The impact of supplier development on buyer competitive advantage: A path analytic model

As manufacturing firms increasingly realize that supplier performance is crucial to their establishing and maintaining competitive advantage, supplier development has been a subject of considerable research in supply chain management. We develop and test a path model to explore how supplier development practices affect buyer-supplier performance from the buying firm's perspective in the context of Hong Kong's electronics industry. The results show that top management, supplier evaluation, and supplier strategic objectives are significant determinants of transaction-specific supplier development, and that buyers that have closer collaborative relationships with suppliers may strengthen their competitive advantage.     

Supplier development and the relationship life-cycle

The mainstream view holds that over time buyer–supplier relationships evolve through a number of phases. As a consequence, supplier development as a buyer–supplier relationship management practice should also be adapted to the life-cycle phase. Supplier development activities matching the buyer–supplier relationship life-cycle phase will lead to more favorable performance improvements. However, prior studies have neglected the relationship life-cycle perspective. This empirical study shows how the length of the buyer–supplier relationship can be used to improve the explanatory power of models investigating the performance outcomes of supplier development activities. The results show that supplier development is more effective in mature as opposed to initial and declining life-cycles phases.     

Negative default dependence in supplier networks

The financial defaults of suppliers in a supplier network are significant risks and causes of uncertainty for buying firms. Hitherto, it has been largely neglected that default probabilities of suppliers in supplier networks are not independent of each other. We aim to overcome this shortcoming by studying negative supplier default dependencies: situations where a surviving supplier may benefit from the default of another supplier, resulting in a lower default probability. We use empirical data from the automotive supplier industry and copula functions, a method of representing joint distribution functions with particular marginals, to capture the default dependency between automotive suppliers and simulate various scenarios with negative default dependency. We also conduct a comparative static analysis illustrating the significant impact of negative default dependence. Our findings should spur managers to analyze their supplier networks with respect to default dependencies, and to take this phenomenon into consideration when making sourcing decisions.     

Antecedents to supplier integration in China: A partial least squares analysis

The aim of this paper is to identify antecedents to supplier integration in China. A deductive approach was deployed by building on a qualitative pre-study and various strands of SCM literature. All in all, 14 hypotheses were derived and subsequently tested by drawing on an empirical sample collected from 88 manufacturing firms operating in China. The data was then analyzed using partial least squares (PLS) analysis. The results indicated that supplier integration was positively influenced by collaborative supplier capabilities, continuous supplier development, and supplier quality mindset. These in turn proved to be sequentially influenced by supplier top management support, buyer-side leadership effectiveness and internal support.     

Configuring and managing strategic supplier portfolios

Acknowledging that not all supplier relationships can nor should be close partnerships, this article explores the development of strategic supplier portfolios. The strategic portfolio perspective considers risks, trade-offs, and interdependencies between the firm's array of supplier relationships. Based on over 50 interviews with managers and archival data from 12 multinational companies, a strategic supplier portfolio management framework is developed. The authors explore processes that firms use to plan, implement, and monitor strategic supplier portfolios. This research indicates that by assembling superior supplier bases, developing suppliers and integrating them into product development and manufacturing, strategic supplier portfolios contribute to competitive advantage.     

Decomposing the effect of supplier development on relationship benefits: The role of relational capital

Buyers invest considerably in developing their suppliers, yet the performance effects of such investments are not universal. Drawing on social capital theory, this research investigates whether the relationship between supplier development and relationship benefits may be facilitated by the generation of relational capital. The authors examine mediating and moderating roles of relational capital in the relationship between two aspects of supplier development (capability development, supplier governance) and two dimensions of relationship benefits (supplier benefits, buyer benefits), using survey data collected from 185 suppliers of a large manufacturing firm. Investment in supplier development does not automatically result in benefits for the supplier or reciprocated benefits for the buyer. Rather, relational capital “bridges” supplier development and relationship benefits. Without relational capital, benefits from capability development do not accrue, and the impact of a supplier governance regime can be even detrimental. In conditions of high relational capital, capability development results in lower perceived buyer benefits. The results can help managers ensure that the benefits from their supplier development efforts fully materialize.     

