Connecting supplier–supplier relationships to achieve supply chain performance of restaurant companies

Abstract

PurposeThe goal of this study is to investigate how the development efficiency of restaurant companies' products of their suppliers, supplier–supplier connection, design quality and adaptation affect the supply chain performance (SCP) of restaurant companies.Design/methodology/approachWe use the stratified random-sampling method for this study. We mailed the research questionnaire to the managers in the cases where they could be identified; a total of 1,063 questionnaires were sent by mail and a useable response of 156 fully completed questionnaires was received.FindingsWhen the supplier has good development efficiency of restaurant companies' products, they can comply with the requirements of the budget project, and then, finally adapt to the restaurant companies to strengthen mutual relations of coexistence; suppliers with a good connection can make restaurant companies willing to go along with them.Research limitations/implicationsThe limitation of this study was that the different types of suppliers were not compared, and some restaurants without scaled operations may have different effects on the result.Practical implicationsThe supplier–supplier connection is established when the suppliers or companies have generated important decisions. The suppliers will cope with the restaurant companies to make the delivery procedure more unhindered and invest in highly specialized equipment in the relationship and finally, improve the SCP.Originality/valueThis study focuses on the restaurant companies in partnership: how to cooperate with the suppliers to make good supply efficiency, and thus enhance the SCP of the restaurant companies. Overall, the results of the study have provided reliable instruments for operationalizing the key effect constructs in the analysis of operational performance.

Enhancing Halal Procurement Practice Among Hotel in Malaysia

“…Companies in hospitality must cooperate to enhance their performance. Previous research found that improved productivity and cost reduction can be helped by better aid (Ku et al, 2020). The relationship between buyer and supplier should strengthen halal food production (Azmi et al, 2021).…”

Developing a Muslim tourism market: the perspective of travel agencies

“…The SCP perspective states that enterprises develop competitive advantages according to the features of the industry in their competitive environment (Ku et al , 2020; Mackelprang et al , 2018; Morgan et al , 2018). Previous research indicated that a firm's resources for a sustainable and stable supply of products among coordinated partners, improving supply chain efficiency and coordinated operational performance are important factors to consider (McLeod, 2020; Morgan et al , 2018).…”

“…Partnership management is defined as a unique, imperfect resource where the partners are regarded as essential and continuous partnership management as the partnership develops (Khalid and Bhatti, 2015; Ku et al , 2020; Zach and Racherla, 2011). The previous study argued that the fundamental way for travel agencies to expand in Muslim geographic areas is to establish long-term partnerships with local tourism service providers (Lee and Yan, 2020; Woyo and Slabbert, 2019).…”

“…(Díaz et al , 2015; Yevstafyev and Yevstafyev, 2015). Accordingly, the quality of products will closely relate to the supplier, so building a more robust partnership with them is necessary (Ku et al , 2020; Mitreva et al , 2018). The use of unique tourism products based on the division of labor and partnership strategy between travel agencies and partners is crucial to achieving a competitive advantage for any travel agency operating in the Muslim travel market.…”

“…Past research indicated that service-oriented sales employees would affect customer satisfaction with the company (Evanschitzky et al , 2012). Moreover, the relationship selling between the company and partners will change employee attitudes of the company to develop specific markets (Ku, 2014a; Ku et al , 2020).…”