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1
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 (February 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 supplier involvement in the non-innovative supplier group, in the innovative group only indirect functions (innovation, market, scout and access functions) influence the supplier involvement. These results show that mutual support in the NPD and open network are the imperative triggers for the involvement of innovative suppliers. The obtained results provide theoretical as well as practical implications for the supplier involvement in customer NPD.
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Lee, Alfred Bo Shing, Felix T. S. Chan, and Xiaodie Pu. "Impact of supplier development on supplier’s performance." Industrial Management & Data Systems 118, no. 6 (July 9, 2018): 1192–208. http://dx.doi.org/10.1108/imds-05-2017-0229.
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Purpose The purpose of this paper is to explore the impact of supplier development (SD) on supplier’s performance by sharing implicit knowledge in mentorship under the influence of supplier’s organizational culture (OC). Design/methodology/approach A survey questionnaire was employed to collect data from 226 employees of participating suppliers after conducting mentorship training at the suppliers’ site. The data were analyzed by the partial least squares structural equation modeling with software SmartPLS Ver. 3.0. Findings The empirical analysis indicates that SD by mentorship partially mediates the total effects of OC – power distance and uncertainty avoidance – on performance. It completely mediates the collaborative culture on performance. Originality/value This study may confirm that the SD program by mentorship is a viable strategy to enhance the performance of supply chain partners and the selection of suppliers.
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Imeri, Shpend, Khuram Shahzad, Josu Takala, Yang Liu, Ilkka Sillanpää, and Tahir Ali. "Evaluation And Selection Process of Suppliers Through Analytical Framework: An Emprical Evidence of Evaluation Tool." Management and Production Engineering Review 6, no. 3 (September 1, 2015): 10–20. http://dx.doi.org/10.1515/mper-2015-0022.
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AbstractThe supplier selection process is very important to companies as selecting the right suppliers that fit companies strategy needs brings drastic savings. Therefore, this paper seeks to address the key area of supplies evaluation from the supplier review perspective. The purpose was to identify the most important criteria for suppliers’ evaluation and develop evaluation tool based on surveyed criteria. The research was conducted through structured questionnaire and the sample focused on small to medium sized companies (SMEs) in Greece. In total eighty companies participated in the survey answering the full questionnaire which consisted of questions whether these companies utilize some suppliers’ evaluation criteria and what criteria if any is applied. The main statistical instrument used in the study is Principal Component Analysis (PCA). Thus, the research has shown that the main criteria are: the attitude of the vendor towards the customer, supplier delivery time, product quality and price. Conclusions are made on the suitability and usefulness of suppliers’ evaluation criteria and in way they are applied in enterprises.
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Arroyo‐López, Pilar, Elsebeth Holmen, and Luitzen de Boer. "How do supplier development programs affect suppliers?" Business Process Management Journal 18, no. 4 (July 20, 2012): 680–707. http://dx.doi.org/10.1108/14637151211253792.
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PurposeThe purpose of this paper is to evaluate the effects of supplier development programs on the short‐term performance of suppliers and the more long‐term development of their capabilities given the relational learning context of the dyad.Design/methodology/approachData were collected through a survey of strategic suppliers from original equipment manufacturers of the automotive industry located in Mexico.FindingsResults suggest that basic and widely used forms of supplier development hardly lead to improved operational and financial performance of suppliers. More demanding and less frequently used forms of supplier development may lead to improved supplier performance given the suppliers have sufficient absorptive capacity and the presence of an adequate collaborative and relational learning context.Research limitations/implicationsOnly suppliers of firms in the automotive industry were surveyed; participant suppliers were referred by buying firms operating in Mexico.Practical implicationsWhen designing supplier development activities, buying firms need to take into consideration that high involvement and investment on supplier development activities is required when their goal is to improve the supplier base.Social implicationsGovernments organizing supplier development programs should consider the importance of promoting knowledge transfer activities above evaluation and feedback to assure the success of their efforts to develop the national supply industry.Originality/valueThe value of supplier development programs is explored in this paper, taking into account the efforts of the buying firms to transfer knowledge and the moderating effect of the relational and learning context. Relevant recommendations for the design of such programs to buyers, suppliers and government are discussed.
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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 (December 5, 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 commitment types might serve as effective relational governance mechanisms. The paper aims to discuss this issue. Design/methodology/approach The authors employ survey data obtained from 207 suppliers to test the hypotheses using structural equations modeling. Findings The authors extend contemporary knowledge on supplier relationship commitment by revealing that at high-levels of buyer-leverage, supplier affective commitment can induce buyer opportunism and supplier continuance commitment can induce buyer individualized consideration. Furthermore, buyer-leverage positively moderates the interaction effect of supplier commitment types to promote buyer opportunism. Research limitations/implications The authors do not examine a buyer’s perspective, but from a supplier’s perspective, suppliers can maximize their benefits from their relationship commitment by embracing affective commitment while ensuring that buyers do not have excessive leverage. Originality/value The study presents a significant contribution to the extant literature on relationship commitment by probing the dual nature of supplier relationship commitment; albeit for specific configurations of commitment types and buyer-leverage.
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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 (August 5, 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 customer orientation is an important determinant of supplier relationship-specific investments and, ultimately, supply chain collaboration. The empirical results also indicate that retailers stand to benefit the most from a supplier's collaborative efforts. In addition, there is evidence that a supplier's customer orientation is positively related to its own performance. Research limitations/implications – The limited sample size – a result of the dyadic nature of the data – constitutes a limitation and, at the same time, presents opportunities for future, larger-scale studies. Nonetheless, this study highlights the value of customer orientation and collaboration in terms of driving performance outcomes for both suppliers and buyers, while invoking the notion that the benefits of supply chain collaboration accrue differentially over time from the retailers’ and suppliers’ perspectives. Originality/value – While many of the relationships set forth in this research have been implicitly assumed by proponents of the relational view, this study furthers the development of the relational view by explicitly modeling supplier relationship-specific investments and customer orientation as antecedents of collaboration. Moreover, the study contributes to the literature on buyer-supplier collaboration by simultaneously exploring to what extent both suppliers and retailers derive benefits from such collaboration.
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Pienaar, Wessel. "Overview of business procurement processes in South Africa." Corporate Ownership and Control 10, no. 1 (2012): 311–16. http://dx.doi.org/10.22495/cocv10i1c3art1.
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The article focuses on the procurement of goods to support the business operations of organisations, with special reference to South African practice. The following aspects are detailed: (1) identifying and specifying procurement needs; (2) selecting suppliers; and (3) controlling suppliers’ performance. It is deduced that the procurement management process consists of five principal steps: (1) identifying and specifying a procurement need; (2) supplier survey; (3) investigation and assessment of suppliers; (4) choice of supplier(s); and (5) establishing and developing relationships with suppliers and controlling their performance. Steps 2, 3 and 4 collectively form the supplier selection phase.
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Aljafari, Abdullah M., and Tom J. Brown. "Supplier-initiated ingredient/component branding." Journal of Business & Industrial Marketing 35, no. 6 (April 10, 2020): 1023–35. http://dx.doi.org/10.1108/jbim-10-2018-0317.
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Purpose This paper aims to understand the process of initiating ingredient/component (IC) branding from the supplier's perspective. It proposes modeling entrepreneurial orientation (EO) as an antecedent factor and differentiation abilities (functional and reputational) as mediators. Investigating IC branding from the supplier's perspective is critical given the cost and risk associated with implementing such a strategy. Design/methodology/approach A total of 5,254 manufacturing companies were screened to identify IC supplier firms that meet certain criteria. Survey data were collected from 77 top managers (Chief Executive Officers or Chief Marketing Officers) of IC supplier firms. The paper uses partial least squares structural equation modeling (PLS-SEM) and SPSS in analyzing data. Findings The results indicate that IC branding is a complex strategy – one involving a number of steps that need to be taken in a specific order. More specifically, results indicate that IC branding starts with EO exerting a positive influence on IC functional differentiation ability (FDA). FDA facilitates reputational differentiation ability (RDA), which in turn encourages the supplier to initiate IC branding. Originality/value This paper addresses an important gap by studying the process through, which suppliers initiate IC branding.
