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Dr. D. R. Chaithanya, Dr D. R. Chaithanya, and Dr Satya Sidhartha Panda. "Vendor Management – How Do You Score Your Vendors?" Global Journal For Research Analysis 3, no. 5 (2012): 83–85. http://dx.doi.org/10.15373/22778160/may2014/31.
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Himanshu, Pethe, Marekar Himanshu, Andraskar Abhiram, Harde Jayashri, and Warghat Aman. "Client and Vendor Management System." Research and Applications of Web Development and Design 8, no. 2 (2025): 1–9. https://doi.org/10.5281/zenodo.15055330.
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<em>The Client and Vendor Management System is an online platform designed to make it easier for clients who need specific services—like repairs, fabrication, and other custom solutions—to connect with vendors who provide those services. Clients can submit requests for quotations (RFQs), clearly outlining what they need, and vendors can respond with detailed quotes tailored to those requirements. Some standout features of the platform include user-friendly interfaces for both clients and vendors. This allows clients to easily put out requests and review the responses from vendors, while vendors can search for and bid on opportunities that fit their services. The system automates the matching process between client requests and suitable vendors, which helps smooth out communication and speed up response times. There are also helpful features like bid comparison, vendor ratings, and order tracking that support clients in making informed decisions. For vendors, the platform offers tools to manage their quotes, keep an eye on the status of their bids, and grow their client base. Overall, the goal of this project is to boost transparency and efficiency in client-vendor interactions, creating a competitive marketplace where clients can discover top-notch service providers while vendors can tap into new business opportunities by directly connecting with potential customers.</em>
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Vanitha Sivasankaran Balasubramaniam, Murali Mohana Krishna Dandu, A Renuka, Om Goel, and Nishit Agarwal. "Enhancing Vendor Management for Successful IT Project Delivery." Modern Dynamics: Mathematical Progressions 1, no. 2 (2024): 370–98. http://dx.doi.org/10.36676/mdmp.v1.i2.29.
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Effective vendor management plays a critical role in ensuring the successful delivery of IT projects. In today’s complex business environment, organizations often rely on third-party vendors for specialized services, technology, and support. However, the collaboration between organizations and vendors presents challenges related to communication, quality control, cost management, and timely delivery. Enhancing vendor management practices can address these issues and lead to improved project outcomes. This paper explores strategies to optimize vendor management for IT project delivery. Key areas of focus include establishing clear contractual agreements, fostering transparent communication, and aligning vendor performance with project goals. Additionally, it examines the role of relationship building and regular performance evaluations to maintain high standards throughout the project lifecycle. By implementing risk management techniques and utilizing performance metrics, organizations can mitigate potential issues and ensure vendors meet their deliverables on time and within budget. The study also highlights the growing importance of technology in vendor management, such as the use of automated tools for monitoring vendor performance and improving collaboration. In conclusion, strengthening vendor management practices can lead to increased efficiency, reduced project delays, and enhanced overall success in IT projects, making it a crucial aspect for organizations aiming to deliver high-quality outcomes in today’s technology-driven landscape.
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HAMARE, Mr RAVINDRA LALU. "VENDOR MANAGEMENT IN FACTORIES." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 05 (2024): 1–5. http://dx.doi.org/10.55041/ijsrem33826.
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PROCEDURE FOR SUPPLIER DEVELOPMENT The Vendor Development Process is carried out by the Purchase Department in close consultation with User Three Department 1) R&D 2) Material Testing 3) QA Department. First Step: - VENDOR REGISTRATION • Any vendor i.e., manufacturer/ authorized agents/distributors of the manufacturer /service providers and firms undertaking job works can be registered the Vendor Development Protocol. To register, the vendor should have GST registration (if applicable). The vendor must maintain an office/ shop/ show room registered in its own name, and should have a bank account wherein payments can be sent directly. • Vendors interested in registration shall submit an application furnishing details of their business and product line. On receipt of the application, they will be issued a vendor development questionnaire. The vendor should submit the duly filled questionnaire, along with their credentials, and details of manufacturing capacity, quality control facilities, past performance, after-sales service, financial background etc. • The duly filled development document received is submitted to the VENDOR DEVELOPMENT COMMITTEE. The Committee consists of Head of User Dept., Head of Material Testing/R & D Dept. & Head of Purchase and has the following powers: ○ after examining the documents and based on the Protocol for Vendor Development of that material, it, can advise the Purchase Department to call for samples for evaluation / plant trial of the material, or call for additional details / clarifications, if required. ○ In case the sample confirms to the specification, the Committee can advise Purchase Department to include the vendor in the list of approved vendors/recommend to issue plant trial order. ○ The Committee can also depute an officer for facility audit, if necessary. ○ Based on the facility audit, and plant trial reports, the Committee can advise the Purchase Department to include the vendor in the list of approved vendors. • Registered firms can be removed from the list of approved firms if they continuously fail to abide by the terms and conditions of the tender / contract or fail to supply goods on time or supply sub-standard items /goods or any false declaration made to company. Suppliers not taking part in the Tender / not supplying to HLL for a continuous period of 5 years will be removed from the list of approved suppliers Second Step: - VENDOR RATING PROCEDURE FOR SUPPLIER RATING Supplier rating is done based on the following criteria. 1) Quality of the product/service 2) Cost rating 3) Adherence to delivery schedule QUALITY RATING (QR) Quality rating comprises of two factors. 1) Inspection rating: Based on value of parameters of materials inspected. 2) Performance rating: Based on value of parameters of materials inspected during performance inspection. PRICE RATING This criterion compares the relationship of the price of vendors with the effective price of those materials. PRICE RATING = (Vendor’s effective price- Effective price of material)/ Effective price of material*100 DELIVERY RATING (DR) Delivery Rating of raw materials is calculated by Purchase Department on the basis of contracts entered into by concerned User Departments as mentioned below: • delivery in time as per schedule: Full credit 2 deliveries after the scheduled date: a grace period of 10 days is given if the material has been dispatched within the delivery date, and the party would get full credit for delivery. • if the material is received within 15 days from the date of delivery mentioned in the Order, a score of 25 % will be deducted. • if the material is delivered between the 16th day and 30th day stipulated in the Order, the score will go down by another 25 % i.e. a total deduction of 50 % • this will continue for every fortnight for the next two fortnights. • the total score thus obtained forms the basis for the grading. Frequency of supplier rating: The vendor rating shall be done on annual basis, or as detailed in Quality Management System (QMS) manual.
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Lam, H. Y., Y. P. Tsang, C. H. Wu, and C. Y. Chan. "Intelligent E-Vendor Relationship Management for Enhancing Global B2C E-Commerce Ecosystems." Journal of Global Information Management 29, no. 3 (2021): 1–25. http://dx.doi.org/10.4018/jgim.2021050101.
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Recently, global e-commerce businesses have been blooming due to the convenience they offer, their product range, and the individualized products and services they offer. To maintain an entire ecosystem, effective platform-vendor relationships should be considered, through which e-commerce platforms can provide collaborative packages to vendors. E-vendor relationship management (eVRM) should then be developed to identify, attract, retain, and develop existing and new vendors so that groups of loyal vendors can be managed. However, eVRM in e-commerce is an area that has received less attention. This paper proposes an adaptive e-vendor relationship-management system (AVRMS) to provide decision-making support for the formulation of vendor management strategies. The contribution of this study is that it addresses the missing link of platform-vendor relationship management in global e-commerce environments, while integrating data-driven approaches and artificial intelligence techniques to generate a new synergy for the facilitation of eVRM.
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Singhania, Monica, and Gagan Gandhi. "Bharat Tobacco: vendor selection and vendor rating." Emerald Emerging Markets Case Studies 3, no. 2 (2013): 1–8. http://dx.doi.org/10.1108/eemcs-02-2013-0019.
