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Journal articles on the topic 'Supplier relationship management'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Lechner, Gerhard. "Supplier Relationship Management: Small, Non-Replaceable Suppliers and Close Customer-Supplier Relationships." Open Journal of Business and Management 07, no. 03 (2019): 1451–59. http://dx.doi.org/10.4236/ojbm.2019.73099.

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Tegbee, Barinaaziga E., Benedict A. Ozurumba, and Erasmus E. Duru. "Effect of Suppliers Relationship Management Strategies on Bureau of Public Procurement (BPP) and National Petroleum Investment and Management Services (NAPIMS) in Nigeria." International Journal of Advances in Engineering and Management 06, no. 12 (2024): 51–65. https://doi.org/10.35629/5252-06125165.

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This work focused on NAPIMS, BPP and Supplier Relationship Management Strategies in Nigeria. Supplier Quality Improvement or SPM, Supplier Lead Time Reduction or SLT, Supplier Collaboration in New Product Development or SCL and Supplier Partnership or Development was recognized in this study as five major categories of Supplier Relationship Management Strategies. Self-developed questionnaires were used in data collection for this study. The study’s analysis was based on ordinal regression analysis. Procurement success in Nigerian government agencies was strongly predicted by the following fact

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3

Shah, Satya, and Mao Ling. "An Exploratory Study for Performance Improvement through Supplier Client Services Framework." International Journal of Applied Sciences & Development 3 (May 8, 2024): 28–56. http://dx.doi.org/10.37394/232029.2024.3.4.

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This research is aimed to study on supplier relationship management particularly on service procurement of the oil and gas industry in Malaysia. Volatile oil price and COVID-19 pandemic required oil and gas companies to re-evaluate their supply chain strategies to minimise the impact. One of the strategies was to build better relationships with suppliers. Based on literature, services procurement is much more complex than goods procurement. The literature reviewed the topic of the oil and gas industry, outsourcing and subcontracting and supplier relationship management. In details, different e

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Martin, Nick. "Supplier relationship management." Interactive Marketing 6, no. 1 (2004): 34–43. http://dx.doi.org/10.1057/palgrave.im.4340266.

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Jain, Deepak. "Supplier Relationship Management." Indian Journal of Computer Science 8, no. 4 (2023): 36. http://dx.doi.org/10.17010/ijcs/2023/v8/i4/173267.

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Mary, Ndunge Kitaka, and Jane Queen Omwenga Dr. "STRATEGIC SOURCING FOR SUSTAINABILITY OF UNIVERSAL HEALTHCARE COVERAGE: A CASE STUDY OF KENYA MEDICAL SUPPLIES AUTHORITY." International Journal of Social Science and Humanities Research 10, no. 2 (2022): 241–56. https://doi.org/10.5281/zenodo.6566610.

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<strong>Abstract:</strong> Universal Health Coverage (UHC) means that all people have access to the health services that they need without the risk of financial hardship when paying for them (WHO, 2010). The main objective of this study was to examine the influence of strategic sourcing on the sustainability of universal healthcare coverage by the Kenya Medical Supplies Authority with the following specific objectives of the study; to establish the influence of strategic supplier selection on the sustainability of universal healthcare coverage by Kenya Medical Supplies Authority, to assess the

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Bothra, Dr Lavendra. "Review Paper: SUPPLYER RELATIONSHIP MANAGEMENT." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 05 (2024): 1–5. http://dx.doi.org/10.55041/ijsrem34692.

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Supplier Relationship Management (SRM) project plan designed to elevate your company's supplier relationships. By implementing a strategic SRM program, we aim to cultivate stronger, more collaborative partnerships that deliver significant benefits for both your organization and your key vendors. Enhanced Efficiency and Cost Savings Optimized procurement processes and improved negotiation strategies will lead to cost reductions. Improved Quality and On-Time Delivery Collaborative initiatives will ensure consistent product quality and reliable delivery schedules. Mitigated Supply Chain Risks Pro

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Romano, Cezar Augusto, and Cleia Silmara de Lara Dandolin. "Relationship between civil construction companies and suppliers: comparative analysis with companies in other sectors." Caderno Pedagógico 21, no. 7 (2024): e5897. http://dx.doi.org/10.54033/cadpedv21n7-179.