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Patrucco, Andrea S., Davide Luzzini, Antonella Moretto, and Stefano Ronchi. "Attraction in buyer–supplier relationships." Business Process Management Journal 25, no. 2 (April 1, 2019): 347–67. http://dx.doi.org/10.1108/bpmj-06-2017-0137.
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PurposeThe purpose of this paper is to shed light on the dynamics of buyer–supplier industrial relationships and the role of customer attractiveness—a requisite to obtain best efforts from suppliers involved in collaborative initiatives.Design/methodology/approachThe paper develops a theoretical framework tested through an international survey with a structured equation modeling approach.FindingsResults confirm that customer attractiveness positively affects both innovation and cost performance ensured by suppliers. Moreover, several direct and indirect antecedents of customer attractiveness are identified, including characteristics of the buying firm’s procurement department (i.e. procurement knowledge and procurement status) and supply chain relationship characteristics (i.e. proficiency of supplier collaboration and visibility).Research limitations/implicationsBecause of the survey approach, the research results are limited to the data collected.Practical implicationsFindings support the relevance of collaborative relationships in improving performance, and the key role procurement department could play in managing the multifaceted aspects of supplier collaboration.Originality/valueThis paper investigates, on the one hand, why customer attractiveness is relevant for supply chain management, and what are the effects on innovation and cost performance ensured by suppliers; on the other hand, antecedents of customer attractiveness are considered, with a main focus on organizational and relational procurement variables.
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Fitriyani, Anisah, Rachman Komarudin, Yana Iqbal Maulana, and Ali Haidir. "Penerapan Metode Weighted Product (WP) Pada Pemilihan Supplier Kimia Terbaik PT. Mayer Indah Indonesia Bogor." Bianglala Informatika 8, no. 1 (March 31, 2020): 36–43. http://dx.doi.org/10.31294/bi.v8i1.8106.
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PT. Mayer Indah Indonesia is a company engaged in the field of textile. In order to face business competition, there are several problems that often arise, namely not having supplier selection procedures. The supplier selection conducted by the company's purchasing department at this time is a direct survey and price comparison. supplier distance with the company so that shipping costs are high and ease of negotiation and payment systems. So the supplier selection needs to be done by using the right method in accordance with company standards, namely weighted product (wp) with the aim of providing information to companies about alternative methods that can be used in objectively selecting suppliers and providing input on the performance of suppliers. Keywords: Selection, Chemical Supplier, Best, Weighted Product.
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STEENSTRA, NICO D. A., CEES J. GELDERMAN, JOS M. C. SCHIJNS, and JANJAAP SEMEIJN. "SUPPLIER CONTRIBUTION TO BUYER INNOVATIVENESS: THE INFLUENCE OF CUSTOMER ATTRACTIVENESS AND STRATEGIC FIT." International Journal of Innovation Management 24, no. 02 (April 18, 2019): 2050016. http://dx.doi.org/10.1142/s1363919620500164.
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Buying companies increasingly need suppliers that significantly contributes to their innovation and capability resources. Customer attractiveness and the strategic fit with a supplier are likely to play an important role in new product development projects. However, no research has addressed and simultaneously investigated the interplay of strategic fit, customer attractiveness, and supplier’s contribution to buyer’s innovativeness. This study fills these gaps by carrying out a quantitative survey study among 81 members of the branch organization for the Dutch metal industry. The findings largely confirm the positive relations between the core concepts of this study. The results suggest that purchasing professionals should invest in customer attractiveness, rather than forcing business partners into coercive supplier development programs.
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Syan, Chanan S., and Anthony S. White. "Role of European Automotive Supplier Integration in New Product Development." International Journal of Customer Relationship Marketing and Management 2, no. 3 (July 2011): 1–25. http://dx.doi.org/10.4018/jcrmm.2011070101.
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Over the past two decades, the automotive industry has experienced major changes as a result of globalisation, changing customer requirements and environmental legislation. The supplier integration in the new product development process is a significant step in facilitating reduction in the time to market of innovations and reducing costs. The aim of this work is to assess the extent of supplier integration in automotive organisations and to identify what barriers still exist. An exploratory Europe-wide survey was conducted, and 31 usable returns from automotive organisations spread across the EU. The survey confirmed the increasing importance of supplier integration in the automotive industry; however, the practice varies from organisation to organisation. They also indicate that most automobile manufacturers are engaged in functional rather than strategic supplier integration, indicating that the supplier integration is not yet fully developed, but progress in the first tier of suppliers is becoming common.
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Henrique Stoco, Wanderson, Fernando Baldassin, and Maria Célia de Oliveira. "Green supply chain management: definition of criteria and selection of suppliers in the foundry sector." Revista Gestão da Produção Operações e Sistemas 16, no. 03 (September 23, 2021): 43–68. http://dx.doi.org/10.15675/gepros.v16i3.2698.
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Purpose – This article aims to propose criteria for the selection of green suppliers in the foundry sector and select the best suppliers for the organization where researched, by applying the AHP method. Design/methodology/approach – An applied survey was carried out where specialists from the foundry sector were consulted and after the survey had been completed, criteria were defined to select green suppliers. Findings – Adopting the defined criteria and applying the Analytical Hierarchy Process (AHP) decision-making method, five suppliers were classified, with Environment, Health and Safety criteria being considered the most important according to the opinion of the experts consulted in this survey. Originality/Value – The study allows organizations to see the importance of the supplier selection process in the foundry sector, where worldwide concerns for the environment are increasingly present and environmental standards and regulations are strict. Keywords – Green supply chain. Supplier selection. AHP method.
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Liu, Kangning, Yikun Su, and Shoujian Zhang. "Evaluating Supplier Management Maturity in Prefabricated Construction Project-Survey Analysis in China." Sustainability 10, no. 9 (August 27, 2018): 3046. http://dx.doi.org/10.3390/su10093046.
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Prefabrication is considered as a modern method of construction, transferring part of on-site work into factories and generating a new decoupling point in supply chain. Management of prefabricated component (PC) suppliers plays a key role in the performance of prefabricated construction project (PCP). Evaluating and improving supplier management maturity (SMM) become critical issues for large contractors. Previous research on PCP supply chain mainly focused on technology, process and performance aspects, while paying little attention to supplier relationship management. This study proposes an assessment criteria system of supplier management from five dimensions, including procurement process, operation efficiency, relationship coordination and strategy alignment and corporate social responsibility. A maturity grid with five levels is designed to present continuous improvement of supplier management. 34 large PCP construction firms listed in contractor directory were investigated in China through semi-structured interview and questionnaire survey. Independent two-samples t-test and one-way analysis of variance were adopted to explore SMM of different groups according to business scope, procurement method and construction experience. The results indicate that the overall maturity level of supplier management is relatively low, implying that supply activity cannot achieve inter-organization integration. Management on relationship coordination and strategy alignment lag behind procurement management and operation efficiency. Single business contractors have higher SMM than diversified ones. Contractors integrated in engineering, procurement and construction are superior to design-bid-build contractors in supplier management, especially in relationship coordination and strategic alignment. Construction experience is conductive to supplier operation efficiency. Noticeably, there are no statistically significant differences in the performance of corporate social responsibility among different groups. These results will contribute to developing a benchmark framework for contractors to evaluate SMM and achieve continuous improvements in PCP.
