Building capabilities via suppliers' effective management of relationships

Lee, Euehun; Han, Semi; Nam, Hye Un; Rho, Jae Jeung

doi:10.1016/j.indmarman.2013.01.003

Cited by 17 publications

(13 citation statements)

References 78 publications

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“…1). Among those studies, roughly one in three studies measured firms' financial and market performance (27) or operational performance (20), while more than 70% of the studies assessed relational performance (47). The metrics used for measuring financial and market performance include sales, profit, return on investment, market share, etc.…”

Section: Operational Relational and Financial And Market Performancementioning

confidence: 99%

Reviewing interfirm relationship quality from a supply chain management perspective

2020

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With the overlap of the interfirm relationship quality and supply chain management research in mind, this paper reviewed 100 recent, scientific, English-language papers on interfirm relationship quality based on a categorisation schema derived from a conceptual framework of supply chain management. We aim to contribute to the existing supply chain management literature by providing an insight into the connections of supply chain performance with buyer–supplier relationship quality from the relationship quality scholars’ perspective. Through content analysis, frequency and contingency analysis, we evaluated how the three relationship quality dimensions—information, operational, and relational dimensions—and the three types of supply chain performance—financial and market, operational, and relational performance have been reflected in the current interfirm relationship quality papers and how the scholars have tended to link them to each other. The results reveal that relational dimension plays a key role in SC relationship management and influences performance significantly. Information dimension will affect performance indirectly through relational dimension. However, the impact of the operational dimension on performance varies. In addition, buyers’ and suppliers’ perspectives on the relational drivers of their financial performance may differ. Based on the findings, we suggest promising avenues for future investigation of supply chain relationship and performance.

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Section: Operational Relational and Financial And Market Performancementioning

confidence: 99%

Reviewing interfirm relationship quality from a supply chain management perspective

2020

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“…Some scholars have also analyzed the relationship between firms' financial and market performance and their non-financial performance resulting from the buyer-seller relationship. Examples are: (1) the effect of logistics services' performance on financial performance (Richey et al, 2010); (2) the positive effect of innovativeness on financial return (Kim et al, 2011); and (3) the positive effect of capability of building capabilities through relationships on market effectiveness (Lee et al, 2013). Finally, we found that within the main category: OUT: Relational benefits, suppliers' and buyers' relationship intention respectively occur alongside relationship persistence and relationship intensity frequently.…”

Section: Contingency Analysismentioning

confidence: 60%

“…In addition, we found a frequent occurrence of financial and market performances in combination with non-financial performances (φ = 0.449) as well as a frequent occurrence of some performance metrics, for instance, cost and process efficiencies (φ = 0.448). These indicate that financial and market performances have often been measured in conjunction with non-financial performance by scholars who investigated the effect of perceived RQ on performances, and that some metrics were often used together in the same study (Kim et al, 2011;Lee et al, 2013;Nyaga and Whipple, 2011;Sheu, 2015;Tan and Ndubisi, 2014). Some scholars have also analyzed the relationship between firms' financial and market performance and their non-financial performance resulting from the buyer-seller relationship.…”

Section: Contingency Analysismentioning

confidence: 99%

A review of inter-firm relationship quality in supply chains

Chang

Seuring

Wagner

2020

JBIM

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Purpose This paper aims to conduct a review of the recent literature on inter-firm relationship quality (RQ) in the supply chain (SC) settings. Design/methodology/approach 100 English-language scientific publications on inter-firm RQ, published from 2006 to 2015 were selected and analyzed by using a content analysis approach. Findings The results of the frequency analysis map the antecedents, dimensions and consequences – particularly the performance and behavioral intentions of collaborating partners – of buyer–seller RQ presented in the current literature. The contingency analysis offers insights into the use of relevant constructs of inter-firm RQ in SCs in the individual papers. A range of research gaps is uncovered. Research limitations/implications The category building for the content analysis was based on an RQ framework that focuses on the mediator structure and neglects the effects of moderators. Practical implications The developed framework of inter-firm RQ in SCs provides managers with a guide to the relevant influencing factors, evaluation indicators and consequences of the quality of their relationships with SC partners. Originality/value This paper provides the first literature review at the intersection of RQ and SC. The research framework developed specifies the use of the previous RQ framework in the business-to-business and SC context. A critique of the existing studies is discussed and the agenda for future research are suggested.

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“…Implementing SDP with support from top management with continuous follow up leads to not only development of supplier but also opens the door for relationship building. SDP and relationship practices together improve the relationship between buyer and supplier (Lambert & Schwieterman, 2012;Lee et al, 2013). To remain competitive in market, there should be a focused strategy for INV and its implementation which can be achieved through improved relationship with suppliers (Abd Rahman & Bennett, 2009;Jajja et al, 2014;Miguel et al, 2014).…”

Section: Buyer-supplier Relationship Improvement (Bsri)mentioning

confidence: 99%

“…Continuous efforts for supplier development along with cooperation with suppliers will not only develop the supplier base but will also increase the commitment and trust (TR) resulting in long-term relationship, which will contribute to make supplier more efficient and thus enable goods to be purchased at lower prices, simultaneously allowing buyer to focus on their core competencies to remain competitive (Lau, 2011;Routroy & Pradhan, 2014). The focus of supplier develop-ment and relationship improvement is towards the improve-ment in performance with respect to improved cost, quality, delivery time and building longterm relationship that will lead to achieve CA and PR (Li et al, 2007) and that is the reason SDP and BSRP are emerging as significant factors for a firm to remain competitive and to improve the performance of supply chain (Aslan et al, 2011;Lee et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

Structural Equation Modelling of Determinants of Buyer–Supplier Relationship Improvement Strategies: Case of Indian Manufacturing Firms

Joshi

Verma

Bhasin

et al. 2016

Asia-Pacific Journal of Management Research and Innovation

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Recently, many organisations have recognised that development of supplier and buyer relationship improvement is becoming necessary to establish strong and mutually beneficial long-term relationships in improving performance across the supply chain, generating greater cost efficiency and enabling the business to grow and develop. The current study proposes a framework for buyer-supplier relationship improvement (BSRI) strategy and tests the same using structural equation modelling (SEM). Result indicates that BSRI can be improved under the condition of supplier development practices (SDP) and buyer-supplier relationship practices (BSRP). SDP are further driven by productive measure (PM) and competitive pressure (CP), whereas the impact of customer uncertainty (CU) turned out insignificant. The study results demonstrate that profitability (PR) can be improved by achieving competitive advantages (CA) through BSRI. CA includes operational effectiveness, innovation (INV), technology adaption (TAD) and risk minimisation (RIM). A survey response of 512 different manufacturing firms of India was used for data analysis. Initially, exploratory factor analysis (EFA) is performed for exploring the factor followed by confirmatory factor analysis (CFA), for confirmation and construct validity. Findings from the study revealed that linking of SDP with BSRI is necessary from buyer side along with consideration of supplier's perspective to achieve CA, which will lead towards enhanced PR.

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Building capabilities via suppliers' effective management of relationships

Cited by 17 publications

References 78 publications

Reviewing interfirm relationship quality from a supply chain management perspective

Reviewing interfirm relationship quality from a supply chain management perspective

A review of inter-firm relationship quality in supply chains

Structural Equation Modelling of Determinants of Buyer–Supplier Relationship Improvement Strategies: Case of Indian Manufacturing Firms

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