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Strategic supplier management establishes criteria for the selection, evaluation, and development of suppliers, in addition to the administration of contracts and supplies. This type of management aims to organize all processes involving suppliers, defining criteria to support decision-making in selecting the best partners, considering those who meet pre-established requirements. Furthermore, efficient management provides closer proximity to suppliers, facilitating relationships, fostering collaborative innovation, improving product costs, and increasing the company's competitiveness. The obje

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KLIOUTCH, IRINA, and JENS LEKER. "SUPPLIER INVOLVEMENT IN CUSTOMER NEW PRODUCT DEVELOPMENT: NEW INSIGHTS FROM THE SUPPLIER'S PERSPECTIVE." International Journal of Innovation Management 15, no. 01 (2011): 231–48. http://dx.doi.org/10.1142/s1363919611003143.

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This paper presents the results from an empirical survey of chemical suppliers, which examines the influence of customer relationship functions on supplier involvement in customer new product development (NPD) from the supplier's perspective. Using multiple regression analysis, we can demonstrate a positive influence between the direct functions (e.g., profit, volume) of customer relationship and supplier involvement in customer NPD. Differentiating between innovative and non-innovative suppliers leads to distinctive differences. While the direct functions are a strong predictor for the suppli

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Taengwa Denhere, Emmanuel, and Farai Choga. "Effect of Supplier Relationship Management on Organizational Performance: A Case Study of the Plastic Manufacturing Industry in Harare Between 2015-2019." Open Journal for Information Technology 5, no. 1 (2022): 17–32. http://dx.doi.org/10.32591/coas.ojit.0501.02017d.

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Supplier relationship management (SRM) is the overall coordination, collaboration and information sharing between an organization and its suppliers. The study focused on the effect of supplier relationship management on organizational performance for firms in the plastic manufacturing industry in Harare. This research adopted an interpretivism philosophy and data was collected using open-ended questionnaires and telephonic interviews. The population was derived from plastic manufacturing companies operating in Harare. A purposive sampling technique was used to select twenty participants. The s

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Feng, Taiwen, and Gang Zhao. "Top management support, inter-organizational relationships and external involvement." Industrial Management & Data Systems 114, no. 4 (2014): 526–49. http://dx.doi.org/10.1108/imds-03-2013-0127.

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Purpose – The purpose of this paper is to examine the effects of top management support (TMS) and inter-organizational relationships (IORs) on external involvement (EI), and their differences across different ownerships. Design/methodology/approach – To test the research hypotheses, structural equation modeling was conducted using data from 176 Chinese manufacturing firms. Findings – TMS enhances relationship with customers and relationship with suppliers. Relationship with customers increases the degree of customer involvement, while relationship with suppliers increases the degree of supplie

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Murithi, Linus Ndege, Patrick Karanja Ngugi, and David Kiarie. "Performance of State Corporations in Kenya: The Role of Electronic Supplier Relationship Management." Journal Integration of Management Studies 2, no. 2 (2024): 264–72. http://dx.doi.org/10.58229/jims.v2i2.265.

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This paper aims to examine the relationship between electronic supplier relationship management (e-SRM) and the performance of state corporations in Kenya. Effective management of supplier relationships is crucial for enhancing suppliers' contributions to organizational performance. However, the adoption of electronic means for managing these relationships has been insufficiently explored, particularly in the public sector. The study focused on all 248 state corporations in Kenya, from which a sample of 153 corporations was selected using a stratified random sampling technique. Employing a des

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Fitriasyach, Khaila Priwisastra, Solehatin Ika Putri, and Lina Affifatusholihah. "Peran Supplier Relationship Management (SRM) Pada Pemasok Di PT. Krakatau Pipe Industries." Improvement: Jurnal Manajemen dan Bisnis 4, no. 2 (2024): 141–49. https://doi.org/10.30651/imp.v4i2.24360.

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Relationship Management and the obstacles in maintaining relationships with suppliers at PT. Krakatau Pipe Industries. The method used is descriptive through observation, interviews and documentation as data collection. Results in this final project is the implementation of Supplier Relationship Management which is carried out by PT Krakatau Pipe Industries through four activities, The first activity is identifying key suppliers based on strategic criteria such as product quality, on- time delivery, competitive pricing, and flexibility in facing market changes. facing market changes. In the se

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Verghese, Anto John, Xenophon Koufteros, and Richard Peters. "Exploring the dual nature of supplier relationship commitment on buyer behaviors." International Journal of Operations & Production Management 40, no. 2 (2019): 196–220. http://dx.doi.org/10.1108/ijopm-03-2019-0226.