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Celly, Kirti Sawhney, and Gary L. Frazier. "Outcome-Based and Behavior-Based Coordination Efforts in Channel Relationships." Journal of Marketing Research 33, no. 2 (May 1996): 200–210. http://dx.doi.org/10.1177/002224379603300207.
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Supplier personnel often emphasize outcomes and behaviors in personal communications with distributors, thereby signaling important product-market objectives and advocating specific distributor actions. The authors’ purpose is to enhance the understanding of outcome- and behavior-based coordination efforts of supplier personnel in relationships with distributors. The authors use primary data from a national survey of industrial distributors to test the conceptual framework. Empirical results suggest that a supplier's use of such coordination efforts is affected by environmental uncertainty, supplier familiarity with distributor markets, supplier replaceability, and supplier resource constraints, as well as by distributor experience and distributor value added.
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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 (May 10, 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, the average purchase price between the rainy season and the dry season does not differ significantly, but the cost of purchase in the dry season, and the rainy season varies significantly. In this study, the price does not affect the acquisition of raw materials purchased from suppliers. The results of this study also obtained empirical evidence that the trading patterns of natural raw materials are strongly influenced by the behavior or ethics of suppliers, in addition to weather factors or uncertain climate.
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Andersen, Poul Houman, Ina Drejer, Christian R. Østergaard, Peder Veng Søberg, and Brian Vejrum Wæhrens. "Supplier value creation configurations in high-cost countries." Journal of Global Operations and Strategic Sourcing 12, no. 3 (November 1, 2019): 429–48. http://dx.doi.org/10.1108/jgoss-07-2018-0026.
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Purpose This paper aims to explore value creation configurations pursued by suppliers in high-cost countries. The proposed value creation configuration approaches are seen as means for supplier firms to strengthen their competitiveness when faced with increasing global sourcing. Design/methodology/approach Survey data on supplier firms in Denmark are used in a hierarchical cluster analysis. The identified clusters are interpreted as expressions of different value creation configurations pursued by suppliers with regards to relations with their most important customers. Findings Three types of suppliers are identified: detached suppliers, which seek to create customer net benefits through low costs; technology-focused suppliers, which design value creation around benefits linked to being at the technological forefront; and integrated suppliers, which share characteristics with technology-focused suppliers, but also align closely with a relatively broader range of customer activities. Research limitations/implications Limitations include the specificity of findings from one small, open economy with an extensive supplier base. Practical implications For managers in supplier companies, the research suggest value configurations can be used as strategic templates for further specialization and as way to assess and address value creation potential in customer firms. Originality/value Previous studies tend to overlook suppliers’ developments of value-creating activities to maintain customer relationships. The paper takes a supplier perspective to deepen the empirically based understanding of value creation configurations followed by high-cost country suppliers in the context of increasing global competition and production relocation. Theoretical implications as well as lessons formanagers in supplier firms of the identification of the different approaches to value creation configurations are presented.
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Teichert, Thorsten, and Ricarda B. Bouncken. "RIGIDITIES CONSIDERED: SUPPLIER STRATEGIES FOR INTEGRATED INNOVATION." International Journal of Innovation Management 15, no. 01 (February 2011): 95–119. http://dx.doi.org/10.1142/s136391961100309x.
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Innovation is a strategic issue in need of internal and external alignment. This is particularly the case for supplier innovations, as new product concepts and strategies must cope with supply chain interfaces. Suppliers' strategies are oftentimes confronted by innovation rigidities resulting from a manufacturers' need to manage the integration of several components from various suppliers into a coherent innovation. Suppliers can follow different innovation strategies derived from a deliberate planning or a emerging as suppliers incrementally learn and experiment along their path. A survey of 241 suppliers illustrates that these two strategic types effect on market success depends on the level of the rigidities. The survey results also illustrate that two dynamic capabilities, the planning capability and the innovation orientation, act as intermediary variables to increase success under specific rigidity conditions. The findings further illustrate that dynamic capabilities can be enhanced by an adequate strategy.
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Venkatesh, V. G., Abraham Zhang, Eric Deakins, and Venkatesh Mani. "Drivers of sub-supplier social sustainability compliance: an emerging economy perspective." Supply Chain Management: An International Journal 25, no. 6 (June 1, 2020): 655–77. http://dx.doi.org/10.1108/scm-07-2019-0251.
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Purpose Tragic incidents such as the Rana Plaza building collapse call into question the value and effectiveness of supplier codes of conduct (SCC) used in multi-tier supply chains. This paper aims to investigate the barriers to sub-supplier compliance and the drivers from the perspective of suppliers that adopt a double agency role by complying with buyer-imposed SCC while managing sub-supplier compliance on behalf of the buyer. Design/methodology/approach This research adopts a sequential, mixed-methods approach. The qualitative phase develops a conceptual model with the aid of the extant the literature and semi-structured interviews with 24 senior manufacturing professionals. The quantitative phase then uses a hierarchical regression analysis to test the conceptual model using survey data from 159 apparel suppliers based in India. Findings The findings reveal that sub-supplier compliance is positively impacted by effective buyer–supplier governance and by the focal supplier having a strategic partnership with the sub-supplier. Conversely, price pressure on sub-suppliers adversely impacts their compliance, while institutional pressure on them to comply is generally ineffective. Research limitations/implications The context of the study is limited to the garment industry in India. Practical implications To improve SCC compliance rates, buyers and focal suppliers should actively develop strategic partnerships with selected upstream supply chain actors; should set a reasonable price across the supply chain; and, should include specific sub-supplier compliance requirements within the supply contract. The findings also suggest the need to develop social sustainability protocols that are cognisant of regional contexts. Originality/value The absence of prior research on SCC implementation by sub-suppliers, this study represents a pioneering empirical study into such multi-tier sourcing arrangements. It provides strong support that sub-supplier governance arrangements differ from those typically found in the focal supplier layer. It also provides empirical evidence of the critical factors that encourage sub-supplier compliance within the apparel industry of a regionally developing economy.
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Son, Byung-Gak, Hyojin Kim, Daesik Hur, and Nachiappan Subramanian. "The dark side of supply chain digitalisation: supplier-perceived digital capability asymmetry, buyer opportunism and governance." International Journal of Operations & Production Management 41, no. 7 (July 14, 2021): 1220–47. http://dx.doi.org/10.1108/ijopm-10-2020-0711.
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PurposeIn this paper, the authors seek to contribute to the supply chain digitalisation literature by investigating a potential dark side of supply chain digitalisation from the viewpoint of the small and medium-sized enterprise (SME) suppliers, namely digital capability asymmetry and the partner opportunism of more digitally capable large buyers against SME suppliers. The authors seek to contribute further to the governance literature by investigating the effectiveness of the governance mechanism (legal contracts and relational contracts) in suppressing partner opportunism of this nature.Design/methodology/approachUsing survey data collected from 125 Korean SMEs, the authors employed a hierarchical regression method to test a set of hypotheses focussing on the dark side of supply chain digitalisation and the effectiveness of the governance mechanism.FindingsThe study’s findings suggest that supplier-perceived digital capability asymmetry, wherein a buyer has a superior digital capability than its SME supplier, increases the SME supplier's dependence on the more digitally capable buyer, with the result that it is more exposed to buyer opportunism. Moreover, the results suggest that only relational governance is effective in protecting SME suppliers from buyer opportunism of this nature.Originality/valueSo far, the overwhelming majority of supply chain digitalisation research has debated its “bright side”. On the contrary, from the resource dependence theory perspective, this paper explains its dark side by providing empirical evidence on (1) the links between supplier-perceived digital capability asymmetry and a buyer's opportunism through an increased supplier's dependence and (2) the effectiveness of different types of governance in opportunism suppression.