Using supply chain management to leverage a firm's market orientation

Building supplier relationships and becoming more market oriented have similar building blocks and have similar effects. Strong supplier relationships tend to impact the firm's performance, in part, because the firm can respond to customer needs in a more timely fashion. Supplier relationships tend to be stronger in firms where there is cross-functional sharing of supplier and customer information. Market orientation is an organizational culture that focuses the company on generating market information, cross-functionally sharing that market information, and rapidly responding to that market information to positively impact the performance of the firm. This study explored whether the positive effects of strong supplier relationships are enhanced in market-oriented firms. Results support the notion that supplier relationships are one way of leveraging a firm's market orientation through improved customer responsiveness. Cross-functional sharing of information appears to be the link that ties market orientation and stronger supplier relationships together.     

Supplier segmentation using fuzzy logic

Supplier segmentation means that the suppliers of a specific firm are categorized on the basis of their similarities. This supply-side business-to-business (B2B) segmentation is of special importance to companies with many suppliers. Supplier segmentation yields a manageable number of segments, each of which requires a separate strategy. Standard supplier segmentation methods have serious shortcomings, for instance because they fail to make a proper connection between supplier segmentation and other supplier-related activities such as supplier selection and development. Moreover, these standard methods typically use a limited number of segmentation criteria and different sets of criteria are suggested for each method. It is unclear for practitioners how to choose a particular method. The purpose of this paper is to form a practical tool for supplier segmentation taking into account all suggested segmentation criteria. The principal result of this paper is the design of a rule-based method to segment the suppliers of a firm based on two overarching dimensions: supplier capabilities and supplier willingness. The method is applied to a real-world situation to show how the results can be used in practice. A general sensitivity analysis procedure for fuzzy rule-based systems is proposed and then implemented, to identify the most important supplier capabilities and willingness criteria and to formulate better supplier development strategies. A major conclusion of the paper is that the fuzzy logic approach to supplier segmentation is simple to apply in practice, yet considers all available segmentation criteria and their inherent fuzziness in a way that is easily adaptable to a specific industrial context.     

Designer–buyer–supplier interface: Theory versus practice

The paper focuses on facilitating an interface and collaboration among designer, buyer, and supplier at three planning horizons: strategic, tactical, and operational with respect to supplier relations. To accomplish this interface, nine propositions for all areas of interface at three levels of planning are presented. These included: (1) long-term strategic alliances, (2) supplier R&D investment and financial strength, (3) confidential relationships, (4) reduction in the number of suppliers, (5) information sharing, (6) supplier plant visitation, (7) supplier selection, evaluation, and certification, (8) supplier training/meetings, and (9) the inspection and receiving policy. Then, each proposition is evaluated in practice for a company and the extent of difference from theory to practice is identified. The results indicate that the company performed well for three propositions (4), (7), and (9), while it performed very poorly for six propositions of (1), (2), (3), (5), (6), and (8). These results indicate that the company performed poorly in the strategic aspects of supplier relationships. The company performed marginally well in the tactical aspects of supplier relationships. The company performed well in the operational aspect of supplier relationships. Finally, the conclusions, assessment, and future research directions are presented.     

Leveraging supplier capabilities: The role of locus of capability deployment

This study adds to the resource‐based view by studying how client firms may gain performance benefits from supplier IT capabilities in market‐based arrangements where the supplier's IT capabilities are readily available to multiple client firms. I argue that the locus of supplier capability deployment, i.e. whether supplier capabilities are deployed at the client (in‐sourcing) or supplier (outsourcing), has implications for client firm performance. The findings show that in‐sourcing leads to complementary effects between supplier IT capabilities and client operational capabilities. In contrast, clients with weaker operational capabilities benefit from outsourcing the respective activity to the supplier, and may even be able to reduce their capability disadvantage through outsourcing. The data on 964 U.S. credit unions contracting with 22 technology solution providers is archival. Copyright © 2012 John Wiley & Sons, Ltd.     

基于改进TOPSIS法的供应商选择模型研究

为有效地帮助企业快速找到合适的供应商合作伙伴,采用直觉模糊集、评分函数等方法对TOPSIS评估法进行优化,并以此为基础建立了一种供应商选择模型。首先,采集和评估供应商的产品质量、产品价格、产品交货的可靠性、供应位置、财务情况、库存水平、劳资关系、发展能力和技术能力等相关信息,由专家给出主观评估信息,汇总为综合属性值;然后,通过直觉模糊熵确定各评估指标的权重;最后,综合考虑供应商选择决策过程中的多个目标和标准,应用改进TOPSIS法的对供应商进行分类选择。结果显示,基于改进TOPSIS法的供应商选择模型能够较准确地反映出各供应商的真实水平和对企业的潜在价值,可以有效地解决不确定条件下对供应商的选择问题,提高了供应商选择结果的可靠性。改进后的模型简便易行,具有良好的稳定性,对于合理制定企业供应商选择标准以及进一步优化决策模型具有一定的借鉴意义。     

