Purchasing and supply management education chronicles: crafting future leaders

This paper presents an analysis of two courses in the fields of Purchasing and Supply Management (PSM) and Supplier Relationship Management (SRM). The aim is to investigate how teaching content and methodologies can be adapted to align with evolving global trends in PSM, while also evaluating their effectiveness in developing the skills essential for professionals in this field. Drawing on a longitudinal tracking of six years, we examine the courses at three levels: course topics, teaching methods, and assessment methods. We link these three course components with the skills required in PSM. This model categorizes procurement skills into technical , interpersonal , internal and external (to the company) , and strategic skills. The findings highlight the significance of integrating both theoretical foundations and practical applications in PSM education. The study provides insights into how PSM courses can be designed to foster the development of both hard and soft skills that are crucial for procurement professionals. Moreover, the results highlight the importance of regular course reviews to accommodate emerging trends and industry demands. This study makes both theoretical and practical contributions. Theoretically, it offers professors and lecturers a comprehensive framework for designing PSM courses. Practically, it provides managers with guidance on collaborating with academic institutions to promote project-based learning with students, which can help attract talent and advance applied research in the field of PSM. • Purchasing and Supply Management (PSM) education must adapt to meet the evolving needs of students and the job market, emphasizing collaboration between universities and companies, innovative teaching materials, and modern pedagogical methods. • This research introduces a structured framework for designing PSM courses that integrate foundational technical skills with practical applications, emphasizing sustainability, digitization, and interpersonal competencies essential for future Chief Purchasing Officers (CPOs). • Using Bals et al.’s (2019) model, the study clusters PSM skills into four categories—technical, interpersonal, internal/external enterprise, and strategic business skills—and proposes a blended teaching approach to cultivate these skills. • A retrospective analysis of two PSM courses in a Management Engineering program highlights the benefits of combining theoretical foundations with hands-on project-based learning, industry collaborations, and simulations. • The findings underscore the importance of aligning educational strategies with industry trends, fostering students’ cognitive, relational, and adaptive capabilities to prepare them for dynamic global supply networks.