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Lee, Hannah S., and David A. Griffith. "Social Comparison in Retailer–Supplier Relationships: Referent Discrepancy Effects." Journal of Marketing 83, no. 2 (January 22, 2019): 120–37. http://dx.doi.org/10.1177/0022242918823542.
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Social comparisons among suppliers connected through a common retailer pose significant management challenges for the retailer. For instance, a focal supplier’s social comparison can result in upward or downward referent discrepancy, decreasing or increasing perceptions of distributive fairness, respectively, subject to the tie strength of the relationship. Because decreasing perceptions of distributive fairness can be harmful to the retailer–supplier relationship, the authors examine the use of tie strength and timing of explanations as actions a retailer can take to mitigate such perceptions. They test their hypotheses with a two-study, multimethod design conducted in Japan. Study 1 employs a survey of suppliers in a store-within-a-store context as well as objective performance data. The results indicate that upward (downward) referent discrepancy decreases (increases) a focal supplier’s perceptions of distributive fairness. Study 2 employs an experiment using brand/store managers. The results show that when upward referent discrepancies are present, retailers can mitigate the invidious effects of decreased perceptions of distributive fairness by developing strong ties and enacting procedurally fair policies such as proactively providing explanations.
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Sundari, Sri, and Cahyaningtyas Ria Uripi. "Kapabilitas Membangun Jaringan dengan Pemasok untuk Meningkatkan Kinerja Operasional Pada Toko Aksesoris Telepon Genggam Di Kabupaten Banyumas." Eksis: Jurnal Ilmiah Ekonomi dan Bisnis 12, no. 1 (June 2, 2021): 84. http://dx.doi.org/10.33087/eksis.v12i1.239.
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The increasing need for mobile phones has resulted in the rapid development of the mobile phone accessories business in Banyumas Regency. Competition between accessories stores results in the importance of operational performance in order to maintain its survival. To be able to achieve superior operational performance, a mobile phone accessories shop must have the capability to build a network with suppliers. This study aims to examine the effect of the capability of building a network with suppliers (consisting of three dimensions, namely developing effective network structures, supplier base reduction and longterm orientation) and supplier operational performance on the operational performance of mobile phone accessories stores.This research is a survey research with a population of mobile phone accessories stores in Banyumas Regency and a sample size of 100 respondents. The method of analysis and hypothesis testing uses the Structural Equation Model (SEM) using the AMOS 22 program. From the test results it can be concluded that developing effective network structures has a positive effect on supplier operational performance, Supplier base reduction has a positive effect on supplier operational performance, Longterm orientation has a positive effect on supplier operational performance. supplier operational performance, supplier operational performance has a positive effect on organization operational performance. The implication of this research is that there is a need to increase in establishing an effective network between mobile phone accessories stores and suppliers so that the operational performance of the business units increases.
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Subramaniam, Prema Latha, Mohammad Iranmanesh, Kavigtha Mohan Kumar, and Behzad Foroughi. "The impact of multinational corporations’ socially responsible supplier development practices on their corporate reputation and financial performance." International Journal of Physical Distribution & Logistics Management 50, no. 1 (November 11, 2019): 3–25. http://dx.doi.org/10.1108/ijpdlm-01-2019-0002.
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Purpose In the literature on sustainable supply chain management, the social pillar of sustainability has received relatively little attention, especially in developing countries. The purpose of this paper is to test empirically the impacts of supplier development practices on suppliers’ social performance. Furthermore, the impact of suppliers’ social performance on MNCs’ social performance was investigated and corporate reputation was proposed as a potential explanation for the relationship between MNCs’ social and financial performance. Design/methodology/approach Data were obtained from a survey of 141 multinational companies (MNCs) in Malaysia which were listed in the Federation of Malaysia Manufacturers’ directory 2017. Data were analyzed using partial least squares structural equation modeling. Findings The results show that among the four proposed practices, supplier development and supplier collaboration have significant effects on suppliers’ social performance and consequently on the multi-national companies’ social performance. According to these results, multi-national companies’ corporate reputation mediates the relationship between their social and financial performance. Practical implications These results will be useful in helping managers of MNCs to realize that simply monitoring suppliers and giving them incentives are not effective ways of enhancing social responsibility among suppliers; instead, supplier development and collaboration such as technical support and training are needed. Originality/value The results extend the literature on socially responsible supplier development practices by testing empirically the impacts of four popular practices in the literature and showing that supplier monitoring and incentives have no effect.
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Wang, Yonggui, Jongkuk Lee, Er (Eric) Fang, and Shuang Ma. "Project Customization and the Supplier Revenue–Cost Dilemmas: The Critical Roles of Supplier–Customer Coordination." Journal of Marketing 81, no. 1 (January 2017): 136–54. http://dx.doi.org/10.1509/jm.15.0300.
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This study examines customization as a coordination problem in transactions with business customers. Marketing research has investigated challenges associated with customized offers from the customer side; however, scant research has examined the supplier's challenges and their performance implications. The authors distinguish between project revenues and costs to reveal a fundamental dilemma that suppliers face during customization. Analyses of dyadic survey data collected from a software supplier and its business customers, as well as objective revenue and cost data, reveal a tension between project revenues and costs. The outcomes of customization depend on factors that relieve the coordination problem, such as customer demand ambiguity, customer participation, product modularity, project team technological capability, and relational embeddedness. These findings provide a basis to assess the value of customization as a tool to implement a customer-oriented business-to-business marketing strategy.
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Martadisastra, Dedie S. "Pengaruh Persaingan Dan Kekuatan Pembeli Terhadap Hubungan Pemasok-Ritel Modern Di Jakarta." Jurnal Manajemen 18, no. 1 (October 16, 2018): 19. http://dx.doi.org/10.24912/jm.v18i1.375.
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The aim of the study was to investigate the development of domestic supplier perfrmances as the result of modem retail-supplier business relationships which they had controlled by the effect of combinations on competition and buyer power. The paper presents the results of a survey of packaged processed foods suppliers, which formed part of a wider study of buyer-supplier relationships in Indonesia's modem retail supply chains. The findings of this study indicate that the results demonstrate the heterogeneity relationships between supplier and modem retail in the main commodity grocery sectors. The extent to which modem retail challenged by competition, supply chain strategy and market share are likely to influence the way in which modem retail deal with suppliers. A part of the suppliers indicated that they get benefited substantially from the presence of modem retail, however, they also face several challenges brought about by buyer power as imposition of several unfair relationship terms, price fixing, and poorly supervision as cause of the development and growth of suppliers limitedly. This study attempts to show the results of the research in Indonesia to empirically measure the effect of competition and buyer power on modem retail-supplier relationships. The further research is needed to refine the results of this initial study.
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Davis, Jonathan, Margaret F. Shipley, and Gary Stading. "A Fuzzy Supplier Selection Application Using Large Survey Datasets of Delivery Performance." Advances in Fuzzy Systems 2015 (2015): 1–14. http://dx.doi.org/10.1155/2015/841485.
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A model is developed using fuzzy probability to screen survey data across relevant criteria for selecting suppliers based on fuzzy expected values. The values are derived from qualitative variables and expert opinion of membership in these variables found in industry survey data. The application is made to a supply chain management decision of supplier selection based upon delivery performance which is further divided into attributes that comprise this criterion. The algorithm allows multiple criteria to be considered for each decision parameter. Large sets of survey data regarding six suppliers in the electronic parts industry are gathered from over 150 purchasers and are analyzed through spreadsheet modeling of the fuzzy algorithm. The resulting decision support system allows supply chain managers to improve supplier selection decisions by applying fuzzy measures of criteria and associated beliefs across the dataset. The proposed model and method are highly adaptable to existing survey datasets, including datasets that have incomplete data, and can be implemented in organizations with low decision support resources, such as small and medium sized organizations.
