Strategies to streamline supplier relationship management during crises: lessons learned from COVID-19 and future pathways

Abstract

PurposeThis paper explores the strategies adopted by purchasing firms to streamline relationships with suppliers amid the COVID-19 outbreak.Design/methodology/approachThis study employed a multiple case study method and conducted 42 semi-structured interviews with procurement managers from six firms in the United Arab Emirates.FindingsThis study reveals six helpful strategies that purchasing firms can undertake to streamline supplier relationship management (SRM) in the wake of COVID-19. Precisely, purchasing firms are revising supply chain costs, planning orders in advance, sharing critical information with suppliers, planning major contingencies, developing a robust relationship with suppliers (e.g. partnership) and finally, improving the supplier's visibility.Research limitations/implicationsThis study comes with certain limitations. First, the results are based on a limited number of 42 interviewees. Hence, the study’s results cannot be generalized to a broader population. Second, the data were collected based on the cause and effect relationship.Practical implicationsThe findings of this study can help purchasing firms learn and use new appropriate strategies to manage the relationship with their suppliers in the midst of the COVID-19 outbreak.Originality/valueThis study contributes to SRM literature by unveiling six distinct strategies (such as revising supply chain costs, planning orders in advance, sharing critical information, etc.) that purchasing firms have employed to develop a robust and healthy working relationship with the suppliers in the midst of the COVID-19 outbreak.

Increasing effectiveness of supplier relations during major disruptions

“…The effect of SRM during the Covid-19 pandemic is further investigated by Butt et al (2022) in a multiple case study involving six companies from different industries within the United Arab Emirates (UAE). Interviews were conducted with procurement managers from these firms and findings were supplemented with data from various secondary sources.…”

Enhancing supply chain resilience in SMEs: the role of business and political ties

“…As a result, there has been increased academic and managerial interest in developing different resources and strategies to enhance SCR (Shashi et al ., 2020; Pettit et al ., 2019; Rha, 2020). This interest has, however, proliferated considerably in the context of the COVID-19 crisis (Butt et al. , 2022; Chowdhury et al.…”

“…As a result, there has been increased academic and managerial interest in developing different resources and strategies to enhance SCR (Shashi et al, 2020;Pettit et al, 2019;Rha, 2020). This interest has, however, proliferated considerably in the context of the COVID-19 crisis (Butt et al, 2022;Chowdhury et al, 2021;Queiroz et al, 2022). However, while the extant research has put forward and examined different strategies to enhance SCR during the COVID-19 pandemic, the majority has mainly focussed on the role of internal resources and conventional strategies such as digitalisation and technologies (Hald and Coslugeanu, 2022;Modgil et al, 2021), strategic sourcing (Frederico et al, 2021), supply chain integration (Cui et al, 2022;Siagian et al, 2021) and collaboration (Zhou et al, 2022) to face the supply chain COVID-19 disruption.…”

Buyer–supplier collaboration's commitment. An antecedent for procurement performance of large manufacturing entities in Tanzania

“…Background to the study problem Procurement is entailed as a very imperative bustle for availing materials from the suppliers to the manufacturing entities. Relationship management is paramount for effective performance (Butt et al, 2022;Collier et al, 2022;Deep et al, 2020;Cox et al, 2004). The nature and patterns of vertical work relationships between buyers and suppliers are profoundly important and, as a result, plea for commitment-based collaborations (Abe et al, 2021).…”

“…ESG is highly spearheaded by developed nations to address contemporary issues of the society (Betsill et al, 2022). Studies from developed nations show procurement performance of developed nations braced from the committed buyer-supplier collaborations is promising (Agarwal and Narayana, 2020;Butt et al, 2022). It was important to focus on this area because the procurement function (buying side) of the manufacturing firms of Tanzania are eyeing for scientific key of unlocking themselves from unreliable supply of procured materials (Mboghoina et al, 2014).…”