Empirical Study of Supplier Selection Practices in Supply Chain Management in Manufacturing Companies

Abstract

Supply chain management has seen a wide application since the 1990s in satisfying diversified customer demands. To remain competitive on a global scale, manufacturing companies greatly increased the scope of their outsourcing activities. Consequently, supplier selection has become a highly prioritized activity with major significance to companies. Previous studies of supplier selection show that there are commonly accepted supplier selection criteria. However, there are insufficient studies on the association between the manufacturer's criteria of supplier selection and why it wins orders from its customers. Studies on the differences of supplier selection criteria among manufacturers from different countries are insufficient either. Through empirical study this paper tries to find out the association between manufacturer's criteria in supplier selection and how it wins orders. Considerations of supplier selection criteria in different national background are compared and the consistency of supplier selection criteria and competitive priority is analyzed.

When to measure productivity: lessons from manufacturing and supplier‐selection strategies

“…Better product/service quality and superior in customer service follow this delivery. Apparently, they are consistent with previous studies (Curkovic et al, 2000;Lau, 2002;Wang et al, 2005;Acur et al, 2006). Interestingly, despite several studies indicating the perceived importance of flexibility, it is not given a high priority by participating firms (Ndubishi et al, 2005).…”

“…The results show that there is no difference. In general, the ranking results are to some extent similar to the finding suggested by Watts et al (1992), Vonderembse and Tracey (1999), Talluri and Sarkis (2002) and Wang et al (2005) Table II. For the identification of possible circumstances derived from the interrelationships between manufacturing and supply-selection strategies, the correlation analysis is adopted (Montgomery and Peck, 1992). As mentioned earlier, a positive correlation implies the complimentary perceived by top executives among these strategies.…”

Making Location Decision Based on Regional Industrial Capabilities: A Case of a Distributor

“…As mentioned earlier, the intention of this study was to build a structured framework to minimize the subjectivity while still maintaining the simplicity of the model so that it can be implemented with little or no training costs. By grounding it in the existing literature on international business (Porter 1990;Rugman and D'Cruz 1993;Dunning 2009) and supply chain management (Alford, Lussier, and Siebes 1997;Wang, Tian, and Hu 2005) literature, the proposed model includes a comprehensive set of factors that are paramount to a long-term investment decisions such as locating the distribution firm in a new city, or even new country, as is the case in this study. The five main factors considered for the distribution firm location decision are financial, transportation and logistics, access to market, business culture, and sourcing.…”

An integrated approach of AHP and DEMATEL methods in evaluating the criteria of auto spare parts industry

“…Besides, auto parts makers have to identify the criteria such as production efficiency, technological ability and service in order to be qualified for providing high quality and price-competitive parts for either global carmakers or tier-one customers. Table 1 summarises the major criteria used in this study by two sources, namely interviewing the auto parts suppliers and through literature review from the topics of suppliers' selection, supply chain management and the like (Yahya and Kingsman 1999;Da Silva, Davis, and Naude 2002;Bharadwaj 2004;Wang, Tian, and Hu 2005;Percin 2006;Sevkli, Koh, Zaim, Demirbag, and Tatoglu 2007;Chan, Kumar, Tiwari, Lau, and Choy 2008).…”