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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 (April 6, 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 and affect operational and innovation outcomes, the significance and relative strength of the proposed relationships are perceived differently by buyers and suppliers. (2) Contrasting results are found regarding the interaction effect of the governance mechanisms on collaboration: a complementary relationship for the buyer and a substitutive relationship for the supplier.Originality/valueStudies on buyer–supplier relationships have yielded inconsistent results regarding whether the interactions of governance mechanisms function as substitutes or complements, because research has largely been conducted from the buyer's perspective, rather than the supplier's; this imbalanced view calls for integrated perspectives.
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Kartawiguna, Daniel, Yohanes Adityo Prayudo, Maureen Sutiono, and Hendry Roesly. "Analisis dan Perancangan Sistem Pendukung Keputusan Pemilihan Pemasok Terbaik dari Pemasok Tersedia dengan Metode Analytical Hierarchy Process (AHP): Studi Kasus Divisi Power PT Guna Elektro." ComTech: Computer, Mathematics and Engineering Applications 3, no. 2 (December 1, 2012): 774. http://dx.doi.org/10.21512/comtech.v3i2.2306.
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The purpose of this study is to develop a decision support system to support supplier selection process in PT Guna Elektro and also to develop a system that could provide alternatives to the selection of the best suppliers. The methodologies used in this study are analysis, design, and literature study. Analysis will be done by conducting a survey about the current company system, conducting interviews with system users, and then analyzing the survey results. The literature study is conducted by searching reference sources related to the study while the design is conducted by designing a data management subsystem, model, knowledge base, and user interface. The result on the development of the decision support system application can be used to select the most appropriate supplier which are suitable with the criteria required. The developed decision support system helps support the decision making process for supplier selection.
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Moori, Roberto Giro, Kalid A. Nafal, Herbert Kimura, and Vinicius Amorim Sobreiro. "Dyadic alignment in capital goods companies." Benchmarking: An International Journal 26, no. 4 (May 7, 2019): 1174–93. http://dx.doi.org/10.1108/bij-04-2017-0083.
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Purpose The purpose of this paper is to identify the main factors of the dyadic alignment in the supply chain of capital goods companies. Design/methodology/approach A survey was conducted among 159 respondents (53 supplier companies, 53 manufacturers and 53 clients). Findings Using structural equation modelling, no evidence of alignment between suppliers and manufacturers was identified. However, for the manufacturers, there is a partial mediation effect of the operational capabilities in the relationship between supply chain management and business performance. Originality/value This research investigates whether there is a dyadic alignment among supplier–manufacturer, manufacturer–customer and supplier–customer from the capital goods manufacturers’ perspective.
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Maestrini, Vieri, Davide Luzzini, Federico Caniato, Paolo Maccarrone, and Stefano Ronchi. "The impact of supplier performance measurement systems on supplier performance." International Journal of Operations & Production Management 38, no. 11 (November 5, 2018): 2040–61. http://dx.doi.org/10.1108/ijopm-10-2016-0589.
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Purpose The purpose of this paper is to empirically investigate the impact of a mature supplier performance measurement system (SPMS) adoption all along its lifecycle phases (i.e. design, implementation, use and review) on the suppliers’ performance. Design/methodology/approach The research hypotheses have been tested on a final sample of 147 pairs of buyer-supplier responses, collected by means of a dyadic survey involving manufacturing firms and one key supplier of their choice. The research framework has been tested through a structural model using PLS regression. Findings Considering the joint effect of all the four SPMS phases on supplier performance, the findings show that the system use and review play a prominent effect: the former have a positive impact on supplier quality, delivery and sustainability performance; the latter positively affects supplier delivery, innovation and sustainability. A mature design displays a positive effect on supplier sustainability performance, while a mature implementation results to negatively affect supplier innovation performance. Finally, cost performance is not impacted by any of the four phases. Originality/value This study contributes to the open debate regarding the relationship between SPMSs and actual supplier performance improvement. In particular, the lifecycle perspective is introduced to clearly distinguish among each phase of adoption and assess their relative impact on supplier performance. Besides, the dyadic nature of the study allows to investigate different subcomponents of supplier performance jointly considering the buyer company and supplier company perspective, thus achieving a more insightful and robust information.
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Medhi, Pankaj Kumar, Palakh Jain, and Tinu Jain. "Effects of information sources for new customers and suppliers on the immediate innovation output of firms." European Journal of Innovation Management 22, no. 4 (August 5, 2019): 660–80. http://dx.doi.org/10.1108/ejim-09-2018-0202.
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Purpose The purpose of this paper is to propose a typology of the information sources for new customers or suppliers on the basis of their existing relational linkage with the acquiring firm and to further explore whether various types of information sources for new customers and suppliers have any differential effect on a firm’s immediate innovation output. Design/methodology/approach The research sample was taken from the data collected by WB enterprise surveys (2005). The WB enterprise survey is considerably comprehensive for firm-level data. Relevant questions for the study were extracted from the survey. Simultaneously, EFA, CFA and SEM using AMOS 6.0 was run for the analysis. Findings The findings confirm that sources for a new customer and supplier with a strong relational aspect have a significant positive effect on a firm’s innovation output in the immediately following period. Research limitations/implications The research acknowledges the need to measure the effect of new supplier/customer on innovation depending on the type of information sources separately for product and process innovation as one of the major limitations. Practical implications This research can help managers obtain information of holistic and critical nature to incorporate in decision making for improving firm performance in innovation. Originality/value Customers and suppliers are well-established external sources of innovation ideas and information. But to what extant new customers or suppliers may be effective resources for innovation may depend largely on the sources through which they themselves are acquired by a firm, which is relatively unexplored. This study addresses the gap is the first of its kind to explore the role of the sources of information for new customer/supplier on a firm’s innovation output in the immediately following period.
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L. Tate, Wendy, Lisa M. Ellram, and Kevin J. Dooley. "The impact of transaction costs and institutional pressure on supplier environmental practices." International Journal of Physical Distribution & Logistics Management 44, no. 5 (May 27, 2014): 353–72. http://dx.doi.org/10.1108/ijpdlm-12-2012-0356.
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Purpose – Suppliers play a more significant role in the environmental footprint of supply chains than most final manufacturers. The purpose of this paper is to apply transaction costs and institutional theory to help understand why the more conservative, or reactive suppliers may or may not be likely to adopt environmental practices. Design/methodology/approach – This research builds on a prior conceptual paper and uses the results of a survey to test whether transaction costs and institutional theory can provide insight into supplier's adoption of environmental practices. Findings – This research finds that perceived transaction costs affect supplier cooperation in adopting environmental practices. Suppliers are more likely to adopt an environmental practice if information-seeking costs are low or the cost of adoption is considered necessary to maintain the relationship. Data did not support the hypotheses concerning institutional pressures. Originality/value – There is much research in the area of proactive adoption of environmental business practices. This research looks specifically at what influences the adoption of environmental business practices by suppliers that are more reactive or hesitant to be leaders in this area.
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Rashed, Chourdhury Abul Anam, Abdullahil Azeem, and Zaheed Halim. "Effect of Information and Knowledge Sharing on Supply Chain Performance: A Survey Based Approach." Journal of Operations and Supply Chain Management 3, no. 2 (December 22, 2010): 61. http://dx.doi.org/10.12660/joscmv3n2p61-77.