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Purpose The authors argue that the supplier’s perspective in managing buyers using relationship commitment is incomplete. The primary reasons for incompleteness are that: the effects of the two types of relationship commitment (i.e. affective and continuance) on buyer behaviors (i.e. individualized consideration and opportunism) are largely ignored from a supplier’s perspective; there is quandary regarding the effects of the two relationship commitment types in a relationship, whether they are favorable or not; and there is also ambiguity regarding the conditions under which relationship commi

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Vaandrager, Celine. "Optimizing risk mitigation in maritime supply chains through strategic supplier relationship management." Journal of Supply Chain Management Science 5, no. 1-2 (2024): 48–65. http://dx.doi.org/10.59490/jscms.2024.7478.

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Modern supply chains face escalating vulnerabilities, especially in the maritime industry. Traditional lean supply chain management lacks flexibility and risk mitigation measures, encouraging the proposal of agile-focused SCM. The success of companies is intricately tied to supplier performance, highlighting the pivotal role of procurement in risk mitigation through supplier relationship management (SRM) strategies. This emphasizes the role of procurement in risk mitigation since they manage suppliers using supplier relationship management (SRM) strategies. To properly apply SRM strategies, su

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Rohner, Peter, and Tobias Mettler. "Hospital Supplier Relationship Management." International Journal of Applied Logistics 1, no. 3 (2010): 44–61. http://dx.doi.org/10.4018/jal.2010070103.

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The structural transformation of modern societies (e.g., aging of population, mobility) as well as continuously increasing market dynamics (e.g., mergers, technological advancement) induces health care organizations to reduce their costs while enhancing service delivery. In other industrial sectors this was achieved by optimizing cooperation, coordination, and communication particularly with regard to the supplier base. However, as the pressure to innovate will increase extensively in the next years, similar developments are becoming relevant for the health care supply chain. In this paper, th

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Große-Wilde, Jörn. "SRM — Supplier-Relationship-Management." Wirtschaftsinformatik 46, no. 1 (2004): 61–63. http://dx.doi.org/10.1007/bf03250996.

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Durach, Christian F., Frank Wiengarten, and Thomas Y. Choi. "Supplier–supplier coopetition and supply chain disruption: first-tier supplier resilience in the tetradic context." International Journal of Operations & Production Management 40, no. 7/8 (2020): 1041–65. http://dx.doi.org/10.1108/ijopm-03-2019-0224.

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PurposeThe present study considers disruption in the buyer–supplier–supplier triad. This triad has a common second-tier supplier as the disruption source, which gives us the tetradic context. The goal is to advance the knowledge on how a first-tier supplier's resilience against lower-tier disruptive events can be developed through horizontally connecting with the other first-tier supplier and how the buyer can benefit from its first-tier suppliers' resilience capability.Design/methodology/approachData from 33 triads was collected and analyzed.FindingsAs predicted, coopetition between two first

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Joshi, Sarang, Manoj Kharat, Rakesh Raut, Sachin Kamble, and Sheetal Kamble. "To examine the relationships between supplier development practices and supplier-buyer relationship practices from the supplier’s perspective." Benchmarking: An International Journal 24, no. 5 (2017): 1309–36. http://dx.doi.org/10.1108/bij-01-2016-0006.

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Purpose The purpose of this paper is to examine the relationships between supplier development practices (SDPs) and supplier-buyer relationship practices from the supplier’s perspective (SBRSP), and seek to understand how specific SDPs may impact a buyer’s operational performance as well as supplier-buyer relationship practices. Design/methodology/approach The authors conducted a survey of 512 respondents from the different manufacturing firms in India and applied structural equation modelling to test a structural model that proposes the impacts of various efforts of SDPs on a buyer’s performa

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Nath, Avishek, Fardin Aziz, and Meherun Nisa Nipa. "A QUALITATIVE STUDY ON CHALLENGES AND STRATEGIES IN SUPPLIER RELATIONSHIP MANAGEMENT IN BANGLADESH." Business and Economics in Developing Countries 2, no. 1 (2024): 36–43. https://doi.org/10.26480//bedc.01.2024.36.43.

