Exploring the importance of different supplier selection criteria

Abstract

2008),"A decision#maker#centred supplier selection approach for critical supplies", Management Decision, Vol. 46 Iss 6 pp. 918-932 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Supplier selection studies have used a wide variety of supplier evaluation criteria, due to the diversity of the purchasing context. The purpose of this study is to identify the critical supplier selection criteria which are important across industries and across purchasing contexts, and subsequently estimate the importance of these criteria to the procurement practitioners. Design/methodology/approach -First, a Delphi study has been conducted to identify the critical supplier selection criteria across manufacturing industries. Then, data were collected from 188 firms across 12 industries and analysed with fuzzy analytic hierarchy process for group decision making, to estimate the relative importance of these criteria. Findings -Findings indicate that seven criteria are of critical importance to Indian manufacturing industries. Also evaluation criteria like product quality, delivery compliance and price have maximum criticality, while criterion like e-transaction capability is gaining in importance, with the increased adoption of e-procurement platforms.Research limitations/implications -The study has been conducted in India, while focusing on Indian manufacturing industries. Similar study conducted in developed economies may produce different results. Practical implications -Findings will be useful for practitioners for benchmarking supplier selection processes, not only in India, but also in similar emerging economies. Also, the outcome will provide insights for suppliers for developing systemic improvements. Originality/value -There has been no study in recent years which has attempted to estimate the importance of supplier selection criteria, while taking a multi-industry approach. This study identifies the critical evaluation criteria and estimates their relative importance to procurement experts.

Development of decision support system for e-supplier selection in Indian mechanical manufacturing industry using distance based approximation

“…Product Quality (Tsai et al, 2010), (Sanayei et al, 2010), (Wu, 2010), (Shemshadi et al, 2011), (Liao & Kao, 2011), (Vinodh et al, 2011), (Chang et al, 2011), (Deng & Chan, 2011), (Aksoy & Öztürk, 2011), (Kara, 2011), (Kilincci & Onal, 2011), (Akarte et al, 2001), (Priya et al, 2012), (Ozkan et al, 2011), (Ghodsypour & O'Brien, 1998), (Kar & Pani, 2014), (Garg et al), (Pal et al, 2013), (Jain et al, 2013), , . Fulfilled Order Accuracy (Mentzer et al, 2001), , Quality Control (Ghodsypour & O'Brien, 1998), (Benyoucef et al, 2003), (Kar & Pani, 2014), (Jain et al, 2013), (Jariyal & Garg 2012).…”

“…Product Cost , (Zhang et al, 2009), (Lee & Amy, 2009), (Wu et al 2009), (Sanayei et al, 2010), (Wu, 2010), (Shemshadi et al, 2011), (Akarte et al, 2001), (Priya et al, 2012), (Ozkan et al, 2011), (Ghodsypour & O'Brien, 1998), (Benyoucef et al, 2003), (Kar & Pani, 2014), (Garg et al), (Tang & Jarmillo, 2005), (Pal et al, 2013), (Jain et al, 2013), , (Jariyal & Garg, 2012). Discount on Product Cost (Kar & Pani, 2014), (Jain et al, 2013).…”

“…Delivery Lead Time (çebi & Bayraktar, 2003), (Prahinski & Benton, (2004), (Pi & Low, 2005), (Kreng & Wang, 2005), (Li et al, 2006), (Hsu et al, 2006), (Zhang et al, 2009), (Lee & Amy, 2009), (Shemshadi et al, 2011), (Liao & Kao, 2011), (Vinodh et al, 2011). (Priya et al, 2012), (Kar & Pani, 2014), (Garg et al), (Tang & Jarmillo, 2005), (Ozkan et al, 2011), (Jain et al, 2013), .…”

“…Fulfilled order timely (Mentzer et al, 2001), (Akarte et al, 2001), (Ozkan et al, 2011), (Ghodsypour & O'Brien, 1998), (Benyoucef et al, 2003), (Kar & Pani, 2014), (Garg et al), (Tang & Jarmillo, 2005), (Pal et al, 2013), (Jain et al, 2013), , .…”

“…Reliability (Head & Hassanein, 2002), (Becerra & Gupta, 2003), (Ratnasingam & Pavlou, 2003), (Garg et al), (Jain et al, 2013), . Assurance (Schrӧder & McEachern, 2002), (Manning et al, 2006), (Turner & Davies, 2002), (Parasuraman et al, 1988), (Kar & Pani, 2014), (Pal et al, 2013), . Integrity, Benevolence, Competence (Fairchild et al, 2004), (Harland et al, 2007), (Reichheld & Schefter, 2000), (Soliman & Janz, 2004), (Garg et al), .…”