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Supply chain management emphasizes the overall and long-term benefit of all parties on the chain through cooperation and information sharing. Recently, information sharing is attaining the concentration of the researchers. Majority of the previous work is on the individual effect of information and knowledge sharing on performance. This paper aims to focus on the combined consequence of information and knowledge sharing on supplier's operational performance through supplier-buyer relationship. A conceptual model was formulated based on previous literature. A questionnaire based survey was performed. Data from 30 Bangladeshi Readymade Garments Industry were collected through interview and mail survey. The content validity, construct validity, and reliability are tested. Path Analysis is performed for the identification of the validity of the model. The findings show that information sharing is a prerequisite for knowledge sharing and the close supplier-buyer relationship is a vital factor for escalating the supplier's operational performance.
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Li, Suicheng, Jianqi Qiao, Hecheng Cui, and Shuang Wang. "Realizing the Environmental Benefits of Proactive Environmental Strategy: The Roles of Green Supply Chain Integration and Relational Capability." Sustainability 12, no. 7 (April 6, 2020): 2907. http://dx.doi.org/10.3390/su12072907.
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Although the impact of proactive environmental strategies on corporate performance has been extensively discussed in academia, the path of the impact of proactive environmental strategies on environmental performance remains unclear. In this study, we introduce a strategy–structure–performance (SSP) framework to explore the mechanism through which proactive environmental strategies improve environmental performance by utilizing green supply chain integration. Based on the questionnaire survey data of 252 Chinese manufacturing firms, a structural equation model was established to verify our hypothesis. The results show that firms that implement a proactive environmental strategy tend to promote the green integration of suppliers through internal green integration and thus improve their environmental performance. By distinguishing two kinds of activities of green supplier integration (greening the supplier and environmental collaboration with the supplier), we found that environmental collaboration with the supplier can directly promote the environmental performance of manufacturing enterprises, but supplier greening indirectly enhances the environmental performance of enterprises through supplier environmental collaboration. The boundary conditions of the influence of internal green integration on green supplier integration are discussed, and we found that the relationship cability plays a moderating role in the influence of internal green integration on supplier green integration.
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F. Ayala, Néstor, Paolo Gaiardelli, Giuditta Pezzotta, Marie Anne Le Dain, and Alejandro G. Frank. "Adopting service suppliers for servitisation: which type of supplier involvement is more effective?" Journal of Manufacturing Technology Management 32, no. 5 (February 25, 2021): 977–93. http://dx.doi.org/10.1108/jmtm-09-2020-0374.
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PurposeThe purpose of this study is to analyse the effect of different forms of service supplier involvement on the service business dimensions necessary for servitisation and on the resulting servitisation performance.Design/methodology/approachThree different configurations of service supplier involvement are considered in this study: black box (service design and execution driven by the service supplier), grey box (joint service design) and white box (service design driven by the product firm). The study analyses their contribution by means of a cross-sectional quantitative survey with 104 Brazilian and Italian firms using multivariate analysis of variance.FindingsCompanies that adopted the grey box configuration presented the best results in servitisation. White and black box may offer different benefits depending on the service business dimension that the company chooses to emphasise.Originality/valueThe results show which type of service supplier involvement is more effective for servitisation. The empirical data demonstrate that a joint service design (grey box involvement) is the best approach, but the paper discusses limitations for its implementation and alternatives regarding the two other types of service supplier involvement. The findings contribute to the discussion on the role of service suppliers in servitisation and provide empirical evidence to support operations managers in deciding on how to organise their service supply chain when aiming for servitisation.
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Prasad h c, Shiva, Giridhar Kamath, Gopalkrishna Barkur, and Rakesh Naik. "Does supplier evaluation impact process improvement?" Journal of Industrial Engineering and Management 9, no. 3 (September 14, 2016): 708. http://dx.doi.org/10.3926/jiem.1777.
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Purpose: The research explores and examines factors for supplier evaluation and its impact on process improvement particularly aiming on a steel pipe manufacturing firm in Gujarat, India.Design/Methodology/approach: The conceptual research framework was developed and hypotheses were stated considering the analysis of literature and discussions with the managers and engineers of a steel pipe manufacturing company in Gujarat, India. Data was collected using in-depth interview. The questionnaire primarily involves the perception of evaluation of supplier. Factors influencing supplier evaluation and its influence on process improvement is also examined in this study. The model testing and validation was done using partial least square method. Outcomes signified that the factors that influence evaluation of the supplier are quality, cost, delivery and supplier relationship management.Findings: The study depicted that quality and cost factors for supplier evaluation are insignificant. The delivery and supplier relationship management have significant influence on evaluation of the supplier. The research also depicted that supplier evaluation has significant influence on process improvement.Research limitations/implications: The study has been made specifically for ABC steel pipe manufacturing industry in Gujarat, India and may not be appropriate to the other industries or any parts of the world. There is a possibility of response bias as the conclusions of this research was interpreted on survey responses taken from the employees of case study company, so it is suggested that future research can overcome this problem by employing various methodologies in addition to surveys like carrying out focus group and in-depth interviews, brainstorming sessions with the experts etc.Originality/value: Many researchers have considered quality, cost and delivery as the factors for evaluating the suppliers. But for a company it is quintessential to have good relationship with the supplier. Hence, the factor, supplier relationship management is considered for the study. Also, the case study company focused more on quality and cost factors for the supplier evaluation of the firm. However delivery and supplier relationship management are also equally important for a firm in evaluating the supplier.
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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 (July 3, 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 performance as well as SBRSP. Findings The study concludes that SDPs and SBRSP together improve the relationship between a buyer and supplier, and this improved relationship leads to competitive advantages (CAs) followed by profitability. Results indicate that supplier perspective of buyer-supplier relationship can be improved under the condition of SDPs and SBRSP together. SDPs are driven by productive measure and competitive pressure, whereas customer uncertainty is found to be statistically insignificant. Research limitations/implications The study was carried out in North Maharashtra Industrial Zone of India, where the auto sector and machine/components manufacturing firms have been established for a considerable period of time. Results of the study are limited to manufacturing organizations predominantly focussing on the automobile sector and machine/components manufacturing firms. Practical implications This study provides significant insights into the specific impact of various SDPs and SBRSP for both academics and practitioners. SDPs along with SBRSP practices lead to improvement in the relationship leading to CAs. SBRSP suggests that trust, long-term commitments and the supplier’s perspective are important practices for relationship improvement. Originality/value The current study attempts to identify what are the success factors for the supplier-buyer relationship from the supplier’s perspective and SDPs and how the supplier-buyer relationship can be improved under the condition of SDPs and SBRSP. Hence, the aim is to develop a more thorough understanding of the outcomes of a supplier-buyer relationship improvement from both buyer’s and supplier’s perspective, under the conditions of supplier development to achieve CAs leading to profitability. Furthermore, the study analyses the effect of the improved supplier-buyer relationship for achieving CAs leading to profitability.
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Mahmoudifard, Seyed Mehdi, Ramin Shabanpour, Nima Golshani, Kiana Mohammadian, and Abolfazl Mohammadian. "Supplier Evaluation Model in Freight Activity Microsimulation Estimator." Transportation Research Record: Journal of the Transportation Research Board 2672, no. 9 (June 17, 2018): 70–80. http://dx.doi.org/10.1177/0361198118777084.
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The supplier selection process is one of the main components of the Freight Activity Microsimulation Estimator (FAME), which is a disaggregated and comprehensive framework that simulates the freight movements for all industries and all commodities in the U.S. However, the supplier selection and supplier evaluation models in the FAME face computational issues. Using the result of a nationwide establishment survey, this study analyzes the supplier selection problem by evaluating the potential suppliers. The buyer’s behavior on selecting the distance range in which the trade forms is analyzed using both machine-learning and statistical approaches. A decision-tree model and an ordered probit model are estimated and compared to better comprehend the supplier evaluation process. The results indicate that several factors such as the type of the business, commodity type, number of orders, and the value of orders are significant factors. In addition, the decision-tree model is reliable in forecasting the consumer’s behavior.
