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This study examines how Supplier Relationship Management (SRM) capability shapes inter-firm trust and purchasing risk in digitally evolving supply networks. We survey Moroccan firms across sectors (n = 362) and estimate measurement and structural models using PLS-SEM, with robustness checks via CB-SEM. Reliability and validity are satisfactory (loadings ≥0.78; α and CR ≥ 0.88; AVE ≥ 0.63; HTMT ≤0.82; SRMR <0.08; Q2 > 0). Results reveal a nuanced configuration: technological integration positively affects trust (β = 0.24, p < 0.001) and reduces purchasing risk (β = −0.18, p < 0.001); data and analytics similarly increase trust (β = 0.27, p < 0.001) and lower risk (β = −0.22, p < 0.001). By contrast, process and governance shows non-significant associations with trust (β = −0.31, p > 0.005) and purchasing risk (β = 0.29, p > 0.005). These findings advance capability- and relational-based views by demonstrating that systems interoperability and anticipatory intelligence are levers for relational quality and risk attenuation, while formalization remains a contingent complement. Managerially, prioritizing ERP/API interoperability, shared analytics, and lightweight governance can enhance trust and curb exposure. Limitations include cross-sectional design, perceptual measures, and contextual generalizability.

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Supplier Relationship Management (SRM) Systems as a Lever for Trust and Purchasing Risk Reduction in Digital Supply Networks

  • 会议论文

  • 发表日期：

    2026年

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  • Siham Slassi-Sennou,
  • Soufiane Elmouhib

摘要

This study examines how Supplier Relationship Management (SRM) capability shapes inter-firm trust and purchasing risk in digitally evolving supply networks. We survey Moroccan firms across sectors (n = 362) and estimate measurement and structural models using PLS-SEM, with robustness checks via CB-SEM. Reliability and validity are satisfactory (loadings ≥0.78; α and CR ≥ 0.88; AVE ≥ 0.63; HTMT ≤0.82; SRMR <0.08; Q2 > 0). Results reveal a nuanced configuration: technological integration positively affects trust (β = 0.24, p < 0.001) and reduces purchasing risk (β = −0.18, p < 0.001); data and analytics similarly increase trust (β = 0.27, p < 0.001) and lower risk (β = −0.22, p < 0.001). By contrast, process and governance shows non-significant associations with trust (β = −0.31, p > 0.005) and purchasing risk (β = 0.29, p > 0.005). These findings advance capability- and relational-based views by demonstrating that systems interoperability and anticipatory intelligence are levers for relational quality and risk attenuation, while formalization remains a contingent complement. Managerially, prioritizing ERP/API interoperability, shared analytics, and lightweight governance can enhance trust and curb exposure. Limitations include cross-sectional design, perceptual measures, and contextual generalizability.