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Institutions may improve the results of all supply chain pushing suppliers to perform according to sustainable targets. Due to this understanding, purchasing became a key activity to offer products and services more sustainable. The quality of production components concentrates great part of studies on this field, but the power consumption of big buyers enable them to negotiate and create demand to new products and services – how measure the success of implemented policy is the challenge.
In a complex organizational structure with different budgets and autonomy levels, how to measure the performance of a centralized decision to buy a sustainable product or service (not directly involved on production) instead of the usual one? This survey tempts to develop an indicator to guide managers to check internally taken decisions and to better implement new ones.
Purchasing is becoming more relevant to institution and better results are achieved when they not consist only on buy and pay. There’s no consensus when the new paradigm (green or triple bottom line) is fulfill or the best way to measure. Researchers analyzed softwares and methodologies to impact into production checking suppliers. Non-strategic items and internal process are seldom investigated.
Survey research with literature review on Web of Science database with keywords “indicator and procurement” and “indicator and purchasing” on peer review papers of the last 5 years, in English, Spanish and Portuguese. Two Excel Microsoft files with all purchasing orders of plastic cups and sustainable cups were sent by the procurement department and the theory tested.
A longer period than 12 months to showing eventually seasonality on purchasing is recommended. The comparison between the amount of sustainable cups and not sustainable ones showed there was space for improvement. In the second chart, know that on average 16 units never bought sustainable cups and take care of them could be more important then look to others units that sometimes or always buy the new product.
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