供应商选择方法综述

针对供应链管理是目前企业管理的先进管理模式,供应链管理可以实现供应链上各节点企业的“共赢”,对作为整条供应链源头的供应商评价与选择已成为企业提高竞争优势的关键。在对目前供应商选择方法从定量和定性角度研究的基础上,分析了各种方法存在的优缺点,以及应如何选择合适的评价方法,为企业选择供应商提供有力参考。     

How to enhance supplier performance in China: An integrative view of partner selection and partner control

Whereas effective supplier management necessarily involves both partner selection and partner control, extant literature considers each issue separately. With an integrative perspective, this study instead examines the joint effects of two selection mechanisms (i.e., public and social) and two control mechanisms (i.e., contractual and relational) on supplier performance. The results of an investigation of 208 buyer–supplier exchanges in China provide novel insights into how to adopt formal and informal approaches of partner selection and control to improve supplier performance. We find that mixed approaches (i.e., public selection and relational control, social selection and contractual control) enhance supplier performance. In contrast, relying on combinations of either formal (i.e., public selection and contractual control) or informal (i.e., social selection and relational control) means impairs supplier performance.     

制造商线索与零售商自有品牌感知质量

零售商通常把自有品牌产品委托给其他企业进行代工。在国外,在自有品牌上只标注零售商的信息,而无须显示代工制造商的任何信息;然而在我国,根据相关法规,必须标注代工制造商的名称和所在地,这是中国特有的现象。本文研究这一特殊现象,并把与制造商有关的线索称为“制造商线索”,包括制造商名称、所在地和包装模仿。研究发现制造商所在地和制造商包装模仿对自有品牌感知质量有重要的影响,而制造商名称的影响并不显著,消费者的产品知识对上述影响关系具有调节作用。     

Distributors' customer-driving capability under supplier encroachment

Suppliers in business-to-business (B2B) markets often directly approach end customers in addition to using third-party distribution channels. This phenomenon, known as supplier encroachment, poses an increasing challenge to the distributor's profitability in the supply chain. However, little research has adopted the distributor's perspective to examine how it can overcome this challenge. This study addresses this gap by adopting the dynamic capability and network embeddedness theory to postulate the critical role of the distributors' customer-driving capability in tackling encroachment. Using survey data from 125 distributor firms in the semiconductor industry, we show that distributors' customer-driving capability significantly improves firm performance and that the impact strengthens when supplier encroachment is high. Moreover, we delineate the positive impacts of supplier relationship exploration, distributor relational embeddedness, and customer service excellence on distributors' customer-driving capability. Interestingly, supplier encroachment weakens the effects of supplier relationship exploration and customer service excellence but strengthens that of distributor relational embeddedness, indicating the importance of leveraging peer relationships under high supplier encroachment.     

Managing interdependencies in supplier networks

Building and managing a supplier base has been referred to in the literature as a key aspect of supplier management. Scholars have proposed a number of models aimed at enhancing the effectiveness of supplier network management, mainly based on a portfolio approach. In the IMP tradition of research, those models are often criticized as they ignore the interdependencies between the different existing dyadic relationships of a focal buyer company and its suppliers. Such interdependencies are the main focus of this paper, which has four objectives: (1) To analyze the types of relationships linking suppliers, (2) to understand the factors and dynamics underlying the creation and management of these relationships (3) to uncover existing links between buyer-supplier and supplier-supplier relationships, and (4) to clarify how different configurations of supplier relationship interactions impact on the performance of the actors involved. The paper discusses two empirical case studies, using the supplier networks of two focal buyer companies. We find that supplier interdependencies are mainly a by-product of the buyer-supplier dyads. Furthermore, the nature and dynamics of these dyads are a strong determinant of the scope and frequency of supplier connections and the corresponding effects on performance.     