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This qualitative study explores the challenges and strategies involved in supplier relationship management (SRM) in Bangladesh, focusing on the unique factors that influence the dynamics between companies and their suppliers in a developing market. In-depth interviews were conducted with key stakeholders from 55 companies across various sectors to gain insights into the difficulties they face and the approaches they adopt to manage supplier relationships effectively. The study identified several critical challenges, including issues with trust, communication barriers, regulatory complexities,

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Krasyuk, O. P. "Suppliers management tactics as a concept of sustainable enterprise development." Litiyo i Metallurgiya (FOUNDRY PRODUCTION AND METALLURGY), no. 4 (January 20, 2020): 68–71. http://dx.doi.org/10.21122/1683-6065-2019-4-68-71.

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The article deals with issues related to the work of OJSC “BSW Management Company of the Holding “BMC” with suppliers. Information on the developed concept of stakeholders between supplier and consumer is given. The types and structure of the procurement process are described, the gradation of the material in the procurement process is carried out. The method of evaluating supplier, starting with the calculation of the quality index of the material supplied, depending on the ratio value of the type of inconsistencies discussed logistics, but also on the basis of partnership relations provides

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Rossiter Hofer, Adriana, Christian Hofer, and Matthew A. Waller. "What gets suppliers to play and who gets the pay? On the antecedents and outcomes of collaboration in retailer-supplier dyads." International Journal of Logistics Management 25, no. 2 (2014): 226–44. http://dx.doi.org/10.1108/ijlm-01-2014-0012.

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Purpose – The purpose of this paper is to adopt and contribute to the further development of the relational view by examining the drivers of retailer-supplier collaboration and its effect on the performance of both the retailer and the supplier. Design/methodology/approach – The paper draws its conclusions from a structural analysis of dyadic survey data collected from consumer packaged goods suppliers and retailers in Brazil. In addition, objective retailer performance measures (retailer in-stock performance) are included in the data set. Findings – The results indicate that a supplier's cust

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Wang, Lei, Chun Zhang, Jun Li, Dong Huo, and Xing Fan. "The influence of unilateral supplier transaction-specific investments on international buyer opportunism: empirical findings from local suppliers in China." International Marketing Review 37, no. 2 (2020): 213–39. http://dx.doi.org/10.1108/imr-05-2018-0177.

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PurposeThis study examines how unilateral supplier transaction-specific investments (TSIs), directly and indirectly, influence international buyer opportunism and the extent to which detailed contracts enable suppliers to safeguard against international buyer opportunism. The study also examines whether relationship length affects the efficacy of detailed contracts in cross-border outsourcing relationships.Design/methodology/approachThe hypotheses are tested by using data collected from multiple informants working for 229 manufacturing suppliers in China. Multiple regression with a three-way i

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Handayani, Dwi Iryaning. "Risk Management Of Supplier-Buyer In Procurement Of Raw Materials For Improving Supply Chain Performance." Jurnal Manajemen 22, no. 3 (2018): 293. http://dx.doi.org/10.24912/jm.v22i3.423.

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This study discusses the relationship between Supplier and Buyer related to the procurement of raw materials. In the establishment of Supplier-Buyer relationship, there are considerable risks including coordination problems in supplying, demanding, and disruption of normal activities. Therefore, in overcoming the risks occurring in the Supplier-Buyer, it is necessary to have risk management approach of Supplier-Buyer relationship in Supply Chain activity, to know the occurrence of potential risks for improving Supply Chain performance. This study aims to analysis risk management on Supplier-Bu

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Rahman, Mohammad Anisur. "What Makes Bangladeshi RMG Suppliers Resilient in Global Apparel Supply Chain Management?" Journal of Economics, Management and Trade 29, no. 8 (2023): 153–76. http://dx.doi.org/10.9734/jemt/2023/v29i81128.

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The global Readymade Garments (RMG) industry heavily relies on global supply chain management that aims to seek suppliers offering affordable, high-quality products delivered quickly. However, research on the factors influencing supplier selection in the RMG sector is scarce, and existing models fail to explain the paradox of rising exports in Bangladesh despite supply chain disruptions. This research strived to pervade this knowledge gap through a mixed-method empirical study on 66 international clothing brands. The findings reveal a two-step supplier selection process involving enlistment in

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Khan, Mudasser Ali, Nawaz Ahmed, and Muhammad Irshad. "Effect of Uncertainty, Supplier Involvement, Supplier Performance and Partnership Quality on Buyer-Supplier Relationship." Market Forces 17, no. 1 (2022): 41–58. http://dx.doi.org/10.51153/mf.v17i1.537.