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Subject area Supply chain management and particularly the significance of vendors as a strategic decision making tool. Study level/applicability The case is suitable for use in the following courses: MBA programs with specialisation in operations management where it can be used to teach students the significance of vendor selection and vendor rating in supply chain management (SCM); marketing research in management where it can be used to highlight the concept of multi attribute utility theory (MAUT) and its application; advanced statistics for multi criteria decision making (MCDM); and MBA/post graduate programs in management in strategic management where it can be used to introduce the concept of SWOT analysis and Porter's five forces model. An understanding of business process improvement will enable students get a comprehensive view about the case. Case overview This case showcases the concepts of MCDM and SCM in manufacturing industry. The company wanted to select vendors and rate them in each category of raw materials in order to have a competitive advantage over competitors. Since there are multiple attributes (often contradictory in nature) based on which the vendors would be selected Kaul, Vice-President, Commercial uses multi-attribute utility theory (MAUT) to help solve the problem. The case has implications for manufacturing industry in selecting vendors to meet a raw materials need. Expected learning outcomes The case can be used to understand management concepts such as market research, supply chain management and multi criteria decision making. It can be used to: teach complexities involved in identifying attributes for vendor selection and vendor rating; help understand supply chain management in business process improvement; help students understand the application of MCDM; and help MBA students studying marketing research. The case will also be useful to students in understanding the application of MCDM in operations management. Some knowledge about cigarette manufacturing will help students to realize the depth of the case. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Costello, Tom. "Vendor Management." IT Professional 15, no. 6 (2013): 72. http://dx.doi.org/10.1109/mitp.2013.101.
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Rahayu, Murtanti Jani, and Septyani Widyastuti. "Dampak Kebijakan Pemerintah Daerah dalam Pengelolaan PKL di Kota Jakarta, Bandung dan Surabaya." TATALOKA 23, no. 2 (2021): 201–11. http://dx.doi.org/10.14710/tataloka.23.2.201-211.
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As a developing country, Indonesia has a huge number of street vendors. Because of that, the existence of street vendors needs a special attention. This special attention is needed because streer vendors mostly occupy city's public spaces. Street vendor management in Indonesia's cities is based on the regulations that was made by each regional government which is pointing to Indonesia's higher level of regulation. Each regional regulation has their own unique characteristics. Jakarta, Bandung, and Surabaya are big cities that have street vendor problems that also have street vendor management regulations. From those three cities, the advantages and disadvantages of their regulation's contents will be revealed, enriched by information digging and research results. From the regulation side, those three cities showed their concern about regulations regarding street vendors. The forms of restructuring that has been done are relocation and stabilization. Those three cities are also supported by private sector regarding street vendor management. Street vendor management has a vital contribution towards regional economical growth and street vendor's income growth. These positive impacts increases the efficiency of city space management, so the city itself will look tidy, beautiful, and not congested, but street vendors are still poppimg out in restricted areas and old spaces, if the new managed locations are far from the crowds, the impact will decrease street vendor's income
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Srikanthudu Avancha, Prof.(Dr.) Arpit Jain, and Er. Om Goel. "Blockchain-Based Vendor Management in IT: Challenges and Solutions." Scientific Journal of Metaverse and Blockchain Technologies 2, no. 2 (2024): 83–96. http://dx.doi.org/10.36676/sjmbt.v2.i2.38.
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The rapid evolution of the IT sector has led to increasingly complex vendor management systems, necessitating innovative solutions to handle the multifaceted challenges associated with these systems. Traditional vendor management practices often struggle with issues related to transparency, security, inefficiencies in communication, and trustworthiness among vendors. Blockchain technology, with its decentralized, immutable, and transparent characteristics, presents a compelling solution to these challenges. This research paper explores the application of blockchain technology in IT vendor management, focusing on its potential to address critical challenges and enhance the overall efficiency of vendor-related processes. The paper begins by outlining the inherent challenges in conventional vendor management systems, including difficulties in verifying vendor credentials, managing contracts, ensuring data security, and maintaining a reliable audit trail. These challenges often result in operational inefficiencies, increased costs, and potential risks related to vendor fraud or non-compliance. Blockchain technology, known for its secure, transparent, and decentralized nature, offers a transformative approach to these challenges. By providing a distributed ledger that records all transactions in a secure and immutable manner, blockchain can significantly enhance the transparency and security of vendor management processes. The paper examines how blockchain can be used to automate vendor verification, streamline contract management through smart contracts, and ensure data integrity across the vendor lifecycle.
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Fudzin, Ahmad Fauzi, Ainul akmar Mokhtar, and M. Muhammad. "Supply Chain Management of Outsourcing Module Components Decision-Making using Analytical Hierarchy Process and Visual Basic Application in Automotive Body-in-White Welding Assembly Line." International Journal of Automotive and Mechanical Engineering 19, no. 3 (2022): 9909–20. http://dx.doi.org/10.15282/ijame.19.3.2022.03.0763.
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Supply Chain Management (SCM) has gained the attention of business organizations as it affects corporate efficiency and competitive advantage. Component outsourcing is an important element of SCM practices and is considered to be a multi-criteria decision-making problem (MCDM) in vendor selection processes. However, decision-making on the selection of vendors is crucial, as the outsourcing program is influenced by multiple technical and commercial criteria of vendors. Developing an Excel-based Analytic Hierarchy Process (AHP) model for vendor selection therefore helps to simplify selection processes. In this paper, a Visual Basic Application (VBA) Excel-based AHP model was developed, which multiple criteria, sub-criteria and vendors and simultaneously compared with multiple main criteria, sub-criteria and alternatives for vendor selection. The model was validated with a case study of selecting a vendor for module components of body-in-white (BIW) in automotive industry as industrial application. As a result, vendor A is the best vendor since it has the highest overall score of 0.35206. Whereas vendor B is 0.239, vendor C is 0.126, vendor D is 0.146 and vendor E 0.135. In addition, the model is capable of resolving other MCDM problems. This paper provides resources such as AHP methodology, validating method and VBA code programming to readers in developing their own VBA Excel-based model.
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Anate Benoit Nicaise Abbey, Iyadunni Adewola Olaleye, Chukwunweike Mokogwu, Amarachi Queen Olufemi-Phillips, and Titilope Tosin Adewale. "Advancing vendor management models to maximize economic value in global supply chains." International Journal of Frontline Research in Science and Technology 2, no. 2 (2023): 042–50. https://doi.org/10.56355/ijfrst.2023.2.2.0057.
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Effective vendor management is critical to successful global supply chains, significantly contributing to cost savings, quality enhancement, and operational efficiency. This paper explores the theoretical foundations of vendor management, identifies challenges and opportunities within global supply chains, and examines innovative strategies to enhance vendor management practices. Reviewing existing models and theoretical frameworks, we emphasize the importance of strategic alignment, collaboration, and transparency between businesses and their vendors. We discuss the major challenges such as geopolitical risks, cultural differences, and logistical complexities, while highlighting the transformative potential of technology and globalization. Advanced techniques such as multi-criteria decision analysis (MCDA), vendor scorecards, and e-sourcing platforms, coupled with supplier development programs, are presented as effective tools for vendor evaluation and relationship building. The integration of data analytics, artificial intelligence (AI), blockchain, and cloud-based solutions is underscored for optimizing vendor management processes. Finally, practical recommendations are provided to help businesses maximize economic value through strategic and technologically-driven vendor management practices, fostering stronger partnerships and ensuring sustainability.
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Borra Vamsi, Hemanth Kumar S, Patel P R, and Gowrav M P. "Vendor Qualification and Evaluation in Pharmaceutical Industry." International Journal of Research in Pharmaceutical Sciences 11, no. 2 (2020): 1987–94. http://dx.doi.org/10.26452/ijrps.v11i2.2129.
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To deliver a high quality and safe medicines, it is a must to certify the vendor according to the GMP requirement. This qualification is done to prevent the adverse events, prevent the recalls or serious illness or death due to the low standard quality of manufactured medicines. Vendor qualification is the process by which a vendor is assessed to determine, if it can provide the required goods or services to the standards that the purchasing company requires. This article explains about the detailed procedure for qualifying raw material vendors, packaging vendors and service providers. This also explains the vendor assessment and the reassessment. Vendor re-assessment must be carried out at least once a year for each packaging material and the raw material. The manufactured part number is used for tracking. Supply Chain Management team (SCM) should request the QA department to generate Manufacturing Part Number. Explained about the vendor rating. The vendor must be disqualified if the batch will not adhere to specification of critical tests. For further evaluation and investigation, vendor must be once again qualified. Vendor must be informed regarding the removal and the reasons must be explained clearly. Vendor Relationship Management (SRM), is systematic planning and managing of all interactions with suppliers to maximize its value.
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Liu, Li, and Philip Yetton. "Sponsorship and it Vendor Management of Projects." Journal of Information Technology 25, no. 1 (2010): 56–64. http://dx.doi.org/10.1057/jit.2008.23.
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Project sponsorship is assumed to be critical to the success of information systems development and implementation. However, there is limited research on the effect of vendor-based sponsorship on the management of information technology (IT) projects. This paper contributes to that emerging body of evidence. Drawing on literature on psychological contract, management control and project sponsorship, the authors propose that vendor-based sponsors influence project performance in two main ways. One is to protect project quality by renegotiating contract with the client; and the other is to resource the project. Based on a survey of senior managers in IT services vendor organisations, it reports that project sponsorship improves the quality, but not the cost or timeliness, of vendor delivery of IT projects. The findings suggest that IT services vendors can improve their project delivery capability by appointing project sponsors.
