Supplier development: Improving supplier performance through knowledge transfer

Modi, Sachin; Mabert, Vincent A.

doi:10.1016/j.jom.2006.02.001

Cited by 535 publications

(563 citation statements)

References 70 publications

(114 reference statements)

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“…Szulanski (1996, p. 36) identifies "an arduous relationship between the source and the recipient" as one of the main reasons firms may fail in transferring best practices between each other. She emphasizes the importance of personal interaction for knowledge exchange, especially where tacit knowledge is concerned (i.e., knowledge that exists only implicitly within individuals; see Modi and Mabert, 2007). Without regular communication, suppliers may receive less feedback on their sustainability progress, thereby reducing goal effectiveness, in accordance with GST (Locke and Latham, 2002).…”

Section: Spatial Distancementioning

confidence: 99%

Supplier Development for Sustainability: Contextual Barriers in Global Supply Chains

Busse¹,

Niu²,

Schleper

et al. 2016

AMPROC

107

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Acknowledgments:An earlier version of this paper was the recipient of the 2015 Chris Voss Best Paper Award granted at the 22 nd European Operations Management Association conference. We are most grateful to the EurOMA Scientific Committee for choosing our paper and encouraging us to consider IJPDLM as a publication outlet for our research. We also acknowledge the helpful feedback received at the conference. Moreover, we would like to thank the three anonymous reviewers at IJPDLM who have provided extremely insightful and constructive suggestions which helped us to improve this paper substantially. Finally, we express our gratitude to the Editor, Alexander E. Ellinger, for facilitating a speedy review process. Design/methodology/approach -A dyadic case study design was adopted with a Western European buyer and six of its Chinese suppliers. The database consists of 41 interviews and 81 documents.Findings -Contextual barriers to SDS in global supply chains derive from complexities in the sustainability concept, socio-economic differences, spatial and linguistic distance, as well as cultural differences between buyers and suppliers. Partial remedies include effective joint communications, an open organizational culture, and the fostering of cross-contextual understanding.Research implications -The findings contribute to theory development at the intersection of sustainable and global supply chain management research. They help to explain why scarce sustainability-related progress in global supply chains has occurred in recent years.Practical implications -The identified barriers facilitate managerial decision making that will expedite SDS progress in global contexts.Social implications -By diffusing knowledge regarding available remedies, the study contributes to improving SDS effectiveness, thereby fostering sustainability capabilities and performance of suppliers.Originality/value -This research highlights the criticality of contextual barriers to SDS. The barrier effects that stem from differing real-world conceptions of sustainability may inform future sustainable supply chain management research within and beyond SDS.

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Section: Spatial Distancementioning

confidence: 99%

Supplier Development for Sustainability: Contextual Barriers in Global Supply Chains

Busse¹,

Niu²,

Schleper

et al. 2016

AMPROC

107

View full text Add to dashboard Cite

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“…SDPs have been studied in the USA (Carr et al, 2008;Krause, Handfield, & Tyler, 2007;Modi & Malbert, 2007;Prahinski & Benton, 2004;Wagner & Krause, 2009), Hong Kong (Li et al, 2007), Japan (Sako, 2004) and Germany (Ghijsen, Semeijn, & Ernstson, 2010;Wagner, 2011); and in developing economies such as Mexico (Arroyo-Lopez, Holmen, & Boer, 2012), Brazil (Lakshman & Parente, 2008) and India (Govindan, Kannan, & Haq, 2010). The context of this study is the automotive industry, which marks the most common industry context for SDP research.…”

Section: Supplier Development Programmesmentioning

confidence: 99%

“…Prahinski and Benton (2004) also highlight how the frequency and direction of communication and the degree of feedback can also vary in respect of the different aims of a supplier development programmes. One way communication can disseminate codified information whereas matters such as "quality delivery and flexibility" (Krause, Handfield, & Tyler, 2007, p.533) are more likely to require feedback and more collaborative two-way communication (Modi & Malbert, 2007). However, the concept of knowledge transfer is difficult to capture.…”

Section: : Communication and Knowledge Transfer In Supplier Devementioning

confidence: 99%

An investigation of the cross-border supplier development process: Problems and implications in an emerging economy

Khan

Nicholson

2014

International Business Review

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An investigation of the cross-border supplier development process:problems and implications in an emerging economy. AbstractThis paper is concerned with supplier development in an emerging market context. The context of the study is the interaction between Pakistani suppliers and Japanese automotive manufacturers in equity joint ventures operating in Pakistan. Using a novel approach drawing data from buyer 'and' supplier, the paper presents a three stage (evaluation, exploration and interactive) teleological process theory that highlights the key relational, knowledge transfer and operational factors that signify each stage. Key conclusions are drawn as to the importance of relational ties, the early importance of absorptive capacity. Notions of stasis implied by predominantly crosssectional research into supplier development are challenged and the findings reveal many factors demonstrate temporal dynamics. The paper also highlights CSR dilemmas for developing country investors establishing supplier development programmes in developing economies.

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“…In this perspective, it is suggested that supplier development efforts should be linked to the model's dimensions, differentiating among efforts to improve supplier's capabilities and efforts to increase supplier's willingness, dealing with the main underlying causes of a supplier's inefficiency. Several supplier development activities have been mentioned in literature (Krause 1999;Krause et al 1998Krause et al , 2000Modi and Mabert 2007;Krause and Ellram 1997), and categorization is suggested based on their effect on these two dimensions, as follows:…”

Section: Managerial Implicationsmentioning

confidence: 99%

Embedding carbon impact assessment in multi-criteria supplier segmentation using ELECTRE TRI-rC

et al. 2017

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In the past decade, there has been an increasing interest in green supply chain management, which integrates environmental thinking into supply chain management. Assessing a supplier's potential for improvement is very important when an organization wants to achieve certain environmental targets concerning their supply base, taking into account the limited resources available. In this paper, incorporating environmental evaluation criteria into a comprehensive supplier segmentation approach called 'supplier potential matrix' (SPM), a green supplier segmentation is proposed to segment the suppliers. Two overarching dimensions-supplier's capabilities and supplier's willingness-are used to evaluate the supplier's green potential. The two dimensions are measured by multiple criteria. A sorting method called ELECTRE TRI-rC is used to solve the resulted multi-criteria decision-making problem. In order to make a more meaningful distinction, a simple method is also proposed to assess the suppliers with respect to the carbon footprint of the raw materials they supply. The results of this assessment are combined with the ones of the SPM, resulting in a more useful segmentation. The proposed model is applied to a sample containing the suppliers of a large international company.B Jafar Rezaei

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Supplier development: Improving supplier performance through knowledge transfer

Cited by 535 publications

References 70 publications

Supplier Development for Sustainability: Contextual Barriers in Global Supply Chains

Supplier Development for Sustainability: Contextual Barriers in Global Supply Chains

An investigation of the cross-border supplier development process: Problems and implications in an emerging economy

Embedding carbon impact assessment in multi-criteria supplier segmentation using ELECTRE TRI-rC

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