Going beyond supplier diversity to economic Inclusion:Where are we now and where do we go from here?

IF 6.8 2区 管理学 Q1 MANAGEMENT
Andrea Sordi, Wendy L. Tate, Feigao Huang
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引用次数: 8

Abstract

Supplier diversity is not a new concept but has increased in urgency due to racial unrest and social polarization across the globe. As culture shifts globally, demanding more diversity and inclusion in businesses, companies are having to rethink their overarching values and strategies. Supplier diversity programs foster more inclusive relationships with diverse and underrepresented populations of suppliers to produce both economic and social impact. Researchers have shown if managed effectively, a diverse and inclusive supply base can help organizations reduce risk, enhance brand image, and increase innovation and flexibility. The intent of this Notes and Debates article is to introduce and define supplier diversity, showing how an economically inclusive supplier diversity program enhances organizational benefits and provides greater economic and social benefits. A secondary intent is to begin the dialogue on the benefits of transitioning from traditional supplier diversity programs to fully embedded economic inclusion models. What is the purpose behind the transition? Is more supplier diversity necessarily better? What enablers or capabilities may be needed to evolve from a traditional supplier diversity program to a strategically positioned economic inclusion mindset? Suggestions are made about embedding key enablers within an organizational structure so that companies can mature in supplier diversity efforts and drive stronger social and economic value. This Notes and Debates piece uses support from ongoing research efforts that include interviews with companies engaged in supplier diversity programs and several supplier diversity councils. Some initial observations and remarks are incorporated in the text to help illustrate how to move from supplier diversity to economic inclusion. The enablers that help move from traditional diversity programs to economic inclusivity appear to mature and develop over time. Some organizations remain in the early, more traditional phases while others have dynamic ecosystems that have developed to support this transition.

从供应商多样性到经济包容性:我们现在在哪里,我们要往哪里去?
供应商多元化并不是一个新概念,但由于全球范围内的种族动荡和社会两极分化,供应商多元化已经迫在眉睫。随着全球文化的转变,企业要求更多的多样性和包容性,企业不得不重新思考它们的总体价值观和战略。供应商多元化计划促进与多元化和代表性不足的供应商群体建立更具包容性的关系,以产生经济和社会影响。研究表明,如果管理有效,多元化和包容性的供应基础可以帮助组织降低风险,提升品牌形象,增加创新和灵活性。这篇文章的目的是介绍和定义供应商多样性,展示一个经济上包容性的供应商多样性计划如何提高组织效益,并提供更大的经济和社会效益。第二个目的是开始就从传统的供应商多样性计划过渡到完全嵌入的经济包容模式的好处进行对话。转型背后的目的是什么?供应商的多样性一定更好吗?从传统的供应商多元化计划发展到战略性的经济包容性思维,需要哪些推动因素或能力?提出了在组织结构中嵌入关键推动者的建议,以便公司能够在供应商多样性方面努力成熟,并推动更大的社会和经济价值。这篇笔记和辩论文章使用了正在进行的研究工作的支持,包括对参与供应商多元化计划的公司和几个供应商多元化委员会的采访。本文纳入了一些初步观察和评论,以帮助说明如何从供应商多样性转向经济包容性。随着时间的推移,帮助从传统的多样性项目转向经济包容性的推动因素似乎已经成熟和发展。一些组织仍然处于早期的、更传统的阶段,而另一些组织已经开发出动态的生态系统来支持这种转变。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
10.30
自引率
18.00%
发文量
31
审稿时长
70 days
期刊介绍: The mission of the Journal of Purchasing & Supply Management is to publish original, high-quality research within the field of purchasing and supply management (PSM). Articles should have a significant impact on PSM theory and practice. The Journal ensures that high quality research is collected and disseminated widely to both academics and practitioners, and provides a forum for debate. It covers all subjects relating to the purchase and supply of goods and services in industry, commerce, local, national, and regional government, health and transportation.
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