Vendor Partnerships Research Articles

Vendor Partnerships in Sustainable Supply Chains in the Indian Electric Two-Wheeler Industry—A Systematic Review of the Literature

Vendor Partnerships in Sustainable Supply Chains in the Indian Electric Two-Wheeler Industry—A Systematic Review of the Literature

Key Variables Influencing Artificial Intelligence (AI) Implementation In Supply Chain Management (SCM): An Empirical Analysis On Smes

This study seeks to ascertain the principal elements influencing the application of Artificial intelligence (AI) and how the application of AI affects supply chain management (SCM) performance. During the industrial development period, the use of new technologies in supply chain management is important. A more thorough analysis of the problems with supply chain, AI implementation will offer a more unbiased viewpoint on the difficulties and advantages of integrating AI into SMEs' supply chain management. To achieve the research objectives, representative factors for variables were identified and the acceptability of the study sample was evaluated utilizing the Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy and Bartlett's test of sphere city. Regression Analysis was used to test the proposed hypotheses and to validate the conceptual model.
 The results indicated that the Managerial Support (MS), Competitive Pressure (CP), Government Support (GS), Vendor Partnership (VP), Compatibility (COMPA), and Relative Advantage (RA) factors are essential in AI implementation. The beta values of all the factors, as indicated by the coefficient, are 0.939[1], 0.367, 0.240, 0.249, 0.190, and 0.161 respectively, which is a reasonable representation of their influence on SCM Performance (SCMP) and AI Implementation (AIIM). The study findings show that variables influence the decision to implement AI applications in supply chain management. Examining these variables is anticipated to have a positive impact and assist strategic planners in developing plans to use AI to support the operational requirements of the company both now and in the future. Research findings have aided companies in realizing the value of artificial intelligence, developing strategies and plans to swiftly transition to digital technology, and streamlining workflows to improve supply chain efficiency.

Critical Success Factors and Challenges in Adopting Digital Transformation in the Saudi Ministry of Education

Many countries are using digital transformation to increase their productivity and organizational performance. In Saudi Arabia, digital transformation is a crucial part of their Saudi Vision 2030 plan, but it is still in its early stages. To understand the factors that affect the adoption of digital transformation. The study used a qualitative interview to identify the critical success factors and challenges in adopting digital transformation at the Ministry of Education of Saudi Arabia. The main results of the study show, first, the seven main success factors include technology, employee engagement, vendor partnerships, budget, top management support, culture, and strategy. Second, the main seven challenges include organizational and strategic stakes, resistance to change, governance, data, cost, and IT infrastructure. The study developed a framework that shows the main success factors and challenges that affect adopting digital transformation in the Ministry of Education. These findings can benefit many individuals and groups, such as academics, business people, and the public, and can apply this research in other contexts. This research aimed to determine the primary factors contributing to the success of digital transformation in the Ministry of Education and the challenges that arise when implementing it, specifically within the Saudi Arabian Ministry of Education.

Agility assessment framework for modular and offsite construction

Purpose The purpose of this paper is to determine if companies in the modular and offsite construction (MOC) industry are agile or not and its level of application for agility principles, which allows for quick responses to the increasingly dynamic nature of industry environments. Design/methodology/approach This paper proposes an agility assessment framework for MOC that uses 48 assessment attributes organized into four categories: metrics, drivers, enablers and capabilities. A questionnaire approach was used to disseminate the framework globally in 19 countries and synthesize its relevance to the MOC industry. The questionnaire had 55 complete responses, majority of respondents work in managerial positions for MOC manufacturing facilities and onsite general contractors. Findings It was found that the lowest metric score for adapting to change was for cost since controlling cost would be difficult for any changes required after the design freeze stage. The top agility driver was found to be the need to respond to the wide variety of customer expectations, while the lowest driver was the existence of competing priorities. The top agility enabler was vendor partnership, which can be related to current postpandemic supply chain disruptions. Regarding technological capabilities, Europe and the USA acquired better scores compared to Asia, Latin America and Africa. Originality/value This study contributes to the MOC body of knowledge by creating an agility assessment tool for MOC firms to analyze their agile approach and environment, identifying the preliminary importance of agility assessment attributes and determining significant agile differences between the main MOC industry groups.

