Quantitative Vendor Evaluation

Lamberson, Leonard R.; Diederich, D.; Wuori, J.

doi:10.1111/j.1745-493x.1976.tb00348.x

Cited by 42 publications

(14 citation statements)

References 2 publications

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“…Buyers must analyse and document the signi®cance of several of the aforementioned factors, converting instinctive qualitative indicators to concise 4258 S. Talluri and J. Sarkis empirical measures (for example, see Ellram 1990, Weber et al 1991, Choi and Hartley 1996, Barbarosoglu and Yazgac 1997, Christopher et al 1979. A number of techniques have been used to solve the problem of supplier evaluation, including matrix or weight approaches, mathematical programming, fuzzy set models, and the analytical hierarchy process (for example, see Lamberson et al 1976, Bu a and Jackson 1983, Narasimhan 1983, Gregory 1986, Weber and Current 1993, Dobler and Burt 1996, Meade et al 1997, Sarkis and Semple 1999.…”

Section: Supplier Performance Evaluation Factors and Modelsmentioning

confidence: 99%

A model for performance monitoring of suppliers

Talluri¹,

Sarkis²

2002

International Journal of Production Research

144

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The purchasing function is central to the strategic operations of e ective supply chain management. This centrality is mainly due to the signi®cant impact of material costs on pro®ts, increased investments in inter-organizational advanced manufacturing and information technologies, and a growing emphasis on the just-in-time operations philosophy. The critical business processes of the purchasing function include supplier selection, negotiation of supply contracts, monitoring supplier performance, and acting as an interface between an organization and its suppliers. Within these core processes of purchasing, this paper narrows its scope to focus upon the supplier performance evaluation and monitoring process, which assists in maintaining e ective customer±supplier linkages. While price has been traditionally considered as the single most important factor in evaluating suppliers, it has been agreed upon that value performance emphasis needs to include other important factors such as quality, delivery and¯exibility. Given this evolving business competitiveness environment, the contribution of this research is threefold. First, it applies a new multi-criteria evaluation model for supplier performance evaluation by considering various performance criteria. Second, a proposed application extension of this model serves as a monitoring and control mechanism for the performance of suppliers, thus supporting continuous process improvement to achieve e cient customer±supplier relationships. Third, the paper presents this technique as a new methodological extension to data envelopment analysis research by improving the discriminatory power of an existing variable returns to scale model. The model and its application are demonstrated through a previously published illustrative case example.

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Section: Supplier Performance Evaluation Factors and Modelsmentioning

confidence: 99%

A model for performance monitoring of suppliers

Talluri¹,

Sarkis²

2002

International Journal of Production Research

144

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“…Guidelines outlined by Stock and Lambert (1987) and Lamberson et al (1976) were used to develop the model. As in Mottley and Newton (1959), the suggested system is intended to aid purchasing professionals with making appropriate decisions.…”

Section: To Bundle or Not To Bundle -That Is The Questionmentioning

confidence: 99%

Bundling for B2B procurement auctions: current state and best practices

Schoenherr

Mabert

2006

IJISM

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This study provides an overview of the current state of practice in bundling multiple items together for B2B procurement auctions. On the basis of insight obtained from 30 case study firms and an exploratory survey, the paper presents conditions, uses and contents of bundles and discusses the benefits and challenges of bundling. Successful approaches are illustrated from participating firms. For the interested practitioner, the paper outlines how this activity should be integrated into the firm's strategic procurement process. Furthermore, a proposed framework views bundling in the context of applicability and suggests generalisations. In addition, a scoring model is proposed, which provides guidance for the practicing professional in answering the question whether to bundle items together or not.

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“…Several evaluation models for supplier selection have been proposed. Some of these methodologies include weighted linear model approaches (Lamberson et al 1976;Timmerman 1986;Wind and Robinson 1968), mixed integer programming (Weber and Current 1993), analytical hierarchy process (Barbarosoglu and Yazgac 1997;Narasimhan 1983;Hill and Nydick 1992), linear programming models (Pan 1989;Turner 1988), matrix method (Gregory 1986), multi-objective programming (Weber and Ellram 1993), clustering methods (Hinkle et al 1969), total cost of ownership (Ellram 1995), human judgment models (Patton 1996), principal component analysis (Petroni and Braglia 2000), interpretive structural modeling (Mandal and Deshmukh 1994), statistical analysis (Mummalaneni et al 1996), discrete choice analysis experiments (Verma and Pullman 1998), and neural networks (Siying et al 1997). A majority of the above methodologies are based on multiple-supplier criteria.…”

Section: Strategic Supplier Selection Factors and Modelsmentioning

confidence: 99%

A Model for Strategic Supplier Selection

Sarkis

Talluri

2002

J Supply Chain Manag

537

318

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SUMMARY The purchasing function for some time now has been receiving increasing importance as a critical supply chain management component. This is mainly due to the significant impact of material costs on profits, increased investments in advanced manufacturing and information technologies, and a growing emphasis on Just‐In‐Time GIT) production. The critical objectives of purchasing departments include obtaining the product at the right cost in the right quantity with the right quality at the right time from the right source. This requires executing effective decisions concerning supplier selection and evaluation. This article addresses the supplier selection process. This model for evaluation and selection of suppliers considers multiple factors that include strategic, operational, tangible, and intangible measures. The model also allows for input from a variety of managerial decisionmaking levels and considers the dynamic aspects of the competitive environment in evaluating suppliers. An empirical case illustration demonstrates the efficacy of the model. The results provide interesting managerial implications.

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Quantitative Vendor Evaluation

Cited by 42 publications

References 2 publications

A model for performance monitoring of suppliers

A model for performance monitoring of suppliers

Bundling for B2B procurement auctions: current state and best practices

A Model for Strategic Supplier Selection

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