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Supplier Evaluation (supplier + evaluation)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

Supplier Evaluation and Rationalization via Data Envelopment Analysis: An Empirical Examination

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2001
Ram Narasimhan
SUMMARY Strategic evaluation of supplier performance assists firms in improving their operations across a variety of dimensions. Specifically, it aids in supplier process improvement, which in turn enhances firm performance, allows for optimal allocation of resources for supplier development programs, and assists managers in restructuring their supplier network based on performance. In order to address these issues, this article proposes a methodology for effective supplier performance evaluation based on data envelopment analysis (DEA), a multi-factor productivity analysis technique. The efficiencies derived from the DEA model are utilized in conjunction with managerial performance ratings in identifying supplier clusters, which are categorized into high performers and efficient (HE), high performers and inefficient (HI), low performers and efficient (LE), and low performers and inefficient (LI). Effective benchmarks from the HE cluster are identified for improving the operations of suppliers in the HI, LE, and LI clusters. Finally, managerial insights and implications from the study are discussed. [source]

Supplier Evaluations: The Role of Communication Quality

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2007
Carol Prahinski
SUMMARY Although manufacturers communicate supplier evaluations in order to influence the supplier, little is known about the role of communication quality from the suppliers' perspective and its impact on suppliers' performance. Using structural equation modeling and data collected from 138 automotive suppliers, the results suggest that the evaluation content and frequency have an impact on communication quality and suppliers' commitment. Surprisingly, frequent communication of strategic criteria was insignificant or negative. In addition, commitment of suppliers to the buying organization mediated the relationship between communication quality and supplier's performance. [source]

Using Buyer,Supplier Performance Frontiers to Manage Relationship Performance,

DECISION SCIENCES, Issue 1 2009
Anthony D. Ross
ABSTRACT This article presents a consensus-building methodology to implement dyadic performance measurement. It focuses on transmuting supplier performance and buyer performance metrics on several important attributes into actionable relationship management plans using Clark's (1996) theory of performance frontiers. Access to the supplier performance management program of a Fortune 100 corporation was granted to the research team. Direct observation of practice and in-depth discussions with several managers provided a roadmap for investigating both the literature on quantitative evaluation methods and the empirically derived theory on buyer,supplier relationships from several perspectives. This study describes a multiphase, iterative framework that uses current methods and theory on dyadic buyer,supplier evaluation to consider: (i) evaluation criteria and their importance; (ii) whether the improvement focus should be on strengths, weaknesses, or both; and (iii) whether the referent role supplier should be the ideal supplier, best supplier, or best-in-strategic-group supplier in the focal supply base. We illustrate a unifying approach by reporting results from a large buyer and 35 of its key suppliers. This research makes the case for managing supplier relationships through the dyadic performance lens. The outputs from this framework provide individual supplier improvement paths which are actionable prescriptions for each buyer,supplier dyad, as well as recommendations for strategic group formation. [source]