Supply Management Performance Research Articles

Role of purchasing and supply management performance in apparel manufacturing

Role of purchasing and supply management performance in apparel manufacturing

Influence of Electronic Procurement Adoption on the Performance of Manufacturing Firms’ Supply Management in Kenya. Case of Nairobi County

The implementation of efficient management of the supply network has been determined as a potentially beneficial way for achieving a competitive edge and enhancing overall organizational performance. This study investigates the effect that electronic procurement (e-procurement) has on the operational success and effectiveness of supply management in the manufacturing sector in Kenya. The objective of this research is to evaluate the influence of e-supplier appraisal, electronic resource planning (ERP), and electronic order processing on the supply management outcomes and performance within the select firms. The goal of this investigation is to establish a conceptual model and define three key dimensions that include e-supplier appraisal, e-order processing, and electronic resource planning. The research methodology employs descriptive research, utilizing a sample size of 120 participants that were be chosen using stratified sampling methodology. The acquisition of primary data was facilitated by employing questionnaires of which 92 respondents participated. The gathered data was subjected to analysis using SPSS statistical software and subsequently presented in the form of graphical representations and tabular formats. Furthermore, a regression analysis was administered to ascertain the correlation between e-procurement dimensions and supply management results. The results showed that e-supplier appraisal, electronic resource planning, and e-order processing had significant effects on supply management performance.

Measuring the benefits of ERP on supply management maturity model: a “big data” method

Purpose – The purpose of this paper is to investigate the effects of implementing enterprise resource planning (ERP) systems and the selection of ERP vendors on supply management performance for Fortune 500. Design/methodology/approach – The paper adopts the supply chain maturity model adopted by Gupta and Handfield (2011) and used publicly available information such as articles, research report, newspapers to develop objective maturity ratings for four key indicators – strategic sourcing, category management, and supplier relationship management. Findings – The analysis results suggest ERP users are more mature than non-ERP users in three key indicators: strategic sourcing, category management, and supplier relationship management. Moreover, SAP ERP users are more mature than non-ERP users in strategic sourcing, category management, and supplier relationship management. Research limitations/implications – This study does not account for the longitudinal performance of ERP systems, nor does it account for differences between organizational scope of ERP deployment, global reach, or implementation duration. The authors also did not include other measures of supply chain performance outside of the procurement area. These factors could provide further insights to supply chain performance, and will be an interesting topic for future research. Practical implications – This study provides an extensive analysis of how the deployment of ERP systems and the selection of ERP vendors can benefit a company’s supply chain performance. This information is valuable for companies that are considering adapting an ERP system. Originality/value – This paper uses innovative an maturity assessment rating approach with publicly available resources to measure supply management performance across different companies. This method is novel and provides valuable insights to how ERP systems and their vendors’ impact supply chain management performance.

Strategy for supplier development program implementation: a case study

Supplier development program (SDP) is a strategic alternative that manufacturers adopt to make their supply base competent and thereby improve their supply management performance. Although SDPs are aimed for better returns on investments but majority of the companies come to nothing overwhelmed by action of plan, management, improvement and transformation in the SDP implementation. To surmount this, a methodology is proposed using interpretive structural modelling (ISM) - fuzzy matriced impacts croises multiplication appliqueeaun classement (FMICMAC) algorithm for systematic analysis of SDP implementation enablers. To demonstrate its utility, a case study was conducted in an Indian automotive component manufacturing firm.

Drivers of green supply management performance: Evidence from Germany

Five potential drivers of green supply management performance were identified in the literature review: green supply management capabilities, the strategic level of the purchasing department, the level of environmental commitment, the degree of green supplier assessment, and the degree of green collaboration with suppliers. These constructs were used to form a structural model explaining the environmental performance and the purchasing performance. The model was analysed with SmartPLS 2.0 using data collected among German purchasers. The results suggest that the degree of green supplier assessment and the level of green collaboration exert direct influence on environmental performance. These two practices are driven by the strategic level of the purchasing department and the level of environmental commitment of the firm. Whereas commitment influences green assessment directly, the impact of commitment on green collaboration is mediated by the capabilities of the purchasing department. Furthermore, the results show that environmental performance has a positive impact on purchasing performance.

Supplier relationship management capability in global supply management

This study examines the elements of supplier relationship management (SRM) capability. The growing complexity of global supply chains and networks requires new skills and knowledge within the supply management function. By identifying and developing SRM capabilities firms can improve their supply management performance in global supply chains. The study is based on survey data collected from 100 Finnish firms. The results of the study indicate that the firms with organisational capability to manage supplier relationships:

Key dimensions of global supply strategy: a model of interrelated decisions

In the past few decades, driven by strong competition and globalisation in world markets, companies have turned to supply management internationalisation strategies in order to effectively support their globalisation processes, both in terms of centralised purchasing and globalisation supply. Indeed, literature indicates that multinational companies (MNCs) seeking to build effective and efficient global supply strategies (GSS) need to develop and implement adequate headquarters’ follow-up systems and buyer-supplier relationships for global supply management performance in order to ensure world supply consistency and alignment. This paper shows how companies’ globalisation evolution and global supply strategy behaviour patterns (as to supply source globalisation and centralised purchasing) constitute major driving factors for headquarters-subsidiary relationships and supplier management strategies.

