Procurement is a young field with much potential for further business impact in industry and insight generation through research. In this article four executives from different industries and continents offer their perspective on procurement, purchasing and supply management (PSM) capability development potential and research that can support this. These executives each addressed one of the following important themes and provided candid comment regarding the nexus between academia and practice. (1) Emerging industry 4.0 technologies that can enable new PSM capability development. These technologies should be evaluated in terms of what PSM challenges they can help resolve, not just in terms of how technically promising they may be. (2) PSM talent is key to the realization of new PSM capability and the development of this talent will require executive engagement in creating lifelong learning opportunities for PSM professionals to ensure new competencies and capabilities. (3) Sustainability efforts that are often housed in PSM organizations have much potential to expand these efforts more comprehensively throughout the supply chain and to expand the scope of the efforts. (4) Supplier enabled innovation (SEI) offers a pathway for PSM to meet current business needs with suppliers but also to collaborate with suppliers to create new revenue and customer value. The successful achievement of future PSM capability will require leadership in industry and research to help close the gap between known opportunity areas and actual real-world accomplishment. These executive perspective help us to realize that simplified roadmaps and maturity models underestimate interrelations between these four areas of opportunity and no “single path” currently exists.

采购是一个年轻的领域，有很大的潜力在行业中产生进一步的业务影响，并通过研究产生见解。在本文中，来自不同行业和大洲的四位高管就采购，采购和供应管理（PSM）能力发展潜力以及可以提供支持的研究发表了自己的看法。这些高管们分别谈到了以下重要主题之一，并对学术界与实践界之间的联系发表了坦率的评论。（1）可以实现新的PSM功能开发的新兴工业4.0技术。这些技术应该根据它们可以帮助解决的PSM挑战来评估，而不仅仅是在技术上有希望。（2）PSM人才是实现新的PSM能力的关键，而这种人才的发展将需要高管人员参与，为PSM专业人员创造终身学习机会，以确保新的能力和能力。（3）PSM组织中经常进行的可持续性工作具有很大的潜力，可以在整个供应链中更全面地扩展这些工作，并扩大其工作范围。（4）支持供应商的创新（SEI）为PSM提供了一条途径，既可以满足供应商当前的业务需求，又可以与供应商合作创造新的收入和客户价值。成功实现未来PSM能力将需要在行业和研究领域的领导地位，以帮助缩小已知机会领域与实际现实成就之间的差距。