Abstract
PurposeThe paper seeks to examine the impact of operational quality management practices within the supply chain.Design/methodology/approachRegression analysis is used to identify relationships between a firm's internal and external (customer and supplier focused) operational quality practices and measures of product quality and customer service.FindingsNot only do both internally and externally focused quality management practices impact performance, but externally focused efforts have a greater impact on performance and are perceived by managers to be of greater importance.Research limitations/implicationsThe study does not suggest how specifically quality management practices impact performance, how the efforts of individual supply chain members contribute to overall success, or how performance gains should be shared by the various chain members.Practical implicationsThe study provides managers with guidance on how to leverage relationships with suppliers and customers to improve product quality and customer service.Originality/valueThe study provides a supply chain as opposed to a firm‐level perspective on managing a firm's quality.
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