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Liu, Li, and Philip Yetton. "Sponsorship and it Vendor Management of Projects." Journal of Information Technology 24, no. 1 (2009): 46–54. http://dx.doi.org/10.1057/jit.2009.2.
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Project sponsorship is assumed to be critical to the success of information systems development and implementation. However, there is limited research on the effect of vendor-based sponsorship on the management of information technology (IT) projects. This paper contributes to that emerging body of evidence. Drawing on literature on psychological contract, management control and project sponsorship, the authors propose that vendor-based sponsors influence project performance in two main ways. One is to protect project quality by renegotiating contract with the client; and the other is to resource the project. Based on a survey of senior managers in IT services vendor organisations, it reports that project sponsorship improves the quality, but not the cost or timeliness, of vendor delivery of IT projects. The findings suggest that IT services vendors can improve their project delivery capability by appointing project sponsors.
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Isha, Dubey, Patel Pawan, S. Chhabra Gurmeet, and Manocha Nimita. "Revolutionizing Vendor Qualification: Raw Materials in Pharmaceuticals." Revolutionizing Vendor Qualification: Raw Materials in Pharmaceuticals 9, no. 1 (2024): 9. https://doi.org/10.5281/zenodo.10642941.
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Vendor qualification is a crucial step to ensure the delivery of high-quality and safe medicines, aligning with GMP requirements. The objective of this process is to avert adverse events, recalls, or potential health risks associated with substandard medication. Regulatory authorities oversee and guide vendor qualification processes. This article specifically highlights the personnel engaged in vendor qualification and the rigorous vendor selection process and QUEST approach for selecting and qualifying vendors. This article delves into the significance of vendor assessment, reassessment, and the structured approach required for qualifying vendors.The Supply Chain Management team coordinates with QA to perform vendor qualification. Vendor rating systems are explained, emphasizing disqualification if a batch doesn't meet critical test specifications. In such cases, a re-evaluation and investigation are conducted. Clear communication with the vendor regarding disqualification reasons is imperative. The review article provides an in-depth procedure for qualifying raw material vendors, emphasizing stringent quality standards Keywords:- ICH Guideline, ISO, QUEST Approach, Raw Material, Vendor Qualification, Vendor Rating
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Jain, Daisy Mathur, and Reema Khurana. "A framework to study vendors’ contribution in a client vendor relationship in information technology service outsourcing in India." Benchmarking: An International Journal 23, no. 2 (2016): 338–58. http://dx.doi.org/10.1108/bij-04-2014-0029.
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Purpose – The information technology (IT) industry has been continuously expanding. This has resulted in promoting outsourcing of work by clients to vendors. Most of the published research has focussed on when clients should start outsourcing, what to outsource, criteria for vendor selection, etc., however the vendor side of the relationship has been mostly ignored. The purpose of this paper is to delve deep into the vendors’ side and what aspects a vendor needs to consider in order to maintain a good relationship with the clients. Design/methodology/approach – The research design of the paper is to use literature survey to define the components of the client vendor relationship (CVR), identify the parameters impacting the relationship, establish correlation between the independent variables and the dependent variable; subsequently to propose a framework for the CVR. Findings – The findings have been that – communication, technical value addition, knowledge sharing and client vendor adaptability are vital to any outsourcing engagement and if the vendor is able to get good knowledge transfer of the application at hand and the business domain, it can perform better. Vendors, which proactively resolve issues, ensure stable deliveries before time and identify improvements in the software outside the work assigned maintain better relationship. Further a vendor must be adaptable to clients, cultural, time zone differences, should provide a good project manager and be ready to change tools, resources as per client needs. As long as the vendor is able to ensure the above, the stability of the client country and need for information security is not as important to vendors. Research limitations/implications – The study has limitations as it focusses on the vendors’ side and is inclined toward Indian vendors’ perspectives. Future research can include client as well and can be conducted for a different geography. Originality/value – The research work is original and adds value to the IT service outsourcing industry by identifying the parameters which need to be monitored for a sustainable CVR.
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John, Nsikan, Peter Nwaguru, Mercy G. D. Okon, Uduak Tommy, and Mba Bariate. "Managing Materials Vendor Risks for Improved Project Operational Performance." Brazilian Journal of Operations & Production Management 21, no. 2 (2024): 1957. http://dx.doi.org/10.14488/bjopm.1957.2024.
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Highlight: Sound risk management implementation is well noted for helping organisations to overcome operational inefficiencies. However, the management of risk associated with construction materials vendors, and how they impact project operational performance appear to have not been extensively researched. Goal: In this study, the effect of materials vendor risk management (vendor risk identification and vendor risk prevention) on project operational performance (project quality and scheduled completion time) was investigated. We also interrogate the mediating role of risk-oriented culture in the relationship between vendor risk management and operational performance. Design/Methodology/Approach: The target population was all 1,044 registered public construction firms under the Urban Regeneration Programme in Nigeria. The cross-sectional survey design was adopted, and random sampling was used to select 173 project managers, engineers, surveyors, vendors/contractors, and store representatives. Primary data was collected through the structured questionnaire, they were analysed via the Structural Equation Modelling (SEM) technique. Results: Three main conclusions are made about managing vendor risks: First, properly identified materials vendor risks (in terms of material handling issues, price escalation, non-compliance to specification, delivery delay, and sharp procurement practices) is positively related to operational performance. Second, implementing context-specific risk prevention measures (prior assessment score, vendor financial capacity, warranty policy, continuous monitoring, technical capacity) positively enhances operational outcomes. Third, paying attention to risk culture orientation of project stakeholders positively impact their risk prevention capability and operational performance of construction projects. Limitations: Study was limited to few operational performance indicators in project management. Future study could include other performance indicators. Practical Implications: The results can help project operations managers in industry address numerous risks associated with materials vendor. Originality/Values: The numerous abandoned and failed construction projects in developing countries as a result of less attention to vendor risks management prompted this study.
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S, KAMALESH. "A Study on B2C Sales and Service Given by Sharada Motor to Their Vendors." INTERNATIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 09, no. 04 (2025): 1–9. https://doi.org/10.55041/ijsrem45877.
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Abstract The study explores the Business-to-Consumer (B2C) sales strategies and service practices adopted by Sharada Motor, a leading player in the automobile industry. By analyzing the interactions and services provided to their vendors—who act as intermediaries in delivering value to end consumers—the research highlights the effectiveness of customer service management, vendor satisfaction, and technological integration. The findings emphasize the role of efficient communication, service quality, and support systems in enhancing vendor relationships and consumer satisfaction. Keywords B2C Sales, Vendor Services, Customer Relationship Management, Automobile Industry, Sharada Motor, Service Quality, Vendor Satisfaction
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Oluwatosin Ilori, Nelly Tochi Nwosu, and Henry Nwapali Ndidi Naiho. "Third-party vendor risks in IT security: A comprehensive audit review and mitigation strategies." World Journal of Advanced Research and Reviews 22, no. 3 (2024): 213–24. http://dx.doi.org/10.30574/wjarr.2024.22.3.1727.
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In the increasingly interconnected digital landscape, third-party vendors play a critical role in providing essential services and capabilities to organizations. However, these external partnerships also introduce significant IT security risks, making it imperative for organizations to implement robust strategies for managing third-party vendor risks. This paper provides a comprehensive audit review of third-party vendor risks in IT security and outlines effective mitigation strategies. The audit review identifies key risk areas associated with third-party vendors, including data breaches, inadequate security controls, and compliance issues. Real-world case studies highlight the severe consequences of insufficient vendor risk management, such as substantial financial losses, reputational damage, and regulatory penalties. Through these examples, the review underscores the critical need for organizations to prioritize vendor risk management in their IT security frameworks. Recommended mitigation strategies are detailed, focusing on enhancing security controls, implementing regular security assessments, and establishing clear contractual agreements. Enhancing security controls involves rigorous vetting of vendors, enforcing strong authentication and encryption protocols, and ensuring vendors adhere to the organization's security policies. Regular security assessments, including audits and penetration testing, are crucial for identifying vulnerabilities and ensuring continuous compliance with security standards. Establishing clear contractual agreements with vendors helps define security expectations, responsibilities, and penalties for non-compliance, thereby creating a legal framework that supports robust risk management. The importance of continuous monitoring and oversight is emphasized, highlighting that effective third-party risk management is not a one-time activity but an ongoing process. Continuous monitoring involves real-time tracking of vendor performance and security posture, supported by automated tools and regular audits to promptly address emerging threats. This paper concludes by stressing the necessity for organizations to adopt a proactive approach to third-party vendor risk management, integrating it as a core component of their overall IT security strategy. By doing so, organizations can mitigate the risks associated with third-party vendors, protect sensitive data, and ensure compliance with regulatory requirements, ultimately safeguarding their operations and reputation in the digital age.