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The research is undertaken to evaluate the aspects of Uncertainty, Earlier Supplier Involvement, Supplier Performance and Partnership quality on Buyer dependence on the Supplier. In this explanatory research, a model is developed to validate the premise that by drafting value creating supplier relationship in order to help and implement strategies in supply chain management in manufacturing and non-manufacturing companies which will increase the buyerâ€™s dependency of the suppliers. The study used data from atleast 228 procurement personnel from various industries. The results show that early

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Zhao, Rong, Raj Mashruwala, Shailendra Pandit, and Jaydeep Balakrishnan. "Supply chain relational capital and the bullwhip effect." International Journal of Operations & Production Management 39, no. 5 (2019): 658–89. http://dx.doi.org/10.1108/ijopm-03-2018-0186.

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Purpose The purpose of this paper is to conduct a large-sample empirical investigation of how relational capital impacts bullwhip at the supplier. Design/methodology/approach The study uses mandatory disclosures in regulatory filings of US firms to identify a supplier’s major customers and constructs empirical proxies of supply chain relational capital, i.e., length of the relationship between suppliers and customers and partner interdependence. Multivariate regression analyses are performed to examine the effects of relational capital on bullwhip at the supplier. Findings The findings show th

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Klobučar, Tilen, and Jure Erjavec. "CONTINUOUS SUPPLIER RELATIONSHIP MANAGEMENT FRAMEWORK." Poslovna izvrsnost - Business excellence 13, no. 2 (2019): 87–109. http://dx.doi.org/10.22598/pi-be/2019.13.2.87.

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Mettler, Tobias, and Peter Rohner. "Supplier Relationship Management im Krankenhaus." HMD Praxis der Wirtschaftsinformatik 45, no. 1 (2008): 87–95. http://dx.doi.org/10.1007/bf03341177.

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Tawfik Mady, M., Tarek T. Mady, and Sarah T. Mady. "Procurement performance and manufacturer-supplier relationships: a multivariate analysis in Kuwaiti manufacturing companies." Journal of Business & Industrial Marketing 29, no. 5 (2014): 417–26. http://dx.doi.org/10.1108/jbim-01-2012-0005.

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Purpose – The purpose of this study is to report and contrast manufacturer–supplier relationships, supplier selection and procurement performance of two manufacturing sectors in Kuwait. The effect of supplier relationship and selection on the performance of the procurement function was also investigated. Design/methodology/approach – Surveys of supplier selection, supplier relationship and procurement performance are taken from 62 plants operating in 2 competitive manufacturing sectors in Kuwait (foods industry and refractors industry). The study utilizes multivariate and multi-regression anal

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Chernukhina, Galina N., and Alisa V. Khramova. "Relationships of a Trade Organization with Suppliers: How to Achieve a Competitive Advantage." Journal of Modern Competition 17, no. 3 (2023): 59–75. http://dx.doi.org/10.37791/2687-0657-2023-17-3-59-75.

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The article presents the author’s vision of supplier relationship management in the logistics system of a trade organization to ensure competitive advantages. Supplier selection is an actual and important stage in the implementation of procurement management functions. Effective management of this aspect of activity contributes to the establishment of ways of interaction with companies that provide logistics to the organization. Finding suitable suppliers and establishing long-term relationships with them can help companies provide customers with quality products and services at competitive pr

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Jap, Sandy D., and Shankar Ganesan. "Control Mechanisms and the Relationship Life Cycle: Implications for Safeguarding Specific Investments and Developing Commitment." Journal of Marketing Research 37, no. 2 (2000): 227–45. http://dx.doi.org/10.1509/jmkr.37.2.227.18735.

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Powerful suppliers often require retailers to make significant idiosyncratic investments to improve coordination between organizations and to enhance the supplier's presence in the end market. The authors examine how a retailer might better manage the hold-up potential of these transaction-specific investments (TSIs) through the use of three control mechanisms: supplier's TSIs, the development of relational norms, and the use of explicit contracts. Moreover, the authors consider the time-dependent nature of these mechanisms by observing their effects on commitment over the course of a relation

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Martadisastra, Dedie, and Aekram Faisal. "The Influence of Modern Retail-Suppliers Relationships on Suppliers Performance." Indonesian Management and Accounting Research 19, no. 2 (2021): 205–28. http://dx.doi.org/10.25105/imar.v19i2.7589.