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El Mokadem, Mohamed. "The classification of supplier selection criteria with respect to lean or agile manufacturing strategies." Journal of Manufacturing Technology Management 28, no. 2 (March 6, 2017): 232–49. http://dx.doi.org/10.1108/jmtm-04-2016-0050.
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Purpose The purpose of this paper is to investigate how manufacturing strategies could affect the supplier selection criteria used by business firms. Design/methodology/approach Survey strategy was used to empirically understand the research argument. First, principal component factor analysis was employed to validate the underlying structure of the supplier selection criteria. Then, simple regression analysis was employed to test the research hypotheses. Findings Organizations pursuing lean strategies will emphasize factors that improve their efficiency when selecting their suppliers, while organizations pursuing agile strategies will assert factors that improve their ability to respond to customer unique requirements when selecting their suppliers. Research limitations/implications This study provides new insight for researchers to understand the effect of manufacturing strategies on the classification of supplier selection criteria. However, the small sample size might limit the ability to generalize research findings. Further research is required to confirm the findings using a wider sample. Practical implications This research provides practitioners with useful insights into how to select their suppliers based on their manufacturing strategies. Originality/value This paper classifies supplier selection criteria into three distinct groups: lean, agile, and common capabilities. Lean capability refers to the list of criteria that are highly relevant in selecting suppliers for lean implementers. Agile capability refers to the list of criteria that are highly relevant in selecting suppliers for agile implementers. Finally, common capability refers to the list of criteria that have comparable relevance in selecting suppliers for both lean and agile implementers.
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Borges de Araújo, Maria Creuza, Luciana Hazin Alencar, and Joana Coelho Viana. "Structuring a model for supplier selection." Management Research Review 38, no. 11 (November 16, 2015): 1213–32. http://dx.doi.org/10.1108/mrr-04-2014-0076.
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Purpose – This paper aims to put forward a group multicriteria supplier selection model to select suppliers adequate to companies needs in food industries. Selecting the right suppliers has become a strategic problem for firms. This decision should take into account several factors,which involve both quantitative and qualitative considerations and,usually,includes many interested parties. Design/methodology/approach – The proposed model consists of two phases. Initially,a survey of food industries in Brazil was carried out so as to identify the factors that should be considered in the supplier selection decision process. In the second step,a selection model was developed,based on these findings and the factors identified,and an application of the model was conducted. Findings – This model uses criteria that are important for the food industries in Brazil and,considering this criteria,helps companies to select the adequate suppliers to their needs. Additionally,the model considers the preferences of the managers who actively participate in the process. Originality/value – The model helps the company in the selection of suppliers,as it is very important for the corporation to have partnerships with suppliers who can adequately meet its needs. Additionally,a group method was applied,which allows all the managers that will be affected by this decision to participate.
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Akhavan, Peyman, Ali Shahabipour, and Reza Hosnavi. "How supplier knowledge impacts on organizational capabilities and willingness." VINE Journal of Information and Knowledge Management Systems 48, no. 1 (February 12, 2018): 140–58. http://dx.doi.org/10.1108/vjikms-08-2016-0042.
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Purpose The purpose of this paper is to conduct a survey on the knowledge for supplier correlation with their capabilities and willingness as segmentation criteria. There are many contexts for sharing knowledge. What are more beneficial contexts? Design/methodology/approach After developing the research hypothesis, a structured questionnaire was adopted to gather primary data from suppliers. The draft questionnaire was sent to five academic and industry experts to comment on the content. Received feedback was used to change the layout of the questionnaire. Instead of the traditional partial least squares, the state-of- art consistent partial least square technique was put into practice. Findings By definition, knowledge for supplier has a large impact on supplier capabilities. The Important-Performance Matrix Analysis (IPMA) prioritizes the indicators and suggests to focus on knowledge sharing about manufacturing processes, development expertise and marketing expertise. Results showed that supplier willingness for sharing confidential knowledge and longtime relationship depends on development programs. Practical implications Having a communication mechanism for each of the partnerships’ specific contexts was suggested to maximize the knowledge flow. Originality/value For maximizing the knowledge flow and studying the effect on the segmentation criteria such as capability and willingness, the main contribution of the paper is to survey the supplier knowledge in depth. The IPMA was implemented to highlight the indicators.
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Dudek, Dariusz, Marcin Lipowski, and Ilona Bondos. "Changing Energy Supplier on the Market with a Strong Position of Incumbent Suppliers—Polish Example." Energies 14, no. 13 (June 30, 2021): 3933. http://dx.doi.org/10.3390/en14133933.
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The purpose of the study is to identify factors affecting the intention to change an energy supplier. This is in a country, Poland, where competition in the energy market has been intensifying over several years, but incumbent suppliers still have an extremely strong position on the market, and the tendency to change an energy supplier is relatively low. The survey was conducted in 2020 on a sample of 1216 adults. The research results were used for a multigroup SEM (Structural Equation Modelling) analysis using AMOS 26. The main findings indicated a strong impact on a general image of a company, as well as the lack of importance of a green image of the current energy supplier. In the general research approach, there are no visible differences in the impact of the perceived price transparency on the intention to switch the supplier. However, taking into consideration two groups (a low energy bill vs. a high energy bill), some interesting differences are visible. In the markets with low consumers’ intention to switch, the strong position of incumbent suppliers is due to their exceptionally strong image in these markets. Spending time on maintenance is the biggest disadvantage for new energy suppliers who, when entering the market, have to look for differentiators.
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Pomponi, Joseph Philip, Henry J. Quesada, Robert Smith, and Joseph Loferski. "Factors Behind Construction Companies Wood Products Purchasing Decisions: Supplier Market Impact." Forest Products Journal 71, no. 3 (May 1, 2021): 262–74. http://dx.doi.org/10.13073/fpj-d-21-00025.
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Abstract Companies in the construction industry have a wide range of suppliers to choose from to meet their building material needs. Local (in-state) suppliers within key southern states in the United States face challenges gaining market share within the construction sectors. Construction companies often outsource their purchase of wood products from a different state or country, which adversely affects the local economy as a result of loss of revenue. However, if companies were limited to in-state supply it would affect trade across states and countries; but the focus was to improve local wood products supplier market impact. Companies within the states of Georgia, Texas, Oklahoma, South Carolina, Florida, and Virginia were interviewed by phone and in person to determine how companies chose wood product suppliers and what factors affected their purchasing decisions. Key factors included cost, quality, delivery, flexibility, location, relationship, and payment options. A survey of construction companies was conducted after the interviews were concluded. Important factors highlighted by responses included cost, quality, relationship, and lead time in choosing a supplier. Suppliers were asked to differentiate their products using information the construction companies highlighted as factors they emphasized. In-state wood product suppliers have an opportunity to gain market share within the construction industry using the factors those construction companies favored in interviews and survey results.
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Zsidisin, George A., Janet L. Hartley, Ednilson S. Bernardes, and Lance W. Saunders. "Examining supply market scanning and internal communication climate as facilitators of supply chain integration." Supply Chain Management: An International Journal 20, no. 5 (August 10, 2015): 549–60. http://dx.doi.org/10.1108/scm-10-2014-0364.