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Oluwatosin, Ilori, Tochi Nwosu Nelly, and Nwapali Ndidi Naiho Henry. "Third-party vendor risks in IT security: A comprehensive audit review and mitigation strategies." World Journal of Advanced Research and Reviews 22, no. 3 (2024): 213–24. https://doi.org/10.5281/zenodo.14725330.
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In the increasingly interconnected digital landscape, third-party vendors play a critical role in providing essential services and capabilities to organizations. However, these external partnerships also introduce significant IT security risks, making it imperative for organizations to implement robust strategies for managing third-party vendor risks. This paper provides a comprehensive audit review of third-party vendor risks in IT security and outlines effective mitigation strategies. The audit review identifies key risk areas associated with third-party vendors, including data breaches, inadequate security controls, and compliance issues. Real-world case studies highlight the severe consequences of insufficient vendor risk management, such as substantial financial losses, reputational damage, and regulatory penalties. Through these examples, the review underscores the critical need for organizations to prioritize vendor risk management in their IT security frameworks. Recommended mitigation strategies are detailed, focusing on enhancing security controls, implementing regular security assessments, and establishing clear contractual agreements. Enhancing security controls involves rigorous vetting of vendors, enforcing strong authentication and encryption protocols, and ensuring vendors adhere to the organization's security policies. Regular security assessments, including audits and penetration testing, are crucial for identifying vulnerabilities and ensuring continuous compliance with security standards. Establishing clear contractual agreements with vendors helps define security expectations, responsibilities, and penalties for non-compliance, thereby creating a legal framework that supports robust risk management. The importance of continuous monitoring and oversight is emphasized, highlighting that effective third-party risk management is not a one-time activity but an ongoing process. Continuous monitoring involves real-time tracking of vendor performance and security posture, supported by automated tools and regular audits to promptly address emerging threats. This paper concludes by stressing the necessity for organizations to adopt a proactive approach to third-party vendor risk management, integrating it as a core component of their overall IT security strategy. By doing so, organizations can mitigate the risks associated with third-party vendors, protect sensitive data, and ensure compliance with regulatory requirements, ultimately safeguarding their operations and reputation in the digital age.
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Fakeyede, Ololade Gilbert, Evelyn Chinedu Okeleke, Olubukola Rhoda Adaramodu, Oluwatoyin Ajoke Farayola, and Monisola Oladeinde. "DIGITAL VENDOR MANAGEMENT: IT AUDIT STRATEGIES FOR SECURITY AND COMPLIANCE." Information Management and Computer Science 7, no. 1 (2023): 07–15. https://doi.org/10.26480/imcs.01.2024.07.15.
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This research explores the critical domain of risk management in digital vendor management. As organizations increasingly rely on external vendors for technological solutions, the digital ecosystem introduces multifaceted risks ranging from cybersecurity threats and vendor financial instability to compliance challenges. The significance of effective risk management is underscored by its role in safeguarding operational continuity, data security, and regulatory compliance. Identifying key risk factors, including evolving cybersecurity threats and operational disruptions, forms the foundation for developing a comprehensive risk management framework. Challenges in implementing risk management strategies include the lack of visibility into vendor security practices, the complexity of diverse vendor ecosystems, and resource constraints. Overcoming these challenges necessitates a proactive approach, integrating strategies such as comprehensive vendor risk assessments, continuous monitoring, contractual safeguards, and leveraging technology solutions. The conclusion emphasizes building resilience in digital vendor management through a collective commitment to transparency, collaboration, and continuous improvement. As organizations navigate the dynamic digital landscape, emerging trends such as increased regulatory scrutiny, a focus on third-party risk management, and the integration of AI and automation shape the future trajectory of risk management strategies. This research contributes to understanding risk management in digital vendor management, providing insights and strategies for organizations to navigate the complexities of the digital ecosystem effectively.
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Rao, Cong Jun, and Jin Hui Dong. "Study on Evaluation Index System and Methods of Vendor Selection." Advanced Materials Research 989-994 (July 2014): 5140–43. http://dx.doi.org/10.4028/www.scientific.net/amr.989-994.5140.
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The quality of the vendor effects on the market competitiveness of enterprises and the whole supply chain, and the vendor selection decision is the key to supply chain management. Focusing on the problem of selecting vendors, this paper introduces the research history and the newest research trends of the design of index system of vendor evaluation and the methods of vendor selection, and presents many widespread theoretical and applications problems. Moreover, assumptions, main ideas, and conclusions of literature related to vendor selection are reviewed and commented.
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Ali, Irfan, Armin Fügenschuh, Srikant Gupta, and Umar Muhammad Modibbo. "The LR-Type Fuzzy Multi-Objective Vendor Selection Problem in Supply Chain Management." Mathematics 8, no. 9 (2020): 1621. http://dx.doi.org/10.3390/math8091621.
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Vendor selection is an established problem in supply chain management. It is regarded as a strategic resource by manufacturers, which must be managed efficiently. Any inappropriate selection of the vendors may lead to severe issues in the supply chain network. Hence, the desire to develop a model that minimizes the combination of transportation, deliveries, and ordering costs under uncertainty situation. In this paper, a multi-objective vendor selection problem under fuzzy environment is solved using a fuzzy goal programming approach. The vendor selection problem was modeled as a multi-objective problem, including three primary objectives of minimizing the transportation cost; the late deliveries; and the net ordering cost subject to constraints related to aggregate demand; vendor capacity; budget allocation; purchasing value; vendors’ quota; and quantity rejected. The proposed model input parameters are considered to be LR fuzzy numbers. The effectiveness of the model is illustrated with simulated data using R statistical package based on a real-life case study which was analyzed using LINGO 16.0 optimization software. The decision on the vendor’s quota allocation and selection under different degree of vagueness in the information was provided. The proposed model can address realistic vendor selection problem in the fuzzy environment and can serve as a useful tool for multi-criteria decision-making in supply chain management.
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Michell, Vaughan, and Guy Fitzgerald. "The it Outsourcing Market-Place: Vendors and Their Selection." Journal of Information Technology 12, no. 3 (1997): 223–37. http://dx.doi.org/10.1177/026839629701200306.
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This paper focuses on outsourcing vendors, their characteristics and the vendor selection process. It draws on current research and two research studies, one specifically examining outsourcing vendors and the other examining vendor-client issues. We first outline the development of the market for the outsourcing of information technology/information systems services and activities, then detail the characteristics of different types of vendor companies and their competitive positions, before providing a client perspective to the issue of vendor selection.
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Patil, Saurabh, Monali Desale, Nitesh Bhoir, Krunal Patil, and Swarupa Wagh. "Ecommerce Multi-Vendor System." International Journal for Research in Applied Science and Engineering Technology 13, no. 4 (2025): 885–92. https://doi.org/10.22214/ijraset.2025.68371.
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Abstract: The Ecommerce Multi-Vendor System built with Spring Boot is a robust, scalable, and high-performance online marketplace that supports multiple vendors offering a diverse range of products. Leveraging the power of Spring Boot, the system enables rapid development and deployment of a seamless ecommerce platform where vendors can create and manage their stores, list products, handle orders, and track inventory. The system provides secure and efficient authentication, role-based access control for vendors and customers, and payment integration, ensuring a secure and smooth transaction experience. Spring Boot's modular architecture allows the system to be easily extended with features such as product catalog management, order processing, customer reviews, shipping management, and advanced search functionalities. Additionally, the use of Spring Security ensures the safety of user data and prevents unauthorized access. By integrating Spring Data JPA, the system efficiently manages databases, allowing real-time data access, transaction management, and consistent performance even under heavy traffic. For the frontend, RESTful APIs are used to provide smooth integration with user interfaces, enabling real-time updates, dynamic product searches, and easy management of orders and payments. The platform also includes features for vendor analytics, customer feedback, and promotional tools to optimize the user experience and boost sales. This Ecommerce Multi-Vendor System using Spring Boot offers an all-in-one solution for vendors and customers while ensuring high availability, fault tolerance, and easy maintainability, making it ideal for modern e-commerce business operations
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Wati, Merlin Dyah, Yugowati Praharsi, and Devina Puspita Sari. "Analisis Kinerja, Seleksi dan Pengembangan Vendor Trucking di Perusahaan Logistik." Jurnal METRIS 21, no. 02 (2020): 85–91. http://dx.doi.org/10.25170/metris.v21i02.2492.