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The aim of the study was to study the factors of harmonization of behavior of modern retail-suppliers relationships in the supply chain of modern retail suppliers and their impact on suppliers performance. On the other side of the extent to the factors of harmonization behavior (commitment, conflict, conflict management, cooperation and trust) influence the closeness of the modern retail-suppliers relationships. The paper presents the results of a survey of packaged processed foods suppliers which formed part of the wider study of the factors of harmonization behavior. The findings of this stu

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Susanto, Indhira Prameswari, Farida Pulansari, and Nur Rahmawati. "Enhancing supplier management strategies: integrating purchasing and supplier potential matrices in furniture manufacturing." Operations Excellence: Journal of Applied Industrial Engineering 16, no. 2 (2024): 110. http://dx.doi.org/10.22441/oe.2024.v16.i2.107.

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Supplier segmentation is one of the most important supply chain activities for most companies that collaborate with many suppliers such as in furniture manufacturing. Purchasing Portfolio Matrix (PPM) is a segmentation method that considers two dimensions (supply risk and profit impact) which are the basis for classifying materials to be purchased by the company. Supplier Potential Matrix (SPM) is a new supplier segmentation approach that includes two dimensions (capabilities and willingness). These two approaches are important because they have different focuses, namely PPM on suppliers while

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Houston, Mark B., and Shane A. Johnson. "Buyer–Supplier Contracts versus Joint Ventures: Determinants and Consequences of Transaction Structure." Journal of Marketing Research 37, no. 1 (2000): 1–15. http://dx.doi.org/10.1509/jmkr.37.1.1.18719.

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When a buyer firm and a supplier firm plan to transact, what factors drive their choice of mechanism to govern the relationship? Focusing on contract-governed versus joint venture–governed relationships, the authors present a theoretical framework that specifies the conditions that make one or the other form of relationship structure more appropriate. This study was designed to address potential limitations regarding measurement, financial consequences, and context in the extant literature. The authors employ measures derived from Standard & Poor's Compustat financial database and an overa

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Sepadyati, Nova. "An Exploration of Risks Involved in Managing Supplier Portfolio in Multinational Companies Operating in Indonesia." Jurnal Teknik Industri 21, no. 2 (2019): 79–90. http://dx.doi.org/10.9744/jti.21.2.79-90.

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Purpose -- The purpose of this qualitative study is to find out how companies manage their relationship with different suppliers to ensure their performance. The aim of the research is to understand how supplier portfolio affects companies’ decision both in selecting and managing the relationship with their suppliers.Design/methodology/approach -- A case study approach is employed to undertake the research, where data collected from semi-structure interviews and companies’ reports.Findings -- Presents indications from a study of three MNCs in FMCG sector in Indonesia regarding their practices

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Machira, Faith Wangari, and Dr Perris Chege, PhD. "Supplier Relationship Management and Performance of Supermarkets in Nairobi County, Kenya." Journal of Procurement & Supply Chain 5, no. 2 (2025): 17–32. https://doi.org/10.70619/vol5iss2pp17-32.

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In Kenya, supermarkets are regarded as one of the primary contributors to the economy’s notable expansion and advancement. However, in recent times, the performance of the retail industry has been beset by several challenges. This study aimed to examine the effect of supplier relationship management on supermarket performance in Nairobi County. The research adopted a descriptive research design which focused on describing the phenomenon being studied. The research target population comprised 147 registered hyper and mega supermarkets operating within Nairobi City County. Stratified and simple

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Tóth, Zsófia, Martin Liu, Jun Luo, and Christos Braziotis. "The role of social media in managing supplier attractiveness." International Journal of Operations & Production Management 40, no. 5 (2019): 625–46. http://dx.doi.org/10.1108/ijopm-04-2019-0321.