A new hybrid Pythagorean fuzzy AHP and COCOSO MCDM based approach by adopting artificial intelligence technologies

ABSTRACT In recent decades, Artificial Intelligence (AI) has advanced from a research field to reality for executives. These are demonstrated by the accelerated use of AI technology in businesses, which has contributed to increased revenues, cost reductions, and expanded organisation performance. This research is the first to propose Pythagorean fuzzy analytic hierarchy process (PF-AHP) and Pythagorean fuzzy compromised solution integration (PF-CoCoSo). PF-AHP calculates the weighting factors of the critical elements, whereas PF-CoCoSo ranks the benefit expectations (BEs) according its AI adoption. To illustrate the framework’s relevance, a scenario of Vietnam Telecom Corporation was performed. The most impactful AI technologies to adopt include ‘Managerial capabilities and related advantages’ following ‘government involvement,’ ‘technical capability and vendor partnership for AI adoption,’ and then ‘compatibility.’ A sensitivity analysis is used to verify the performance of the proposed framework. The study findings and the comparisons made between the results of the proposed technique and other Multi-Criteria Decision Making (MCDM) methods confirm the accuracy of the proposed method in solving the AI technology adoption problem. These contributions will support AI researchers and practitioners by providing recommendations and methodologies for examining the use of AI.

Adoption Factors of Artificial intelligence in Human Resources Management

The phenomenon of artificial intelligence has been widely studied in several areas. In opposite, in terms of AI in HRM, the literature shows limited research on the adoption factors of artificial intelligence (AI) in HRM. AI has been enrolled in several HRM’s areas starting from staffing till management performance or compensation. A set of suggestions on how to adopt AI in HRM has been raised. This piece of research aims to identify the adoption factors of six scenarios of AI in HRM. These scenarios are turnover prediction with artificial neural networks, candidate search with knowledge-based search engines, staff rostering with genetic algorithms, HR sentiment analysis with text mining, résumé data acquisition with information extraction and employee self-service with interactive voice response. As a result, compatibility, relative advantage, complexity, managerial support, government involvement, and vendor partnership are determinants affected factors of AI adoption in HRM. This paper tries to address new insights for practitioners and academics by minimizing the risks associated with AI adoption in some areas of HRM through exploring determinant factors of adoption.

The Critical Factors Impacting Artificial Intelligence Applications Adoption in Vietnam: A Structural Equation Modeling Analysis

The concept of artificial intelligence (AI) is the transformation of inanimate objects into intelligent beings that can reason similarly to humans. Computer systems are capable of imitating a number of human intelligence functions, such as learning, reasoning, problem solving, speech recognition, and planning. In this regard, artificial intelligence applications have been developed to assist corporations and entrepreneurs in making business decisions. Hence, the aim of the study is to investigate the adoption of AI applications at the Vietnamese organizational level. Using the core structures of the technology–organization–environment (TOE), the theoretical model was constructed based on how technical and environmental elements influence companies’ technological innovation adoption decisions. Ten critical factors related to AI adoption are identified. To test the model, data were obtained from 193 senior managers who are directly in charge of information systems in both private and public companies in Vietnam. Subsequently, the Structural Equation Modeling (SEM) approach was used to analyze the data. The findings indicate that technical compatibility, relative advantage, technical complexity, technical capability, managerial capability, organizational readiness, government involvement, market uncertainty, and vendor partnership are significantly related to AI application adoption. Interestingly, the study results indicated that the relationship between organization size and AI adoption was not statistically significant. Therefore, the suggested adoption of the AI application could contribute to the existing research on the adoption of AI through the TOE. Finally, the significant government law implications and future research directions are further addressed.

PROMOTERS OF ARTIFICIAL INTELLIGENCE CAPABILITY IN THE NIGERIAN TELECOMMUNICATIONS INDUSTRY

The rise of Big Data, coupled with the need for organisations to catch up with the dynamic and complex business environment, has sparked a new wave of interest in the field of Artificial Intelligence (AI). This study investigated vendor partnership and managerial support as enhancers of artificial intelligence capability of telecommunication firms in Nigeria, using competitive pressure as a moderator. A survey was conducted among 141 managers and IT staff from four dominant telecommunication firms, and data were analysed to generate descriptive outputs, with the aid of the Statistical Package for Social Sciences (SPSS) version 27. Moreover, five hypotheses were tested using the Partial Least Squares – Structural Equation Modelling, with the aid of SmartPLS 3.2.9. Inferential output indicates that higher levels of vendor partnership and managerial support amplify artificial intelligence capability, while competitive pressure neither promotes artificial intelligence capability nor buffers the relationship between each of the two exogenous variables and artificial intelligence capability. The study recommends that telecommunication companies should only select partners who are trusted, reliable and knowledgeable in emerging AI- enabled technologies, and emphasize lasting, strong and extensive social, economic, commercial and technical ties. Also, managers should nurture a culture that enables members adapt to new technologies; and channel resources to adequately fund AI-initiatives. KEYWORDS: Artificial Intelligence Capability, Managerial Support, Vendor Partnership, Competitive Pressure.