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Freight forwarding is a logistics company which provide land delivery services rely heavily on trucking vendors. The available trucking vendors may not fulfill the company's expectations. Therefore the research was conducted to analyze the performance, selection process, management and development of 26 trucking vendors. The research began with the formation of a Critical Success Factor (CSF) and its development, namely a Key Performance Indicator (KPI) in accordance with company objectives. Then the CSF and KPI was weighted through the Analytic Hierarchy Process (AHP) method, determined the optimal performance value of each KPI, measured the performance of each vendor through the scoring method, analyzed the performance of the trucking vendor that was not optimal through Root Cause Analysis (RCA) by looking for the cause based on fishbone diagrams and FMEA tables, as well as providing suggestions regarding the management and development of trucking vendors. The results of the study were 11 CSFs and 28 KPIs that were formed. Based on the selection process conducted on 26 trucking vendors, there are 3 excellent vendors, 4 very good vendors, 11 good vendors, 3 matching vendors, and 5 unsatisfactory vendors. Furthermore, researcher conducted root cause analysis (RCA) of vendor representatives “matching” and “unsatisfactory” categories with fishbone diagrams and FMEA tables. Where the 5 highest RPN values from the FMEA table were given suggestions for improvement. Meanwhile, the excellent, very good, and good vendor categories are developed through strategic plans for the future.
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Yonatan, Bagus Adi Putra, and Setyadi Antonius. "Vendor Selection Analysis using Analytical Hierarchy Process (AHP) Method in Engineering, Procurement and Construction (EPC) Business Pt. Rekadaya Elektrika." International Journal of Innovative Science and Research Technology 7, no. 7 (2022): 965–73. https://doi.org/10.5281/zenodo.6975797.
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Vendors have an important role in Supply Chain Management which will have an impact on company performance. One of method that can be used in vendor selection is the Analytical Hierarchy Process (AHP) method. This research was conducted at the company PT Rekadaya Elektrika which is engaged in the national electric power EPC. The sample of this research wereall employees in the SCM Unit. The sampling technique used in this research is judgment sampling.Based on the results from thisresearch, it was found that the most influential criteria in the selection of transmission tower material fabrication vendors were the priority I is lead time (0.390), priority II is quality (0.246), priority III is price (0.169), priority IV is quantity(0.111) and priority V is service (0.084). From the results of the assessment of alternative priority levels, priority I is Vendor D (0.386), priority II is Vendor E (0.230), priority III is Vendor C (0.195), priority IV is Vendor B (0.105) and priority V is Vendor A (0.066).Based on the results of the analysis Vendor D is the vendor that has the highest overall value.
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Sugiono, Mohammad Cipto. "Pemilihan Vendor Dengan Mengintegrasikan Metode ANP-TOPSIS dan Goal Programming." Jurnal Media Teknik dan Sistem Industri 7, no. 1 (2023): 18. http://dx.doi.org/10.35194/jmtsi.v7i1.2346.
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The selection of vendors and the allocation of building material purchases is an important activity that affects the sustainability of the project in progress. In the purchase of such materials should pay attention to many factors that are considered important so that the company get the right vendors to meet the needs of the project. This research aims to obtain the best criteria and weight vendors for the purchase of materials as well as the proper allocation of purchase based on the value of each criterion and the weight of the vendor owned. Through the completion model of the ANP, TOPSIS, and Goal Programming methods. From the results of the research and interviews there are 6 criteria with 15 Subcriteria to assess the vendor, including Quality, Performance History, Technical Capability, Financial Vendor, Management and organization, and Price. The results showed that, there were 6 criteria that were considered in the decision making, Among the Quality: 0.447025, Performance history: 0.154519, Technical ability: 0.079574, Financial Vendor: 0.042768, Management and Organization: 0.02231, and Price: 0.253804. Then for the results of the best vendors, for materials building 1 is Vendors PT. B, materials building 2 is PT. G, and the last material building 3 is PT. I. With the allocation of purchase of the building material 1 in the vendor PT. B as much as 3703 m3, the material Building 2 is in the vendor of PT. F amounting to 500 m3 and PT. G vendor of 1269 m3. And material Building 3 in vendor PT. I of 467 m3. Pemilihan vendor dan alokasi pembelian material bangunan merupakan suatu kegiatan penting yang mempengaruhi keberlanjutan proyek sedang berjalan. Pembelian bahan material harus memperhatikan banyak faktor yang dianggap penting agar perusahaan mendapatkan vendor yang tepat untuk memenuhi kebutuhan proyek. Penelitian ini bertujuan untuk memperoleh bobot kriteria dan vendor terbaik untuk pembelian material sekaligus pengalokasian pembelian yang tepat berdasarkan nilai tiap kriteria dan bobot kriteria yang dimiliki vendor. Melalui model penyelesaian metode ANP, TOPSIS, dan Goal Programming. Data merupakan hasil ANP, di antaranya: penentuan kriteria dan sub-kriteria, inner dan outer dependence, matrik perbandingan, pengecekan rasio konsistensi, super matriks, dan bobot tiap sub-kriteria. Dengan penggunaan software super decision, pie chart, dan bar chart. Dari hasil penelitian dan wawancara terdapat 6 kriteria dengan 15 sub-kriteria untuk menilai vendor, yaitu Kualitas, Sejarah Performa, Kemampuan Teknis, Financial Vendor, Manajemen dan Organisasi, dan Harga. Hasil penelitian menunjukkan bahwa, terdapat 6 kriteria yang menjadi pertimbangan dalam pengambilan keputusan pemilihan, di antaranya Kualitas: 0.447025, Sejarah Performa: 0.154519, Kemampuan Teknis: 0.079574, Financial Vendor: 0.042768, Manajemen dan Organisasi: 0.02231, dan Harga: 0.253804. Kesimpulan untuk hasil vendor terbaik setelah pengolahan data diantaranya untuk material bangunan 1 yaitu PT B dengan alokasi pembelian material 3.703 m3, material bangunan 2 yaitu PT G dengan alokasi pembelian material 1.269 m3 dan PT F sebesar 500 m3, dan material bangunan 3 yaitu PT I dengan alokasi pembelian material 467 m3.
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Wamoto, Emily, Dr Josphat Kwasira, and Dr Jackson Ndolo. "Relationship between Vendor Managed Inventory and Operational Performance of Stores Function in Commercial State Corporations in Kenya." International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p) 1, no. 1 (2023): 201–12. http://dx.doi.org/10.61108/ijsshr.v1i1.22.
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Vendor Managed Inventory practices play a major role in the operation of many organizations. These practices help to improve firm’s production scheduling, Information sharing, Stock replenishment and ultimately increase its operational performance. With the reported 46.4% of state corporations making losses, achieving Vision 2030 would be impossible without a critical look into how some of the practices including Vendor Managed Inventory. This study intended to fill this knowledge gap by examining the influence of Vendor Managed Inventory on operational performance of stores function in commercial state corporations in Kenya. The study was anchored on the Network Theory. The target population for the study was 906 Senior Management, Procurement Managers and Inventory Management Officers in the 54 Commercial State Corporations in Kenya. The researcher used the sampling formula recommended by Nassiuma to arrive at 99 sample size. Data collection was done through a structured open and closed ended questionnaire. Before embarking on data collection, the instruments were piloted to ensure they are valid and reliable. The study established significant influence of maintained Vendor Managed Inventory practices on operation performance of stores functions. The study recommendation that Kenyan commercial state enterprises to continue allowing their inventory providers to participate in inventory management. The vendors should synchronize inventory classification with the companies, supply goods based on demand forecasts, and advise on inventory control. These guidelines will help vendors manage inventory to meet store operating requirements for the corporations' smooth operation. The companies should also create internal vendor-managed inventory management procedures to improve inventory flow and store operations. This can be achieved by corporations giving vendors with replenishment information on agreed timelines and integrating suppliers in product design processes to develop acquired inventories that meet their ultimate goal. Inventory and demand data should be provided to vendors in advance for timely delivery. The organizations should also allow vendors to develop products in time for shop operations. Corporate partners should provide technical support to vendors to achieve quality inventories and store function operations performance.