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Purpose Managing attractiveness is a constant challenge to mobilize relationship-specific investments, especially in a business environment increasingly enhanced by social media (SM) activities. There is limited knowledge on how SM activities contribute to supplier attractiveness, so decisions about strategizing with SM and consequent resource allocations become highly uncertain. The purpose of this paper is to examine how suppliers’ SM activities influence supplier attractiveness. Design/methodology/approach Altogether, 57 senior managers were interviewed: 32 semi-structured in-depth intervie

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Yilmaz Börekçi, Dilek, Arzu Işeri Say, Hayat Kabasakal, and Yasin Rofcanin. "Quality of relationships with alternative suppliers: The role of supplier resilience and perceived benefits in supply networks." Journal of Management & Organization 20, no. 6 (2014): 808–31. http://dx.doi.org/10.1017/jmo.2014.51.

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AbstractSupplier–buyer exchange relationship and quality of that relationship (supplier satisfaction and commitment) have been examined from various angles in the extant literature. Yet, there is a paucity of research investigating the influence of supplier characteristics – especially supplier resilience – on relationship quality. Driven to fill this gap, this study aims to develop theory of the influence of perceived benefits from supplier–buyer exchange relationship and supplier resilience on relationship quality. Data drawn from 97 supplier–buyer dyads were used. Hierarchical regression an

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Prajogo, Daniel, Carlos Mena, and Mesbahuddin Chowdhury. "The role of strategic collaborations and relational capital in enhancing product performance – a moderated-mediated model." International Journal of Operations & Production Management 41, no. 3 (2021): 206–26. http://dx.doi.org/10.1108/ijopm-05-2020-0256.

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PurposeThe purpose of this paper is to test the moderated-mediated model using a dataset drawn from 204 manufacturing firms in Australia, and Hayes' PROCESS macro software was used for analyzing the research model.Design/methodology/approachThis study examines how firms can leverage the strategic value of their key supplier for improving their product performance by developing strategic collaborations with the key supplier as a mediating factor. Furthermore, it also seeks to understand the role that commitment plays in strategic relationships by testing how the mediating role of strategic coll

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Nazari-Shirkouhi, Salman. "Investigating the effects of customer relationship management and supplier relationship management on new product development." Tehnicki vjesnik - Technical Gazette 22, no. 1 (2015): 191–200. http://dx.doi.org/10.17559/tv-20140623130536.

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Qiao, Jianqi, Suicheng Li, and Antonio Capaldo. "Why and how do suppliers develop environmental management capabilities in response to buyer-led development initiatives?" Supply Chain Management: An International Journal 29, no. 7 (2024): 112–34. http://dx.doi.org/10.1108/scm-08-2023-0395.

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Purpose Although buying firms increasingly adopt supplier development to help suppliers enhance their ability to deal with environmental issues, little is known about the mechanisms by which buyer-led environmental supplier development (ESD) affects the environmental management capabilities (EMC) of suppliers. Focusing on the supplier perspective and specifically on the role of psychological mechanisms at the supplier level, the authors adopt the stimulus–organism–response framework from functionalist psychology to investigate the mediating role of environment-related supplier perceived relati

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Salam, Mohammad Asif, and Sami A. Khan. "Achieving supply chain excellence through supplier management." Benchmarking: An International Journal 25, no. 9 (2018): 4084–102. http://dx.doi.org/10.1108/bij-02-2018-0042.

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PurposeThe purpose of this paper is to develop a supplier selection and management program to improve overall supplier performance.Design/methodology/approachSupplier performance is measured in terms of quality and delivery within a fast moving consumer goods (FMCG) business of a multinational company based in Thailand using a case study methodology. The quality and delivery related data were collected from daily deliveries at the manufacturing plant both before and after implementing the supplier management program.FindingsFindings of the study suggest that the selection of suppliers based on

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Jajja, Muhammad Shakeel Sadiq, Muhammad Asif, Frank L. Montabon, and Kamran Ali Chatha. "The influence of institutional pressures and organization culture on Supplier Social Compliance Management Systems." International Journal of Physical Distribution & Logistics Management 49, no. 5 (2019): 552–74. http://dx.doi.org/10.1108/ijpdlm-11-2017-0359.

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Purpose The purpose of this paper is to use institutional theory to develop the constructs of institutional pressures for social compliance and argue for a positive relationship between institutional pressures and Supplier Social Compliance Management System (SSCMS). Moreover, the authors theorize that the impact of institutional pressures on SSCMS is moderated by the supplier’s organizational culture. This is done in a particularly salient context, which is apparel manufacturing in a developing country. Design/methodology/approach The hypothesized model is tested using data of 164 suppliers f

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Verville, Jacques, Nazim Taskin, and Sweety Law. "Buyer-supplier relationships in supply chain management: relationship, trust, supplier involvement, and performance." International Journal of Agile Systems and Management 4, no. 3 (2011): 203. http://dx.doi.org/10.1504/ijasm.2011.040515.