Asymmetric customer–supplier relationship development in Taiwanese electronics firms

The purpose of this paper is to analyse the relationship development stages of asymmetric customer–supplier relationships. The structure of relationships between larger customers and smaller suppliers has been the focus of a number of studies in IMP (Industrial Marketing and Purchasing Group) research. But, there is a paucity of research that examines development stages in relationships where a difference in size between the parties exists. The paper links the characteristics of asymmetric customer–supplier relationships and the relationship development stages through a literature review. The findings from a set of five in-depth case studies of asymmetric customer–supplier relationships in the Taiwanese electronics industry are presented. The case studies involved 50 semi-structured interviews with customer and supplier executives and, in addition, multiple observations of customer–supplier interactions within each case study. Individual and cross-case analysis was conducted to examine the links between the characteristics of asymmetric customer–supplier relationships and relationship development stages. The findings revealed that asymmetric customer–supplier relationships in the Taiwanese electronics industry were very unbalanced and vulnerable in the exploratory stage of development. In the developing stage relationships were more likely to develop if suppliers and customers mirrored each other's behaviour and echoed each other's priorities. In the stable stage suppliers and customers worked on shared and balanced contributions to the relationship. The paper contributes to the understanding of how smaller suppliers and larger customers can identify and develop key sets of relationship characteristics through the exploratory, developing and stable stages of asymmetric relationship development from both customer and supplier perspectives.     

Risky Business or Competitive Power? Supplier Involvement in Japanese Product Design

Notwithstanding the alleged risks of outsourcing design work, leading manufacturers in the Japanese automotive industry collaborate closely with their key suppliers. Despite widespread recognition of the effectiveness of these close-knit supplier networks, however, little research exists on the factors that affect the purchase of design work from suppliers. S. Nazli Wasti and Jeffrey K. Liker fill this gap by exploring the factors that affect Japanese automotive firms' purchase of design work from their component suppliers. Using data from a survey of 122 Japanese automotive component suppliers, their study addresses two key questions. First, what factors lead Japanese buyers to involve some suppliers heavily in design while giving others relatively little control over design decisions? And second, does the Japanese practice of involving suppliers in design offer performance benefits? The study focuses on first-tier suppliers of parts, assemblies, and complete subsystems (e.g., audio, fuel and emissions, heating and air conditioning). The study does not include suppliers of raw materials and chemicals, assembly and processing equipment, indirect materials, tooling and dies, computers and software, or engineering and business consulting services. The study breaks down the broad concept of supplier involvement in design work into three measurable elements: the extent to which the supplier influences decision-making during the early stages of product development; the amount of control the buyer retains over the design; and the frequency of design-related communication between the buyer and the supplier. Factors that have a positive effect on the level of supplier involvement among the companies studied include technological uncertainty of the component and the supplier's in-house technical capabilities. For companies in the study, the level of competition in the supplier market has a negative effect on the degree of supplier involvement in design. The responses indicate that supplier involvement offers performance benefits for both the supplier and the buyer. For the supplier firms studied, increased involvement in the design process permits greater focus on design for manufacturability (DFM). And of course, supplier-generated design improvements clearly benefit the buyers, allowing these firms to capitalize on the experience and the insight that their suppliers have regarding the parts that they supply.     

Uncertainties, resources, and supplier selection in an emerging economy

Focusing on supplier selection, this article addresses two questions: (1) What are the antecedents that lead to the adoption of various types of selection strategies? (2) What impact do these strategies have on supplier performance? We build a research model showing how both the uncertainty-based and resource-based views drive market-focused and relationship-focused supply selection strategies. Further, we argue that market-focused and relationship-focused selection strategies may have different effects on supplier performance. Specifically, market-focused selection has a positive influence, whereas relationship-focused selection has an inverted U-shaped effect on supplier performance. In addition, the interaction between these two strategies exerts a significant positive influence on supplier performance. Survey data collected from 208 Chinese manufacturers are used to test our hypotheses.     

The relationship between supplier management and firm's operational performance: A multi-dimensional perspective

This paper presents an empirical study on the multidimensional relationships between supplier management practices and firm operational performance. Specifically, we focus on three supplier management practices, namely strategic long-term relationship, supplier assessment, and logistics integration, and test their effects on four operations performance measures, namely quality, delivery, flexibility, and cost. We use data collected from 232 manufacturing firms in Australia to conduct the study. Ten hypotheses were tested simultaneously using Structural Equation Modeling (SEM) technique. The results show that different supplier management practices have different unique effects on different operations performance measures. Supplier assessment has a positive relationship with quality performance. Both strategic long-term relationship and logistics integration have positive relationships with delivery, flexibility, and cost performance. From a theoretical perspective, this study demonstrates the relative contributions of different kinds of resources (i.e., supplier management practices in our case) to different performance measures. Our research findings provide practical insights for managers to understand the effectiveness, as well as the limitations, of different supplier management practices in enhancing different operations performance measures of firms.