Global Journal of Management and Business Research, A: Administration and Management, Volume 22 Issue 7

corporate way of operating within procurement to ensure a consistent, competitive standing in a volatile reality (Abdelhadi, 2017). Ultimately, it brings us back to this paper’s contribution to academia through the discovery of the notion of procurement logistics, which has received attention due to a need of flexibility and transparency in the value system (Bogaschewsky, 2019). As previously discovered, as resilience is identified as a pivotal feature to meet contemporary buyer value, procurement logistics is viewed as the function to accommodate to such criteria by promoting the importance of information sharing. In other words, it operates as an enhancement of one’s resilient standpoint. In comparison with the traditional primary activity, inbound logistics, procurement logistics implies a deeper emphasis on the relational cooperation with the suppliers, which will enhance the communication and flexibility in association with receiving, storing, and distributing inputs to the product (Zander, et al., 2020; Tracy & Sands, 2021). Finally, as shown in Figure 2 below, replacing the original notion of inbound logistics with procurement logistics, creates a stronger foundation to cope with uncertainty, which will provide a more coherent bridge between primary and secondary activities from an upstream perspective. Through the greater emphasis on information-sharing to attain visibility, procurement logistics’ aim is to competitively enhance the state of stability in the physical value creation of a product (Xie & Chiu, 2021). Overall, through an incorporation of procurement logistics into Porter’s (1985) value chain, the remodification is envisioned to enhance one’s upstream ability in the value system to cater for changing customer demand and mitigating exposure to supply chain volatility. Time for Revitalisation of Value Chain Management: A Reassessment of Porter’s View on Procurement 8 Global Journal of Management and Business Research Volume XXII Issue VII Version I Year 2022 ( ) A © 2022 Global Journals Figure 2: The value chain framework. Adapted from Porter (1985) VI. C onclusion Since its release, Porter’s (1985) value chain has become a worldwide recognised management tool, which is still recommended to be used in order to understand an organisation’s value creating activities. However, the reality is that modern papers have started to be published with the purpose of reassessing whether historical management frameworks still can work as a remedy into business practices of today. The discussion has boomed in the last three years, since global value chains have been vastly affected by COVID-19 and the Suez Canal blockage. This has led to an increased awareness of how vulnerable supply chains are to uncertainty. In relation to modern supply chain execution, it is evident how pivotal an organisation’s capacity of resilience is in the physical value creation. In essence, it is imperative that models of value creation take this fact into account. Particularly the procurement function has received considerable attention, as it has been viewed as a valuable means to develop resilience onwards by enhancing the flow of transparent communication across the value system. With that being said, in regard to the recent years' supply chain disturbance, it has made the author question whether the procurement function can be reconsidered as a primary activity in Porter's (1985) value chain. Even though there are resemblances to the primary activity inbound logistics and the secondary activity procurement, it has been identified that the procurement function cannot be regarded as a primary activity due to its comprehensive emphasis upon sourcing material for the whole company, thus, not solely the production. However, it is