Partnering for prosperity: small IT vendor partnership formation and the establishment of partner pools

ABSTRACT Small IT vendors increasingly establish intra-industry collaborative arrangements with other technology providers. Despite the criticality of this strategy, there is little research that provides insights into partnership formation. Our study attempts to close this gap.Building on resource dependency theory (RDT) and resource-based view (RBV), we posit that, depending on external market and internal resource considerations, small IT vendors either supplement or complement their IT resources and capabilities via partnerships. When seeking to expand the scope of their resource portfolio by accessing dissimilar resources, vendors are engage in complementary partnerships (goal: improving the scope of IT resources). However, if they seek to expand the scale of their portfolio, they engage in supplementary partnerships (goal: extending the scale of IT resources). Using a qualitative approach, we examine the partnership formation practices of seven small IT firms. We propose a conceptual framework with five constructs that illustrate dynamics underlying these IT service partnerships, i.e., External market considerations, Internal resource configurations, Partner considerations, Partnership exploration, and Partnership development. We find variations in partnership practices depending on the supplementary or complementary nature of resources being sought. We also find small IT vendors form and manage partner pools to mitigate risks associated with partnerships.

Case Study: Innovation Procurement for a Digital Services Platform.

This case describes a design contest strategy to procure a solution to coordination of care transitions across healthcare programs to strengthen patient outcomes. The fit of the vendors' approach with the organization and the potential for building a strong relationship with the vendor teams were evaluated. A consortium of small Canadian companies was selected to proceed to a proof-of-concept phase and full implementation of the digital solution across the region. This design contest approach resulted in a successful vendor partnership for the organization to co-design, develop, implement and scale an innovative solution to support care transitions across the region.

Successful Management of an Outsourced Large-Scale Digitization Newspaper Project

This article uses the case study of the Nevada Digital Newspaper Project (https://nvdnp.wordpress.com/), an extension of the National Digital Newspaper Program (https://www.loc.gov/ndnp/), to introduce proven strategies on how to successfully manage a large-scale digitization project. It provides tips on how to stay within the timeline and deliver products with outstanding quality, leveraging limited human resources, and engaging an external digitization vendor. It discusses practical project management techniques and tools, strategies for establishing collaborative vendor partnerships, and strategies for efficient communication with stakeholders.

Moving Toward an Integrated Framework of Offshore Information Technology Outsourcing Success

ABSTRACTOffshore information technology outsourcing is a popular strategic choice for businesses today. Firms are increasingly outsourcing their complex information technology-based projects, business processes, and services to offshore locations to achieve competitive advantage. Traditionally, offshore information technology outsourcing was a means to reduce costs and/or increase efficiencies by focusing on core activities. Recently, the emphasis has shifted to pursuing it as a strategy for cooperative advantage through resource sharing and building long-term relationships with the offshore partners. However, many such offshore outsourcing relationships fail due to a lack of understanding and proper operationalization of the critical success factors that influence global client–vendor partnerships. In the current study, the authors draw upon existing literature to identify popular theoretical perspectives and key operational, environmental, and relational factors influencing the success of offshore information technology outsourcing relationship. A framework of offshore information technology outsourcing success is then developed by integrating these theoretical perspectives and critical success factors. Exploratory data suggests that the proposed framework is valid for understanding offshore information technology outsourcing success and has important implications for theory and practice.

Strategize Vendor Partnerships to Achieve Best Results

Special Events GaloreVolume 16, Issue 4 p. 3-3 Event Vendors Strategize Vendor Partnerships to Achieve Best Results First published: 21 March 2016 https://doi.org/10.1002/speg.30302Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article. Volume16, Issue4April 2016Pages 3-3 RelatedInformation

Knowledge management in client–vendor partnerships

Partnerships between business clients and vendors are increasingly becoming more common as firms strive to reduce cost and outsource non-core activities. Some firms proactively manage the knowledge gained from such partnership while others do so to a lesser extent. Through a questionnaire survey of business clients in Singapore, this study helps to shed some light on the nature of client–vendor partnership, factors affecting knowledge transfer (defined in terms of knowledge codifiability, client's motivation for partnership, vendor's willingness to share, and trust between client and vendor). In addition, we also examine mechanisms for knowledge dissemination within the client organization and the impact on the IT function. The results should be of interest to both researchers and practitioners in better understanding how such partnership could be managed more effectively.

A Proclamation for Change

Mounting evidence describes inefficiencies in the hospital work environment that threaten the safety and sustainability of care. In response to these concerns, diverse experts convened to create a set of evidence-based recommendations for the transformation of the hospital work environment. The resulting Proclamation for Change, now endorsed by multiple health systems and professional and consumer organizations, cites patient-centered design, systemwide integrated technology, seamless workplace environments, and vendor partnerships as the cornerstones of transformational change.