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Wardhana, Galih Wisnu, Rukun Santoso, Bawa Mulyono Hadi, Emiliyan Mamuki, and Mohammad Jon Tasrif. "THE ROLE OF HUMAN RESOURCE MANAGEMENT IN IMPROVING STREET VENDOR BUSINESS IN KUTA MANDALIKA." JURNAL ILMIAH GLOBAL EDUCATION 4, no. 4 (2023): 1993–99. http://dx.doi.org/10.55681/jige.v4i4.1517.
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This study aims to examine the role of human resource management in improving street vendor business in Kute Mandalika and the obstacles passed in increasing street vendor business in Kute Mandalika. This research was conducted using a qualitative approach. Data analysis techniques are the process of systematically searching and compiling data obtained from interviews, field notes, and other materials so that they can be easily understood and the findings can be informed to others. The result of this study is that the role of human resources in street vendors in Kute Mandalika is very important in increasing the income of the people there. With this, traders can manage their trades. Street vendors can compete fairly with other vendors. The obstacle that is often experienced is the lack of knowledge of street vendors about their trade management. Awareness of street vendors' compliance with local government regulations.
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Hsu, Carol, Jae-Nam Lee, Yulin Fang, Detmar W. Straub, Ning Su, and Hyun-Sun Ryu. "The Role of Vendor Legitimacy in IT Outsourcing Performance: Theory and Evidence." Information Systems Research 33, no. 1 (2022): 337–61. http://dx.doi.org/10.1287/isre.2021.1059.
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Information technology outsourcing (ITO) relationships today are facing increasingly turbulent environments. This research examines ITO performance by focusing on client firms’ perceived legitimacy of vendors, termed “vendor legitimacy,” consisting of pragmatic, cognitive, and moral dimensions. Based on our surveys with executives and managers at 200 ITO client firms, the study’s findings present the imperative to actively manage vendor legitimacy for achieving and sustaining ITO performance. Specifically, at the strategic level, clients’ perception of vendors as mutually aligned, long-term-oriented, tightly integrated partners is critical. At the operational level, clients should collaborate with vendors to design and establish interorganizational routines that undergird vendor legitimacy. At the managerial level, clients’ relational governance plays a pivotal role in attaining procedural justice, ethical standards, and fairness in the interorganizational collaboration. In sum, our study suggests that creating a dedicated corporate function or unit for continually overseeing and assessing a portfolio of vendors and swiftly identifying and responding to potential issues and crises related to vendor legitimacy would be a worthwhile investment.
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Singh, Rohit Kumar, Surendra Kansara, and Niraj Kumar Vishwakarma. "Vendor rating system for an Indian start-up: a combined AHP & TOPSIS approach." Measuring Business Excellence 22, no. 3 (2018): 220–41. http://dx.doi.org/10.1108/mbe-07-2017-0038.
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Purpose The aim of this paper is to identify the criteria that are used for vendor or supplier rating, prioritize these criteria based on the industry inputs and develop a vendor rating model. The data were collected from an Indian start-up working in product development using three-dimensional printing (3DP). Design/methodology/approach Factors of importance for vendor rating were identified through industry visits, and interacting with the industry experts from the start-up under consideration, substantiated by extensive review of relevant literature. A questionnaire-based survey was carried out to further narrow down the factors important to the industry, prioritizing them with a pairwise comparison analysis as envisaged in the analytical hierarchy process (AHP) technique along with the calculation of consistency ratios. Technique for order preference by similarity to ideal solution (TOPSIS) methodology was further used for data aggregation. Findings This research brought forward the criteria that are useful for rating vendors or suppliers with reference to 3DP sector. Originality/value This paper integrates AHP and TOPSIS to solve a multi-criteria vendor rating problem. The attempt was made to make vendor rating process universal so that it can encompass all the vendors of the firm.
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Duncan, Kevin, and Evan Duggan. "A Secure Knowledge Resource Management Theory for IT/IS Outsourcing." International Journal of Human Capital and Information Technology Professionals 5, no. 1 (2014): 55–69. http://dx.doi.org/10.4018/ijhcitp.2014010105.
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There is a delicate dance between outsourcing vendors and the secure management of their knowledge resources at play. The challenge for the vendor stems from their need to earn their clients trust by engendering high levels of confidence in their abilities to effectively deliver goods and services sought by the client without compromising the security of their knowledge resources. The potential for the outsourcing vendor project teams to interact with a diverse set of clients adds and even greater level of complexity. However, some IT/IS outsourcing vendors manage to successfully execute this balancing act. Given the socio-technical nature of this phenomenon the authors will look to institutional, resource-based view and managerial control theories as avenues via which they seek to gain some understanding as to how they secure their knowledge resources.
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George, Oyeronke Oluwatosin, Remilekun Enitan Dosumu, and Christiana Onyinyechi Makata. "Strategic Vendor Relationship Management: A Conceptual Model for Building Sustainable Partnerships in Competitive Marketing Ecosystems." Journal of Frontiers in Multidisciplinary Research 5, no. 1 (2024): 112–18. https://doi.org/10.54660/.ijfmr.2024.5.1.112-118.
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The paper explores the development of a conceptual model for strategic vendor relationship management (SVRM), emphasizing its role in fostering sustainable partnerships within competitive marketing ecosystems. As businesses face increasing pressure to innovate and stay competitive, managing relationships with key vendors is crucial to gaining a competitive advantage. This model incorporates critical elements such as trust, communication, mutual benefits, and collaboration to guide organizations in optimizing their vendor relationships. The research identifies both internal and external challenges that affect the effectiveness of vendor management strategies, including organizational resistance, resource constraints, market fluctuations, and regulatory changes. The paper further discusses the application of the conceptual model across industries like retail, technology, and manufacturing, illustrating its adaptability to different business environments. By fostering long-term, mutually beneficial partnerships, organizations can leverage vendor relationships to drive innovation, improve operational efficiency, and ultimately achieve sustainable business growth. The paper concludes by offering recommendations for businesses to continuously assess their vendor relationships and adopt new technologies such as data analytics and artificial intelligence (AI) to enhance collaboration and performance measurement. Future research directions are suggested, focusing on the impact of digital transformation, the role of AI in vendor management, and how businesses can adapt to evolving market dynamics.
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Moin, Mohsin, and Tooba Khan. "The need for vendor development programmes to increase the efficiency of the automotive industry in Pakistan." Global Journal of Business, Economics and Management: Current Issues 13, no. 1 (2023): 82–90. http://dx.doi.org/10.18844/gjbem.v13i1.8479.
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Although there is always a need for further development in business models and industrial organisations via gradual improvements in their operations including production activities, warehouse management and supply chain management, it is quite obvious that from the present rise in inflation, a gap between the employees and the employers has been observed in the automotive sector due to a lack of vocational training or vendor development programmes causing uncertain attributes. The study aimed to highlight the significance of vendor development programmes in the automotive sector along with hindering factors and uncover the impediments that do not allow the encouragement of vendor development programmes in the said industry in Pakistan. The methodology for this research is qualitative, which will take the best measures by collecting the data from the vendors, especially from the operations department as this department is having deep insight and core knowledge about the organisation. The study concluded that financial constraint is the major factor that limits vendor development programmes in the automotive industry of Pakistan. Keywords: Automotive industry, training programmes, vendor, vendor development programmes
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Susanto, Edi, Giardhany, Norfaridatul Akmaliah Othman, Mugi Praseptiawan, Arif Imran, and Yana Hendriana. "A Network-Multi-Criteria Decision Analysis with Super Decision for Vendor Selection in the Automotive Component Industry." Malaysian Journal of Consumer and Family Economics 31, no. 1 (2023): 125–54. http://dx.doi.org/10.60016/majcafe.v31.05.
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The automotive component companies needed to improve their quality to meet global standards continuously. A key success factor in achieving this process is enhancing the system’s purchasing activities of vendor selection. SA Indonesia is a company that carries out business in automotive components for vendors chosen by weighting and assessing multi-criteria decision-making (MCDM). However, the company faces the lack of ability to consider interconnections between criteria that the firm values and other factors, such as price, delivery, flexibility, quality, and services. It is also important for companies to possess adequate vendor capability for sustainability and safety-health management, enabling them to determine the selection criteria. These attributes are rare in preliminary studies; therefore, companies needed utilize proper criteria to get the best vendors. Furthermore, this research integrates the AHP-ANP method to tackle the problem of selecting a vendor, using the ANP method assisted by a super decision (SD) software application. The results showed that the highest vendor selection criterion is price, while the lowest is safety. In addition, based on the analysis conducted on five vendor alternatives assessed using the ANP method, the highest vendor rank is JFESS Indonesia. Future studies can be developed by including information technology (IT) security in the selection of vendor attributes, bearing in mind the challenges ahead with the progress of developing a procurement integration system in a procurement management system, based on enterprise resource planning (ERP), in supporting digitalization in the manufacturing 4.0 era. But with an overall secure enterprise data security design.
