Supplier Development

Leenders, Michiel R.

doi:10.1111/j.1745-493x.1966.tb00039.x

Cited by 59 publications

(48 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The term 'supplier development' has been first applied by Leenders (1966) to explain the organisational activities to increase the number of reliable suppliers. It is defined as a programme to help organisations develop a network of competent suppliers which its ultimate goal is to enhance suppliers' performance (see Krause, Handfield and Scannell 1998;Wagner 2010;Govindan, Kannan, and Haq 2010).…”

Section: Supplier Developmentmentioning

confidence: 99%

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

Salimian

Rashidirad

Soltani

2017

Production Planning & Control

View full text Add to dashboard Cite

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.

show abstract

Section: Supplier Developmentmentioning

confidence: 99%

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

Salimian

Rashidirad

Soltani

2017

Production Planning & Control

View full text Add to dashboard Cite

show abstract

“…As part of SCM, the concept 'supplier development', originated by Leenders (1966), emerged as any activity that a buyer undertakes to improve a supplier's performance and capabilities to achieve the buyer's short-term and long-term supply needs (Handfield et al 2000:37-39), and to achieve, maintain and improve the buying organisation's competitive advantage and effectiveness (Alaez-Aller & Longas-Garcia 2010; Modi & Mabert 2007;Rajput & Bakar 2012:189). It is an integral part and subject of considerable research in SCM (Li et al 2012:353;Mohanty, Gahan & Choudhury 2014:201).…”

Section: Supply Chain Integration and Supplier Developmentmentioning

confidence: 99%

Cross-departmental collaboration in strategic sourcing as a catalyst for supplier development: The case of Eskom

2017

View full text Add to dashboard Cite

Objective: The objective was to analyse the integration of and collaboration between strategic sourcing and supplier development at Eskom, South Africa’s primary electricity supplier, and to determine how strategic sourcing can be a catalyst for supplier development.Problem investigated: To address fragmented and inefficient procurement, Eskom instituted two departments, Commodity Sourcing (CS), to drive strategic sourcing, and Supplier Development and Localisation (SD&L), to drive supplier development. The problem is that collaboration between CS and SD&L has not materialised and thus their mandates have not been entirely achieved.Research design: A case study research design was employed, drawing from multiple sources of data to triangulate findings. Managers from two departments, CS and SD&L, were separately surveyed, while face-to-face interviews were conducted with executive management.Results: The findings revealed a lack of planning, implementation and monitoring of supplier development in the strategic sourcing process of CS. Although the procurement spend in CS is used to drive supplier development objectives, from the perspective of SD&L, in practice this does not fully materialise.Originality and/or value of the research: The study is unique as it focuses on cross-departmental collaboration within the organisation, rather than collaboration across the supply chain with external partners. From insights into the dysfunctional relationship between the departments, solutions for increased collaboration and effective supplier development could be suggested.Conclusion: For strategic sourcing to be a catalyst of supplier development, it is essential that an integrated strategic sourcing operating model incorporating the objectives of both CS and SD&L be developed.

show abstract

“…In addition to the other functions, companies started to pay particular attention to purchasing as any savings in that area resulted in an equivalent increase in pro®ts. Managing suppliers and developing supplier relationships became important factors with regard to strategies for achieving competitive advantage (Leenders, 1989;Burt, 1989). Indeed, an emerging view was that the purchasing function should be placed on an equal level of importance in the organizational hierarchy with marketing, human resource management, ®nance and the production/operations functions.…”

Section: Overviewmentioning

confidence: 99%

“…Supplier development refers to an organization's efforts to maintain a network of competent suppliers (Leenders, 1989). The purchasing company adopts a long-term cooperative effort to upgrade the technical, quality, delivery and cost capabilities of its suppliers.…”

Section: (Iv) Supplier Developmentmentioning

confidence: 99%