A strategic skill based model of supplier integration and its effect on supply management performance

Supplier integration is a tool to help organizations gain competitive advantage. Strategic supply management skills and the supply management function's perceived status are hypothesized as antecedents to supplier integration leading to supply management performance. The sample for this study includes 152 executive level supply management professionals. The empirical results suggest that strategic skills and perceived status are essential antecedents to supplier integration and subsequent performance. Further, the relationship between strategic skills and performance is mediated by supplier integration. Results of a dominance analysis also suggest which strategic skills are most likely to explain status integration, and performance. These findings have significant implications for supply management theory and practice.

Supply management ethical responsibility: reputation and performance impacts

PurposeThere is a lack of extensive research related to the immediate consequences of supply management ethical responsibility (SMER) and the moderating and/or mediating factors that strengthen or weaken its consequences. Although the underlying presumption is that companies no longer have the luxury of ignoring the importance of SMER, the lack of empirical research of SMER's impact on supply management performance (SMP) reflects the need for research that draws on and empirically tests established theories concerning the role of corporate ethics within the context of supply management (SM). Therefore, the purpose of this study is to determine the impact of SMER and strategic supply management skills on SM perceived reputation and performance.Design/methodology/approachStructural equation modeling is employed to investigate the hypothesized relationships. A sample of 162 purchasing managers provided the data via survey.FindingsStrategic supply management skills and perceived reputation have a positive direct impact on performance. SMER is not directly affected by skills and has an indirect impact on performance through its positive relationship with perceived reputation.Practical implicationsThe findings suggest that SMER is limited in its ability to predict performance, but is a valuable component of building SM perceived reputation. Firms should not ignore SMER, as it may provide strategic marketing advantage as an order qualifier or limiting criterion.Originality/valueThis paper investigates the interplay among several important determinants of supply chain performance, including the greatly under‐studied ethics construct.

Modelling of outsourcing decisions in global supply chains. An empirical study on supplier management performance with different outsourcing strategies

Outsourcing decisions in global supply chains are critical to a business’ competitiveness. This study investigates and compares the supplier management in Taiwanese enterprises under different outsourcing strategies. Base on an empirical study through questionnaires, we investigate the supplier management and critical success factors of the Taiwanese enterprises. It is shown that different outsourcing strategies should be deployed by different types of industries, and a good working relationship with suppliers and customers are paramount to success. The important issues related to supplier management include supplier capability to deliver on time, long term contract strategy with suppliers, supplier evaluation, and quality of material from suppliers.

Green supply chain management in the electronic industry

Green supply chain management has emerged as a proactive approach for improving environmental performance of processes and products in accordance with the requirements of environmental regulations. Various approaches for implementing green supply chain management practices has been proposed and recognized in previous literatures, yet no investigation has identified the reliability and validity of such approaches particularly in electronic industry. This study examines the consistency approaches by factor analysis that determines the adoption and implementation of green supply chain management in Taiwanese electronic industry. The fuzzy analytic hierarchy process method is applied to prioritize the relative importance of four dimensions and twenty approaches among nine enterprises in electronic industry. The findings indicate that these enterprises would emphasize on supplier management performance in the crucial role of implementing green supply chain management. Establishing an environmental database of products, asking for product testing report and top management support are among the most important approaches. The results for the implications of green supply chain management implementation in electronic industry investigated in this work generate a generic hierarchy model for decision-makers who can prioritize those approaches for implementing green supply chain management in Taiwan.

International supply relationships and non-financial performance—A comparison of U.S. and German practices

Despite the fact that the international trade of goods continues to steadily increase, international supply management for manufacturing still represents a largely under-researched topic. These omissions in the extant literature include a lack of focus upon the factors affecting the performance outcomes of international sourcing. This article examines the antecedents of the supply management performance of international buyer–supplier relationships. It does so from the perspective of the buying organization. The authors develop an integrative framework based on game theory and exchange theory, and linked with the resource dependence approach and transaction cost theory. Specifically, the relationships between four constructs are examined: the multi-dimensional construct of uncertainty, the game-theoretical construct of the shadow of the future, the exchange-theoretical construct of social bonding, and supply management performance. Based on large-scale surveys with supply managers, the framework is tested in a cross-national study in the U.S. and in Germany.

External communication behaviour of purchasers—effects on supplier management performance

This article presents findings of a research effort that focuses on the relationships among the external communication behaviour of purchasers, individual and contextual factors and the performance in supplier management. Communication quantity, openness and friendliness were identified as dimensions of individual communication behaviour. Information and relationship quality were used as the two dimensions of communication quality. The results, based on structural equation analysis, provide support for the positive influence of individual communication behaviour on communication quality and supplier management performance. Results suggest that relationship quality appears to be of great significance in the model. Oral communication capability and purchasers’ attitudes towards individual communication with suppliers also play important roles in explaining external communication behaviour of purchasers.