Abstract As the number of supply disruptions is increasing in frequency and severity, firms should not wait idly until an event occurs to act on it. This paper empirically identifies the key capabilities that the PSM function develops and maintains in order to increase resilience in the supply-side of the buying firm. Dyadic case studies were conducted with four buying and supplying companies in Brazil in order to explore how PSM functions contribute internally and externally to supply-side resilience. To provide a framework for understanding the results, the three blocks of the Dynamic Capabilities View (DCV) – Process, Position, and Path – were used as a theoretical underpinning. To support the content analysis, QDA Miner software was used to codify the interviews (data fragmenting and re-assembling) to clarify the data related to the research question and thus facilitate the interpretation. The within-case analyses were conducted focusing on the salient capabilities of PSM's contribution to supply-side resilience, followed by a cross-case analysis to identify similarities and differences across the four cases. The research revealed three key capabilities in which PSM can contribute to supply-side resilience (SSRes): PSM positioning within the company's structure and its authority to make decisions; PSM bundling of proactive and reactive practices from the internal and external part of the organization; and PSM knowledge gathering, storage, and retrieval from business operations that generate competences. By recognizing resilience concerns, PSM managers are more capable of managing and controlling the resources, practices, and competences in their strategic or daily tasks. The resilient capabilities developed by an organization will likely be disseminated to their partners, expanding a resilient effect along the supply chain. This research contributes to the literature by developing a framework that highlights and integrates the PSM dynamic capabilities that contribute to SSRes. Although it has limitations, it allows for future research opportunities.

中文翻译：

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采购和供应管理 (PSM) 对供应侧弹性的贡献

摘要 随着供应中断的频率和严重程度不断增加，企业不应袖手旁观，直到事件发生才采取行动。本文凭经验确定了 PSM 功能开发和维护的关键能力，以提高采购公司供应方的弹性。对巴西的四家采购和供应公司进行了 Dyadic 案例研究，以探索 PSM 功能如何在内部和外部对供应侧弹性做出贡献。为了提供理解结果的框架，动态能力视图 (DCV) 的三个模块——过程、位置和路径——被用作理论基础。为了支持内容分析，使用QDA Miner软件对访谈进行编码（数据碎片化和重组），以澄清与研究问题相关的数据，从而促进解释。案例内分析的重点是 PSM 对供应侧弹性贡献的显着能力，然后是跨案例分析，以确定四个案例之间的异同。研究揭示了 PSM 可以为供应方弹性 (SSRes) 做出贡献的三个关键能力： PSM 在公司结构中的定位及其决策权；PSM 捆绑了来自组织内部和外部部分的主动和被动实践；从产生能力的业务运营中收集、存储和检索 PSM 知识。通过认识到弹性问题，PSM 经理更有能力管理和控制其战略或日常任务中的资源、实践和能力。组织开发的弹性能力很可能会传播给其合作伙伴，从而在整个供应链中扩大弹性效应。这项研究通过开发一个框架来突出和整合有助于 SSRes 的 PSM 动态能力，从而为文献做出贡献。虽然它有局限性，但它为未来的研究提供了机会。这项研究通过开发一个框架来突出和整合有助于 SSRes 的 PSM 动态能力，从而为文献做出贡献。虽然它有局限性，但它为未来的研究提供了机会。这项研究通过开发一个框架来突出和整合有助于 SSRes 的 PSM 动态能力，从而为文献做出贡献。虽然它有局限性，但它为未来的研究提供了机会。