing goes through ERP” (FC)
	E-sourcing applications	Digital tools for sourcing activities	“We have a e-sourcing system to conduct process electronically” (TP)
	Product data management (PDM)	Product data management (PDM) software that include, e.g. product design data	“We have PDM that means we aim to limit our repertoire of products” (RI)
	Robotic process automation (RPA)	Robotic process automation (RPA)	“RPA will be used to routine tasks” (JL)
	Spend analysis with a program	Software applied to spend analysis	“We have Sievo software for spend analysis” (KR)
	Supplier relationship management (SRM)	Supplier relationship management (SRM)	“We have SRM module, but it is not yet in use” (TP)
	Supplier related applications	Other supplier-related applications that do not belong to other code categories	“Co-development hubs with a supplier” (JM)
Data analytics	Sourcing analyses	Collecting and analyzing procurement data	“There must be reliable internal data for sourcing analysis” (JT)
	Data analytics to market data	Analytics to market data	“Digitalization helps to follow market data but people makes analyses” (RV)
	Digitalization and knowledge based management are dependent on each others	Analytics require data and let knowledge based management	”When decision making requires evaluation, digitalization produces the information needed” (RV)
Digital infrastructure	Structure of digital infrastructure	The basic information technologies and organizational structures, along with the related services and facilities necessary for an enterprise or industry to function” (Tilson et al., 2010, p. 748)	“Our digital environment consist of multiple tools instead of entities” (KM)“No more connections between one system to another but rather API interfaces to help construct system architecture ” (RI)
	Separation of operational and strategic purchasing	Operational and strategic purchasing are often distinct functions in terms of digital solutions	“I would like to see development of process when we move from strategic to operational side.it is a window of vulnerability” (JL)
	Point-to-many solutions to enable interfaces between companies	Data transfer that allows a buyer to communicate with several suppliers through one established connection to a network	“Point-to-many in which buyer builds one connection to a network. In that network there could be hundreds or thousands of suppliers, which allows data transfer through the network. Then there are no built connections to one-by-one” (JL)

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