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Su, Fang, Ji-Ye Mao, and Sirkka L. Jarvenpaa. "How Do IT Outsourcing Vendors Respond to Shocks in Client Demand? A Resource Dependence Perspective." Journal of Information Technology 29, no. 3 (2014): 253–67. http://dx.doi.org/10.1057/jit.2013.28.
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IT outsourcing vendors depend on projects from their clients to reap gains and develop capabilities. Because of this dependence, vendors are vulnerable to shocks in client demand. However, the extant literature on how vendors mitigate the damage from demand shocks is very limited. This multiple case study examined five pairs of relationships between Chinese vendors and their Japanese clients, drawing on resource dependence theory, which considers two response strategies: bridging and buffering. Our findings suggest that both bridging and buffering should be specified further on the basis of their explorative and exploitative dimensions, and that the choice of a particular strategy depended on the power relation between the vendor and client. Results show that when the client was in a highpower advantage, the vendor chose bridging. More specifically, if the vendor also had high power, it adopted explorative bridging; otherwise, it adopted exploitative bridging. When the client was in a low-power position, the vendor would pursue explorative buffering. Exploitative buffering was a common response to demand shocks, independent of the dyadic power relation.
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Sona, P., T. Johnson, and C. Vijayalakshmi. "Design of a multi criteria decision model-fuzzy analytical hierarchy approach." International Journal of Engineering & Technology 7, no. 1.1 (2017): 116. http://dx.doi.org/10.14419/ijet.v7i1.1.9209.
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In Supply Chain Management(SCM),vendor selection has become a very important activity. By selecting the appropriate vendor, companies can avoid barriers and do for efficient production. The aim of this paper is to identify the important criteria that may develop strategies of the organizations. It deals with the analysis of vendor selection problem using Fuzzy Analytical Hierarchy Process (FAHP).The comparison has made between the parameters criteria and alternatives by designing a model of uncertainty. The proposed method has applied in an automobile industry to choose their vendors in a best way.
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OLAOYE, Oluwafemi Ebenezer, OLAWALE IBRAHIM OLATEJU, and Sunday Stephen AJEMUNIGBOHUN. "NEXUS BETWEEN VENDOR SELECTION AND PROJECT DELIVERY TIME IN EKO ELECTRICITY COMPANY." GUSAU JOURNAL OF ECONOMICS AND DEVELOPMENT STUDIES 5, no. 1 (2024): 533–57. https://doi.org/10.57233/gujeds.v5i1.29.
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Studies have shown that vendor selection is key in project delivery time. This study, therefore, examined the relationship between vendor selection and project delivery time, with empirical evidence from Eko electricity distribution Companies in Lagos, Nigeria. The study adopted a survey research design with a sample size of one hundred and twenty-eight (128) members of staff which consisted of project managers, operation managers, and supervisors. The study adopted double sampling techniques comprised of convenience and judgmental samplings. Descriptive and inferential statistics were engaged. For descriptive statistic, mean and standard deviation were adopted, while multiple regression technique with the aid of SPSS version 21 was used to analyse the formulated hypothesis. The findings of this research revealed that there is a strong positive relationship between vendor selection and project delivery time among staff members of Eko Electricity distribution companies (r2 =0.640). rigorous vendor evaluation processes should be carried out that will help in selecting vendors that are capable of delivering high-quality services within stipulated timelines. However, utilizing advanced management software to streamline the vendor selection process, monitoring performance, and maintaining real-time communication should help enhance transparency, improve decision-making, and promoting efficient management of vendor- related activities.
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Peng, Jianping, Meiwen Guo, and Jing Quan. "Software Vulnerability and Application Security Risk." Information Resources Management Journal 32, no. 1 (2019): 48–57. http://dx.doi.org/10.4018/irmj.2019010103.
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This research investigates the software vendor-based relationships between software vulnerability and application security risk. The data is obtained from the China National Vulnerability Database of Information Security (CNNVD). At first, we use the latent class model to classify the software vendors into three categories, and then employ regression models to estimate relationships between software vulnerability and application security risk for each of the three categories of the software vendors. The results show the relationships vary across the software vendors. The findings suggest that an IT vendor should learn specific vulnerability features according to its type to effectively avoid vulnerability generation on their products.
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Puto, Christopher P., Wesley E. Patton, and Ronald H. King. "Risk Handling Strategies in Industrial Vendor Selection Decisions." Journal of Marketing 49, no. 1 (1985): 89–98. http://dx.doi.org/10.1177/002224298504900109.
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This article approaches the industrial buyer's vendor selection decision process as one of problem solving in the face of probabilistic outcomes, i.e., risk. The findings of the national experiment reported here suggest that methods of handling risk in vendor selection decisions are mediated by loyalty to current vendors and by the way the industrial buyer perceives or frames the decision problem.
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Shi, Lu, and Xin Ma. "Inventory Management of Medical Equipment Vendors under the Uncertain Demand." Advanced Materials Research 225-226 (April 2011): 1129–32. http://dx.doi.org/10.4028/www.scientific.net/amr.225-226.1129.
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The remarkable interest in the supply chain management related research in the last decade has been due to its potential to improve the efficiency of operations and reduce cost. Vendor managed inventory is an integrated approach for market patricians coordination according to which the vendor decides on the appropriate inventory levels within bounds. The coordination problem for a two stage supply chain composed of a medical equipment supplier and a retailer is considered in this paper. The inventory management of medical equipment vendors under the uncertain demand is analysis and the model is designed, the variables of shortage cost and inventories cost are derived on the two cases with the demand fluctuations and the results are also discussed.
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Gaikwad, Priyanka Hiraman, Anil G. Jadhav, Vasim T. Pathan, and Nayan A. Gujarati. "REVIEW ON VENDOR AUDIT MANAGEMENT." Asian Journal of Pharmaceutical Research and Development 6, no. 4 (2018): 92–96. http://dx.doi.org/10.22270/ajprd.v6i4.391.
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Vendor Relationship Management (SRM), is systematic planning and managing of all interactions with suppliers to maximize its value. Its application varies from construction industries to healthcare system and investment banks to industries. Several buyer-supplier relationship models, as well as supplier selection and evaluation strategies, have been documented by many researchers. The vendor management system is for supporting the good quality of material, delivery on time, good service and cooperation, reasonable price, improve the strong and close relationship, etc. The Vendor Management System (VMS) is the one most important factor of success. The vendor is the partnership that concerned to manufacturer not only the quality but also other business issues.
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Koppisetti, Venkata Sathya Kumar. "Automation of Vendor Invoice Process with OpenText Vendor Invoice Management." International Journal of Computer Trends and Technology 71, no. 8 (2023): 71–75. http://dx.doi.org/10.14445/22312803/ijctt-v71i8p111.
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Aggarwal, Remica, Surya Prakash Singh, and P. K. Kapur. "Integrated dynamic vendor selection and order allocation problem for the time dependent and stochastic data." Benchmarking: An International Journal 25, no. 3 (2018): 777–96. http://dx.doi.org/10.1108/bij-05-2017-0085.
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Purpose In this paper, vendor selection and order allocation problem is considered for a buyer dealing in multiple products to be supplied by multiple vendors. Each product has an associated lead time with stochastic demand having stochastic capacity for each vendor across entire time period. Uncertainties related to costs which are further influenced by the periodically changing incremental quantity discounts offered by various vendors. The purpose of this paper is to find an optimal trade-off of vendor selection and order allocation in the presence of uncertainties involving multiple conflicting objectives such as cost minimization, service level/quality level maximization and delivery lead time minimization concurrently. Design/methodology/approach Vendor selection problem considered here has a multi-objective optimization design subject to a set of demand, capacity and quantity discount based constraints. These constraints as well as uncertainty related to lead time have been handled using chance constraint approach. The problem is titled as “integrated dynamic vendor selection problem (IDVSP).” The proposed multi-objective IDVSP is solved using both non-pre-emptive goal programming (GP) and weighted sum aggregate objective function (AOF) technique. Findings Findings indicate goal achievement for different objectives from both non-pre-emptive GP and AOF procedure. While the goals are satisfactorily achieved as per the target values for cost and lead time, quality/service level was somewhat compromised in order to find an appropriate trade off. Originality/value The research work is original as it integrates dynamic as well as stochastic (uncertain) nature of supply chain simultaneously coupled with the concept of incremental quantity discounts on lot sizes.