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Emon, Md Mehedi Hasan, Tahsina Khan, and Saleh Ahmed Jalal Siam. "Quantifying the influence of supplier relationship management and supply chain performance." Brazilian Journal of Operations & Production Management 21, no. 2 (2024): 2015. http://dx.doi.org/10.14488/bjopm.2015.2024.

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Purpose: This study explores the impact of Supplier Relationship Management (SRM) practices on supply chain performance, with a focus on cost efficiency, within the dynamic context of Bangladesh. The purpose is to elucidate the relationships between SRM practices, specifically Supplier Collaboration, Supplier Development, Supplier Evaluation and Selection, and Long-Term Supplier Relationships, and their influence on cost efficiency within supply chains. Design/Methodology/Approach: A quantitative research approach was employed, utilizing regression analysis and correlation analysis to analyze

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Jack, Eric P., and Thomas L. Powers. "Managing strategic supplier relationships: antecedents and outcomes." Journal of Business & Industrial Marketing 30, no. 2 (2015): 129–38. http://dx.doi.org/10.1108/jbim-08-2011-0101.

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Purpose – The purpose of this paper was to examine the antecedents of strategic supplier relationships in conjunction with outcomes of product and service quality and financial performance. The management of strategic supplier relationships involves the selection and development of suppliers that share common goals and strategies of the partnering organization. Design/methodology/approach – Structural equation modeling using partial least squares is used to verify and test these relationships. Findings – Top management support, technological preparedness and trust were found to have significan

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Sutarmin, Akhmad Darmawan, Siti Nur Azizah, and Dadang Prasetyo Jatmiko. "An empirical evidence: supplier behavior in the natural materials of buyer – supplier relationship." Problems and Perspectives in Management 15, no. 1 (2017): 158–65. http://dx.doi.org/10.21511/ppm.15(1-1).2017.02.

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This research is a case study belonging to the historical research. The data were taken from the Department of Natural Product Buying and Financial and Controlling XYZ CORP. XYZ CORP is a manufacturing enterprise and exporter of clove oil and its derivatives to the world with a market share of about 55% of the world market. This study aims to empirically examine and study the ethical behavior of suppliers in the ever-changing business environment. The analysis tool used is the Mann Whitney test with SPSS 17.0 software. Based on the survey results it was revealed that for natural raw materials,

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Makkonen, Hannu, Sini Nordberg-Davies, and Rami Olkkonen. "“Shopping for Items” or “Partnering for Performance”? A framework of purchasing practices for value co-creation in post-outsourcing buyer–supplier relationships." Journal of Business & Industrial Marketing 33, no. 7 (2018): 1027–36. http://dx.doi.org/10.1108/jbim-07-2017-0173.

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Purpose The article aims to further understanding of purchasing practices in post-outsourcing buyer–supplier relationships, and it provides a holistic approach and onceptualizations with which to balance the perspectives of purchasing as an intra-firm operational function and as a strategic activity embedded in relationship and network management. Design/methodology/approach The research is based on an inductive-oriented case study. The data comprised 61 thematic interviews conducted at 17 buyer companies (electricity distribution companies), 11 service supplier companies and six third-party o

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Um, Ki-Hyun, and Jae-Young Oh. "The interplay of governance mechanisms in supply chain collaboration and performance in buyer–supplier dyads: substitutes or complements." International Journal of Operations & Production Management 40, no. 4 (2020): 415–38. http://dx.doi.org/10.1108/ijopm-07-2019-0507.

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PurposeThis study seeks: (1) to identify whether the form of governance adopted (relational or contractual) drives suppliers' and buyers' collaboration in the same way; (2) to examine if both parties hold a similar view on the simultaneous use of both governance forms; and (3) to explore whether their perceptions on governance, collaboration and performance differ.Design/methodology/approachThe study used data from a survey of 150 matched buyer–supplier dyads from South Korea, using structural equation modeling (SEM) for the analysis.Findings(1) While governance mechanisms assist collaboration

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