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Purpose – This paper aims to examine if supply market scanning and an organization’s internal communication climate are related to greater internal integration of supply management within the organization, and its subsequent effects on supplier integration and supplier performance. Design/methodology/approach – A conceptual model, using information processing theory as a theoretical lens, is proposed and tested utilizing survey data gathered from supply management professionals from five European countries. Findings – Supply market scanning and the organization’s internal communication climate are positively related to internal integration of supply management. Internal integration subsequently is positively related to supplier integration, which partially mediates the relationship with supplier performance. Internal integration is also positively and directly related to supplier performance. Research limitations/implications – Supply management fulfills a key role by being a conduit of information from the supply market to other internal functions and to ultimately improve supplier performance. Data were gathered from a single respondent in each firm and represents predominately manufacturing firms. Future research should use case studies to understand the process of how supply market information is conveyed internally, interpreted and used to improve supplier performance. Originality/value – This paper provides evidence supporting the importance of supply management in integrating supply market information within the firm and with suppliers, which subsequently improves supplier performance.
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Ishtiaq, Palvisha, Sharfuddin Ahmed Khan, and Moiz-ul Haq. "A multi-criteria decision-making approach to rank supplier selection criteria for hospital waste management: A case from Pakistan." Waste Management & Research: The Journal for a Sustainable Circular Economy 36, no. 4 (February 16, 2018): 386–94. http://dx.doi.org/10.1177/0734242x18755894.
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To address environmental issues and cost effectiveness, waste management is necessary for healthcare facilities. Most importantly, segregation of hazardous and non-hazardous waste must be done as in many developing countries; disposal of both types of healthcare waste is done together, which is an unsafe practice. Waste generated in hospitals needs proper management to minimise hazards for patient and healthcare workers. At the same time, it is quite difficult for hospitals to find a systematic way to select appropriate suppliers for hospital waste management. Therefore, the purpose of this article is to identify, validate, and rank criteria that are essential for hospital waste management suppliers’ selection. The analytical hierarchal process approach has been used and a survey from Pakistan’s largest city (Karachi) has been considered to rank the most appropriate criteria that is necessary to select the supplier, especially in a developing country like Pakistan. Results show that waste management cost (45.5%) and suppliers’ details (31.5%) are the top two main criteria for supplier selection; and storage cost (15.7%), waste handling cost (14.7%), and qualification of the suppliers (10.9%) are the top three most important overall sub-criteria for supplier selection for hospital waste management.
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Pech, Martin, and Drahoš Vaněček. "Supplier Performance Management in Context of Size and Sector Characteristics of Enterprises." Quality Innovation Prosperity 24, no. 1 (April 1, 2020): 88. http://dx.doi.org/10.12776/qip.v24i1.1407.
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<p><strong>Purpose:</strong> The paper deals with the differences of supplier performance management characteristics by different size of the enterprises and sectors of industry.</p><p><strong>Methodology/Approach:</strong> The research is based on a questionnaire survey carried out in 2016-2019 in 366 enterprises. Four hypotheses were formulated, focused on supplier selection preferences, frequency of supply evaluation, providing feedback to the suppliers about their performance and quality control. The results are analyzed by the tests of Chi-square statistics.</p><p><strong>Findings:</strong> The results show that the enterprises differ in the criteria of the selection of the supplier, frequency of supply evaluation and providing feedback to the suppliers about their performance according to their sector industry. In terms of the size of the enterprises, differences were found only in the evaluation of suppliers and evaluation feedback. Enterprises did not differ in quality control of the deliveries.</p><p><strong>Research Limitation/implication:</strong> The results show that quality is the most evaluated criterion in the selection of the suppliers. In the future, the importance of other environmental and Industry 4.0 criteria will grow. It is recommended combining supplier evaluation and reviews with the feedback to the suppliers to improve the performance of the suppliers.</p><strong>Originality/Value of paper:</strong> The study compares the enterprises in terms of their size and industries in the area of supplier performance management characteristics. These criteria are often not mentioned nor compared in other publications.
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Saleh, Budi Irawan, Choirul Anwar, Rusman Zaenal Abidin, and Aris Setyo Radyawanto. "Analytical Hierarchy Process for Enhancing Procurement Decision-Making in Project Phase: A Case Study in the Gold Mining Project." ComTech: Computer, Mathematics and Engineering Applications 11, no. 1 (June 30, 2020): 43–56. http://dx.doi.org/10.21512/comtech.v11i1.6326.
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The aim of the research was to enhance the selection for the process plant equipment supplier based on their country of origin in the gold mining project using the Analytical Hierarchy Process (AHP). The research also intended to investigate how AHP could further enhance the process of the project. The steps for modeling the AHP were identifying the hierarchy by the project team, constructing the AHP model, and calculating the weight for supplier selection. The research object was a gold mining company based in Indonesia. The schedule and resources were calculated, followed by a survey to evaluate the AHP process. After modeling and calculating using AHP, it is found that the three highest criteria for selecting the process plant equipment suppliers are running capacity (14,3 %), efficiency (9,9%), and endurance (9,7%). The overall scores for each supplier show that supplier from United States (25,87%) is in the first rank. It is followed by Germany (25,80%) and Australia (25,20%). Moreover, AHP is proven to enhance the process by not only reducing the time of decision-making for two days but also increasing the resource by almost 23%. Based on the survey to the project team, AHP increases the involvement of the project team in the decision-making process and shows that more than 80% of the project team agrees with the decision. The survey also reveals that almost 63% of the project team decides to use the same tools for the decision-making process.
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Batson, Robert G. "A survey of best practices in automotive supplier development." International Journal of Automotive Technology and Management 8, no. 2 (2008): 129. http://dx.doi.org/10.1504/ijatm.2008.018890.
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Liker, Jeffrey K., Rajan R. Kamath, and S. Nazli Wasti. "Supplier involvement in design: a comparative survey of automotive suppliers in the USA, UK and Japan." International Journal of Quality Science 3, no. 3 (September 1998): 214–38. http://dx.doi.org/10.1108/13598539810229212.
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Shafiq, Asad, P. Fraser Johnson, Robert D. Klassen, and Amrou Awaysheh. "Exploring the implications of supply risk on sustainability performance." International Journal of Operations & Production Management 37, no. 10 (October 2, 2017): 1386–407. http://dx.doi.org/10.1108/ijopm-01-2016-0029.
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Purpose Firms are increasingly being pressured by the public, regulators and customers to ensure that their suppliers behave in a socially and ecologically sound manner. Yet, the complexity and risks embedded in many supply chains makes this challenging, with monitoring practices offering one means to attenuate supply sustainability risk. Drawing on agency theory, the purpose of this paper is to examine the relationship between sustainability and operations risk, supplier sustainability monitoring practices, supply improvement initiatives and firm performance. Design/methodology/approach This research uses data from a survey and archival sources from a sample of large US firms to empirically examine the relationship between sustainability and operations risk, supplier sustainability monitoring practices, supply improvement initiatives and firm performance. Findings Findings indicate that higher levels of perceived sustainability risk is related to greater monitoring of supplier sustainability practices by focal firms. Perceptions of higher operations risk are indirectly related to greater social monitoring through investment in supply improvement initiatives. Monitoring of supplier sustainability practices is also found to have a positive effect on focal firm performance. Practical implications Findings suggest that managers process operations risks and sustainability risks independently. Greater sustainability risk leads to increased sustainability monitoring, while greater operations risk leads to increased investment in supply improvement initiatives, which in turn leads to increased social monitoring. The research also indicates that behavior-oriented approaches, such as monitoring of supplier environmental and social practices, are an effective approach to improving firm sustainability performance. However, due to resource constraints, a challenge for supply chain managers is where and when to invest in behavior-oriented approaches for suppliers. Originality/value This research advances supply risk literature by exploring the effects of supply sustainability risk on the use of monitoring practices to manage supplier environmental and social behavior. Using a combination of survey and archival data to independently assess the implications of sustainability monitoring practices on firm sustainability performance, this study provides a methodology for evaluating the impact of sustainability monitoring practices on the triple bottom line in supply chain management.