Enhancing Outcomes of Acute Coronary Syndromes

Objective: The objectives of the initial evaluation of patients with nontraumatic chest pain are 2-fold: 1) to assess the probability that the patient's symptoms are related to acute coronary ischemia; and 2) to assess the patient's risk of recurrent cardiac events, including death and recurrent ischemia. When applied in conjunction with the clinical history, physical examination, and interpretation of the electrocardiogram, cardiac biomarkers are valuable in achieving both of these objectives. The most urgent priority of early evaluation is to identify patients with acute myocardial infarction (AMI) who should be considered for immediate reperfusion therapy and to recognize other potentially catastrophic causes of sudden patient decompensation such as aortic dissection. GOALS OF THE ACUTE CORONARY SYNDROME INITATIVE Improvement in turnaround times for cardiac injury markers (vein to brain) <30 minutes from order to physician notification Safely impact length of stay (LOS) in the emergency department (ED) Improve ED patient disposition: appropriate discharges from the ED versus admissions Enhance ED patient placement: clinical decision unit (CDU), intensive care unit (ICU), cardiac telemetry Impact patient outcomes: appropriate risk stratification of patients with ACS and AMI NEXT STEPS Addition of POC connectivity, which will further impact turn-around-time (TAT) by automating the ordering process (currently a manual process on Meditech) Submission process for HCA-Clinical Cardiovascular Management Network (CCMN); Cardiovascular Centers of Merit Program Prepare for Society of Chest Pain Centers reaccreditation Pursue a stroke initiative for West Houston Medical Center Pursue a similar process for a congestive heart failure (CHF) initiative Continue to foster multidisciplinary communication Continue to enhance key ACS quality initiatives Patient satisfaction ACS outcomes Cost of care/ROI Continue to elevate compliance to CMS AMI core measures CONCLUSIONS The foundation for successful outcomes begins with ACS disease process education from various multidisciplinary perspectives. Point of Care (POC) testing and ACS process redesign is a journey that must include a multidisciplinary team to be successful. Accurate, earlier diagnostic results favorably impacts both quality and cost. A patient-centric improvement effort must be the shared vision of both internal and external resources (ie, vendor partnership and emergency medical services) to be successful. This template may provide an avenue for future disease state management initiatives. TABLE 1: Process and Timeline Results: Outcomes Pre- and Post-Point of Care Cardiac Testing (POCT)

A vendor and service provider partnership for preparing to manage disaster recovery

The attack on the United States on September 11, 2001, made us aware that detailed plans are required to handle emergency situations quickly and efficiently. To that end, a project was defined to develop a joint disaster recovery plan with one service provider. The focus of the plan is on technical outages and problem prevention; however, tools were developed for “loss-of-life” rescue activities as well. A key component is the countermeasures matrix that contains a comprehensive list of possible failure conditions with specific countermeasures. This plan has been used to help manage service-provider issues during tornadoes, hurricanes, and a commercial plane crash.

Leveraging Industry Relationships in the Academic Enterprise

Drexel University has maintained a leadership role in academic technology by choosing technology initiatives wisely, timing them effectively and ensuring that they have the greatest value to the community at large while being affordable. Drexel has leveraged vendor relationships to help accomplish these initiatives, and has shared its expertise and extended vendor partnerships with smaller schools by acting as an application service provider for them, enabling them to access services without owning assets.

DEFINITY® ProLogixTM solutions rapid development

The DEFINITY® Enterprise Communications Server (ECS) was first developed and sold in the early 1980s and is recognized today as a flagship product of Lucent Technologies' Business Communications Systems Group. Continuous feature enhancements and cost reductions have been, and still are, a primary focus of the Bell Labs development organization. But how could a large organization create a new offer in support of this flagship product in record time? The answer lay in tight focus on the market segment, hardened requirements, a high degree of reuse, strong vendor partnerships, efficient communications, and a highly motivated team. This is how the DEFINITY ProLogix† Solutions offer was developed on a schedule that was 20% better than best-in-class.

The impact of vendor incentives on Quick Response

Quick Response (QR) is an important business strategy that was initiated in the mid 1980s to deal with competition, slow growth, and reduced margins in the apparel industry. The purpose of this paper was to explore QR strategies focusing on the development of vendor partnerships. A vendor partnership model of QR implementation and channel relationships was developed using an exploratory sample of US retail firms. The model was tested using correlation analysis. Major findings indicated that these firms gave vendors incentives to adopt QR and that firms having more advanced QR programmes perceived fewer problems than those with less advanced programmes. A partial relationship was found between QR and improved financial performance. Finally, the length of time firms had been practicing QR did not guarantee a more advanced QR programme.