An integrative framework for supplier relationship management

Abstract

Purpose -There have been many studies on topics related to supplier relationship management (SRM), namely purchasing strategy, supplier selection and development, and collaboration with suppliers. However, these studies have not suggested a solution based on an integrative concept, as they focus only on domain-specific problems. To overcome this limitation, the purpose of this present paper is to suggest a framework for an integrative SRM system by analyzing comprehensive approaches to overall SRM functions. Design/methodology/approach -The paper reviewed and analyzed studies related to SRM from an integrative viewpoint, proposed a framework for an integrative SRM system, and performed a case study based on the analytical hierarchy process with a field survey. Findings -The paper expects that the proposed framework can play a major role in enhancing the efficiency and effectiveness of SRM by adopting an integrative concept because the functions of SRM are highly interrelated. Furthermore, it verifies the applicability of the framework via a case study.Research limitations/implications -Not many approaches are available for organizing evaluators or evaluation sheets, which are used for selecting criteria, providing weight, and evaluating supplier performance, that can secure objectivity of the evaluation; thus, when applying this framework to the industry, special consideration is needed. Practical implications -The proposed framework allows the purchasing members to scrutinize key features of SRM before and during the SRM system operation. Originality/value -The paper provides useful knowledge about the role of SRM systems by holistically approaching SRM-related processes while suggesting criteria and recommendations to a purchasing manager.

Uma metodologia baseada no modelo SCOR® e em inferência fuzzy para apoiar a avaliação de desempenho de fornecedores

“…One of them is that it must permit the upgrade of the evaluation system, as the criteria and supplier inclusion and exclusion, without having a result inconsistency generation (Lima Junior et al, 2014ª). However, the AHP (Park et al, 2010), ANP (Hsu et al, 2014;Liou et al, 2014), fuzzy AHP (Zeydan et al, 2011;Rezaei & Ortt, 2013), fuzzy ANP (Shirinfar & Haleh, 2011) and grey ANP (Dou et al, 2014) based methodologies can invert the ranking result ever when new criteria or alternatives are included or excluded. Further than its limitation, these techniques based methodologies have a limitation at quantities of suppliers, and it can be evaluated simultaneously comparing pair between the evaluated alternatives.…”

“…As ilustrated in Figure 1, Park et al (2010) structured source management activities as a process composed by four main steps. The first one consists in the source strategies formulation, which involves decisions, as to have an intern made production or to outsource any compound (make or buy), to use one or multiple suppliers to each outsourced item, to divide the suppliers base according the item type, among others.…”

“…These collaborative practices includes product together development, the certification process support to one or more supplier management system, the installation of production unities from the supplier inside buyer's factories, the stock management by the supply items consignment and planning, collaborative forecast and replenishment (Sarkar & Mohapatra, 2006;Park et al, 2010).…”

The Scenario of Lean Product Development in Brazilian Auto-industry

“…The benefits include decreasing risk, reducing costs and leadtime, as well as joint development and establishment of joint goals (Zelbst et al, 2010;Koh et al, 2007;Cheng et al, 2010;Park, Shin, & Chang, 2010). Thus, it is strategic to involve the supplier from the beginning of the process, and 95% of the respondents said that they conduct this practice.…”

Investigating the effects of customer relationship management and supplier relationship management on new product development

“…SRM is focused on maximizing the value of the relationship between organizations and suppliers by providing an integrated set of management tools in order to interact organization with its suppliers. The strategic objective of SRM is to collaborate with suppliers so that a company can produce new and efficient products [13]. SRM is a category of supply chain which can deliver many competitive advantage contributions through leveraging the business processes in supply chain as well as facilitating the acceleration of product development cycles and introduction of new products into the market.…”