Supplier development or supplier switching?

Friedl, Günther; Wagner, Stephan M.

doi:10.1080/00207543.2011.588804

Cited by 88 publications

(45 citation statements)

References 52 publications

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“…Indeed, this research attempted to deal with one of the long establishing real-world concerns of buying organisations with respect to their sourcing decisions, i.e., how to ensure that a supplier supplies the inputs that fulfil the quality expectations of a buying organisation (Friedl and Wagner 2012 We evaluate suppliers' price, quality and delivery performance regularly through a supplier rating system. SD2…”

Section: Contributions and Future Researchmentioning

confidence: 99%

A contingency view on the impact of supplier development on design and conformance quality performance

Salimian

Rashidirad

Soltani

2017

Production Planning & Control

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This study extends contingency theory's account of organisational size and culture by exploring the relationship between supplier development and internal quality performance. Drawing on supplier development research, the study aims to examine the moderating impact of organisational size and culture on the relationship between supplier development and design and conformance quality dimensions. Using survey data of 518 UK manufacturing organisations, we found that larger organisations with greater access to resources and a strong SCO culture tend to place the most weight on supplier development programmes which in turn yield higher internal quality performance. These findings contribute to 'Operations Management Practice Contingency Research (OM PCR)' and will raise awareness among operations managers of their future sourcing decisions.

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Section: Contributions and Future Researchmentioning

confidence: 99%

A contingency view on the impact of supplier development on design and conformance quality performance

Salimian

Rashidirad

Soltani

2017

Production Planning & Control

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“…This has made purchasing an active research area, with supplier development being central to improving supply chain performance. Friedl and Wagner (2012), for example, studied a firm's decision of whether to invest in an incumbent supplier or to switch to an 4 alternative supplier in order to minimize the total costs of purchasing a product. Their work indicated that the development of an incumbent supplier (i.e.…”

Section: Literature Reviewmentioning

confidence: 99%

A joint economic lot size model with financial collaboration and uncertain investment opportunity

Marchi

Ries

Zanoni

et al. 2016

International Journal of Production Economics

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Establishing long-term relationships among the members of a supply chain has become necessary to enhance the supply chain's competitiveness in a globalized environment. Besides coordinating operational decisions, such as how much and when to produce or to order, the members of a supply chain may also share financial resources or act jointly on the capital market. This is important especially when companies have unequal access to capital, for example because they are located in countries with different economic conditions and banking policies and/or ratings. The joint financing of investments across the supply chain may thus ensure the stability of production and of the flow of products to the customers. In addition, it strengthens the established relationships among the supply chain members. This study takes up these issues and presents an integrated inventory model that considers investments jointly financed by the members of a supply chain. In particular, it considers a two-stage supply chain with a single vendor and a single buyer and assumes that the vendor has the option to invest in increasing its production rate. The buyer, however, is assumed to have better access to capital, and therefore has the option to give a credit to the vendor to invest in its productivity, which is beneficial for both parties. To consider uncertainties of the production improvement investments, a success probability for the investment is considered and modeled using a beta distribution.

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“…Many academics have pointed out that the role of procurement circulation management in today's strategic supply chain management has leapt from the stage of strategic management and cost orientation to application in the past bookkeeping stage, the mechanical operations stage and the advanced preparation stage. The major characteristics of today's supply chain management are as follows: (1) deem procurement to be a competitive weapon; (2) combine supply strategies and business unit strategies; (3) use continuous improvement as the measurement standard; (4) place a high premium on R&D and production speed; (5) be equipped with global horizons and pay attention to change in the external environment; (6) integrate supply strategies; (7) decentralise procurement operations; (8) emphasise procurement added value; (9) control the number of total suppliers; (10) utilise suppliers' technical resources; (11) manage the relationships with suppliers; and (l2) manage the supply chain (Friedl and Wagner 2012;Ghorbani, Mohammad Arabzad, and Shahin 2013;Heinritz and Farrell 1981;Kay 2005;Kocabasoglu and Suresh 2006;Kuo and Lin 2012). The major purposes of procurement circulation management are as given in Table 1.…”

Section: Procurement Circulation Managementmentioning

confidence: 99%

Application of a hybrid dynamic MCDM to explore the key factors for the internal control of procurement circulation

Chen

2014

International Journal of Production Research

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Decisions related to the internal control measurement of procurement circulation are inherently multiple criteria decisionmaking problems and are strategically important to enterprises. Although efforts have been made to discover systematic methods for enhancing purchasing performance, the criteria have been assumed to be independent, which is not actually the case. Most conventional decision models cannot capture the complex interrelationships the criteria. Here, we propose a workable hybrid dynamic multiple criteria decision-making (HDMCDM) method to solve the problems arising from the complex dynamics in the real world. The relationship between the criteria and the criteria weights for the HDMCDM are developed by combining the decision-making trial and evaluation laboratory (DEMATEL) method with the fundamental concept of the analytic network process (ANP), the DEMATEL-based ANP (DANP). VlseKriterijumska Optimizacija I Kompromisno Resenje is then used to aggregate the performance gaps with the weights obtained from the DANP. The results obtained for a specific company show that the four dimensions of internal control of procurement circulation have a mutual influence relationship, with the dimension of 'receiving and storage' demonstrating the greatest influence and 'recorded liabilities' the least. Empirical analysis helps to improve the scores for achieving the aspiration levels for each factor.

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Supplier development or supplier switching?

Cited by 88 publications

References 52 publications

A contingency view on the impact of supplier development on design and conformance quality performance

A contingency view on the impact of supplier development on design and conformance quality performance

A joint economic lot size model with financial collaboration and uncertain investment opportunity

Application of a hybrid dynamic MCDM to explore the key factors for the internal control of procurement circulation

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