Key Suppliers (key + supplier)

Distribution by Scientific Domains


Selected Abstracts


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]


How Interface innovates with suppliers to create sustainability solutions

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 6 2009
Eric Nelson
Becoming a sustainable and restorative company can mean rethinking the basic components of your products. This leading carpet manufacturer's innovations, including those developed in collaboration with key suppliers, have changed the industry and moved the company closer to its sustainability goals. The author explains the company's seven areas of sustainability focus, and the role innovation plays in reducing its negative impact on the environment. He then describes Interface's approach for building supplier commitment and participation in these goals, and examines the firm's partnership with Universal Fibers, which led to the first commercially viable processes for incorporating postindustrial and postconsumer nylon in carpet facing and for salvaging old carpet from end-of-life disposal and recycling it into materials for new carpet production. 2009 Wiley Periodicals, Inc. [source]


From vendor to partner: Why and how leading companies collaborate with suppliers for competitive advantage

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 3 2008
Jonathan Hughes
Despite the emergence of supplier relationship management, many types of barriers prevent companies from transforming traditional purchasing relationships with key suppliers into powerful collaborations that can produce substantial value for both parties. The secret of collaborative customer-supplier relationships is not only what the parties do together but also what they believe about each other and how they interact. Using recent survey data, the author discusses the behaviors, perceptions, and practices that inhibit vendor-customer collaboration; examines several successful partnerships involving leading companies; examines what constitutes a "good" business-to-business relationship; and recommends steps companies can take to begin to transform their key supplier relationships into real partnerships. 2008 Wiley Periodicals, Inc. [source]


Partnership Sourcing: An Organization Change Management Perspective

JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2000
Ronan McIvor
SUMMARY This article highlights the organization change implications for organizations that are attempting to develop collaborative relationships with their suppliers. The research focuses on four dimensions of collaborative relations including joint buyer-supplier cost reduction, supplier involvement in new product development, delivery and logistics management, and core business strategy. A case study is presented which outlines how an organization adopted a strategy that led to extensive outsourcing and the adoption of more collaborative relations with its key suppliers. The pursuit of this strategy has acted as a stimulus for change within the organization. The article identifies a number of issues that must be addressed, including the adoption of an integrated approach to the management of strategic change, the pivotal role of senior managers as facilitators of this change, and the involvement of those most affected by the movement toward more collaborative buyer-supplier relationships. [source]