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Y. Robert Meetei. "A Fuzzy Set and Application of Fuzzy Multi Criteria Decision Making on Vendor Selection." Journal of Information Systems Engineering and Management 10, no. 33s (2025): 942–55. https://doi.org/10.52783/jisem.v10i33s.5739.
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Vendor selection plays a pivotal role in supply chain management, influencing the efficiency and effectiveness of operations. Traditional vendor selection methods often rely on crisp decision-making frameworks, which may oversimplify complex decision scenarios and neglect uncertainties inherent in real-world situations. This paper explores the application of fuzzy set theory as a novel approach to vendor selection, aiming to enhance decision-making processes in supply chain management. Drawing from the principles of fuzzy set theory, which allow for the representation of vague or imprecise information, this study proposes a framework that accommodates the inherent uncertainties and ambiguities associated with vendor selection criteria. By employing fuzzy logic and membership functions, the proposed framework enables decision makers to express the degree of membership of vendors to predefined criteria in a more flexible and nuanced manner. In conclusion, this paper contributes to the ongoing discourse on vendor selection methodologies by introducing a novel approach grounded in fuzzy set theory. By embracing uncertainty and ambiguity, the proposed framework offers a more realistic and adaptable decision-making tool for supply chain practitioners, paving the way for further advancements in the field. A numerical example has been presented to support the proposed model.
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Gajjar, Dhaval, Jake Smithwick, and Kenneth Sullivan. "Improving Janitorial Contract Performance with Facility Management Performance Scorecards." Journal of Facility Management Education and Research 2, no. 1 (2018): 26–34. http://dx.doi.org/10.22361/jfmer/94925.
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ABSTRACT Facility Manager (FM) role requires expertise in various aspects of facility maintenance. Due to the diverse job functions as an FM, outsourcing and hiring external vendors is a common practice in the industry to gain additional expertise. Since a facility manager oversees the external vendor's contract and the performance of the external vendor directly affects the quality of a facility, the FM's performance is ultimately related to the performance of the outsourcing company. Hence, it is critical to measure performance and the quality of the services provided by the outsourcing company. One of the FM's at a corporation (XYZ Corporation) was faced with a challenge of low performance and poor quality on their outsourced janitorial contract. The literature review revealed that there has been very little research done with regard to outsourcing of the janitorial contract. In order to address the challenge of XYZ Corporation a performance measurement model was implemented using performance Scorecards at XYZ Corporation for janitorial contracts. The Scorecard was developed based on the previous experience of the FM group, the researchers and the specific areas targeted by XYZ Corporation that were part of janitorial vendors responsibility. This paper presents the impact of the performance measurement model on the quality and performance of the janitorial vendor and its expansion to other outsourcing contractors based on the lessons learned from the janitorial contracts. The study revealed that the implementation of a performance measurement model resulted in an overall improvement of the performance of janitorial vendor and the contractors.
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AMUZAT, Olawale, and Ndifreke Akaninyene ENO. "THE CHALLENGES OF VENDORS’ SELECTION: ASSESSING THE STRATEGIC STEPS OF MITIGATING THE CHALLENGES." European Journal of Artificial Intelligence and Digital Economy 1, no. 6 (2024): 23–32. http://dx.doi.org/10.61796/jaide.v1i6.647.
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The study analyzed the challenges to vendor selection: assessing the strategic steps of mitigating the challenges. Vendor Selection is one of the crucial decisions frequently executed by many industries. In recent times, the number of suppliers has increased enormously depending on a wide range of criteria. For many organizations, effective vendor selection is of vital importance. As the pace of market globalization quickens, the number of potential vendors and factors to consider when selecting vendors’ increases. While selecting vendors, organizations encounter a multitude of challenges that can impact the efficiency, effectiveness, and overall success of their operations. These challenges stem from various factors, including vendor reliability, compatibility, cost considerations, and risk management. Overcoming vendor selection challenges requires a systematic approach that involves careful planning, evaluation, and decision-making. Start by clearly defining your organization's needs, objectives, and priorities. Research the market to identify potential vendors that offer products or services aligned with your requirements. On this basis, the study concluded that in many projects there are bound to be critical success factors and they have much impact on vendor selection. The critical success factors include the work sequence with a timeline that an individual can demonstrate in his/her plan to meet the project timeline. As it is the work sequence with timeline includes strict adherence to the project scope, provision of the project timeline, evaluation of the procurement document, milestone, selection of the right procurement strategy, preparation of work sequence document, and many more. One of the recommendations made was that the project manager must be proactive and do due diligence early on with the project to lead as required including developing a progress review to track if indeed the project is meeting its intended delivery plan.
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Lu, Fuqiang, Yanli Hu, Hualing Bi, Min Huang, and Meng Zhao. "An Auction Approach for Cost and Schedule Management of IT Outsourcing Project." Asia-Pacific Journal of Operational Research 35, no. 05 (2018): 1850034. http://dx.doi.org/10.1142/s0217595918500343.
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Cost and schedule management are important issues in an information technology outsourcing project. Generally, a client does not know much about market quotation and ability of vendors. Thus, an efficient approach should select a suitable vendor for the project with balanced cost and schedule. In this study, an improved standard English auction (ISEA) is designed, in which the multi-attribute situation is considered, and multi-attribute utility theory (MAUT) is introduced. A new auction protocol and a utility increment function are proposed, respectively. Finally, numerical examples are designed to demonstrate the auction process and its operation. Some insights are found: The ISEA is competent to describe the cost and schedule management process in an auction approach. The optimal incremental utility for client and vendor are found, and the proposed auction protocol is a mechanism for the client and vendor to obtain win–win results. The completely consistent results can be obtained from different size cases, which indicates that the validity of the designed auction mechanism and the effect of the utility increase function on the negotiation results.
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Dasanayaka, S. W. S. B., Omar Al Serhan, Mina Glambosky, and Kimberly Gleason. "The business-to-business relationship: examining Sri Lankan telecommunication operators and vendors." Journal of Business & Industrial Marketing 35, no. 6 (2020): 1069–87. http://dx.doi.org/10.1108/jbim-06-2019-0303.
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Purpose This study aims to identify and analyze factors affecting the business-to-business (B2B) relationship between Sri Lankan telecommunication operators and vendors. The authors conduct a survey and develop models to explain relationship strength and satisfaction. The authors find that telecommunication operators and vendors value trust, commitment, adaptation and communication. Operator satisfaction varies by perception of product quality, service support, delivery performance, supplier know-how and value for money. The vendor’s relationship strength is impacted by trust and commitment; vendor satisfaction is affected by economic factors and referencing. The authors suggest formulating management strategies using these results to strengthen business relationships. Design/methodology/approach The authors develop two conceptual models to analyze the supplier and customer perspectives. This study’s drafted models were drawn from established models and were presented to experts in the industry, both telecommunication operators and vendors. Models were modified based on experts’ feedback, and hypotheses were developed from the conceptual models, developed separately for the two perspectives. Data collection was done via questionnaires; 150 questionnaires were sent via email to identified telecommunication operators and 100 questionnaires were sent via email to identified telecommunication vendors, with follow-up emails and telephone calls to improve response rates. Findings This study’s findings show that employees in the telecommunication industry recognize the importance of B2B relationships. Employees of both telecommunication operators and vendors agree that stronger relationships are advantageous. The correlation and regression analysis results identify factors that affect the B2B relationship. The following factors impact the strength of B2B relationships irrespective of view point: trust, commitment and satisfaction. The following factors were found to significantly affect the strength of B2B relationships between telecommunication operators and vendors from the operator perspective: adaptation and communication. Practical implications To enhance relationship strength, the management of operator organizations should take action to improve trust, commitment and satisfaction. Demonstrating honesty and integrity when dealing with vendors and exhibiting concern for the other party’s interests can help establish trust or enhance trust in existing relationships. Displaying commitment toward the vendor will also facilitate stronger relationships. Reasonable profits for both parties and sizeable business volume will also help satisfy vendors, increasing relationship strength. Positive referencing of the vendor in industrial and public forums will improve vendor satisfaction, enhancing relationship strength. Reputational capital can be built and maintained for both operators and vendors by keeping promises and defending the other party to outsiders. For managers of telecommunications operators and vendors in other emerging markets, this study’s results are important and can inform internal business practices to support trust, commitment and satisfaction. Originality/value This study contributes to the existing literature in two ways, a focus on the telecommunication industry and a previously unexplored emerging market, Sri Lanka. In addition, this study includes an analysis of the relationship from both the operator and vendor perspectives.