Does relationship control hinder relationship commitment? The role of supplier performance measurement systems in construction infrastructure projects

Patrucco, Andrea S.; Moretto, Antonella; Knight, Louise

doi:10.1016/j.ijpe.2020.108000

Cited by 24 publications

(46 citation statements)

References 120 publications

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“…From a theoretical standpoint, in the SCM field, our results first contribute to the supplier involvement (Petersen et al, 2005;Zhao et al, 2014;Najafi-Tavani et al, 2018), where few authors focused on this research problem and not comprehensively (Le Dain et al, 2011;Winter and Lasch, 2016). We also generate knowledge for the supplier performance measurement and management literature, where several authors focused on SPMS technical aspects in traditional relationships (Hald and Ellegaard, 2011; Maestrini et al, 2018c;Patrucco et al, 2020), but without a focus on collaborative innovation projects. Finally, our study emphasizes the importance of three SPMS elements i.e.…”

Section: Theoretical Implicationsmentioning

confidence: 82%

“…Thus, a sound SPMS can avoid selecting a wrong supplierthat may heavily affect an organization's operationsand identify undesired trends in supplier performance in a timely manner (Sharma, 2013;Wetzstein et al, 2016). At the relational level, a reliable SPMS has the dual role of regulator and stimulator for the relationship (Maestrini et al, 2018a), as it represents a tool for controlling suppliers' activities but also for increasing the buyer's knowledge about its partners and, consequently, its ability to design and propose actions for improvement (Arvidsson and Melander, 2020;Patrucco et al, 2020).…”

Section: 2mentioning

confidence: 99%

“…In line with Patrucco et al (2020), these SPMS lifecycle decisions should be defined for three different phases in the supplier performance measurement and management process: 1 supplier qualification (i.e. identification of suitable suppliers to be included in the supply base); 2 supplier selection (i.e.…”

Section: A Conceptual Framework For Supplier Performance Measurement ...mentioning

confidence: 99%

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Characteristics of supplier performance measurement systems in collaborative innovation projects: the role of the purchasing department

Patrucco

Frattini

Benedetto

2021

SCM

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Purpose In the wake of the growing popularity of the open innovation approach, leveraging suppliers as external sources of innovation has attracted increasing interest from scholars and practitioners. Successful supplier involvement largely depends on an effective performance measurement process, but both supply chain management and innovation management literature have paid limited attention to this aspect. This paper aims to fill this gap by illustrating how companies measure the performance of the suppliers involved in their innovation projects and what role is played by the purchasing department. Design/methodology/approach This study interviews project stakeholders from nine different organizations acting as focal companies in the supply chains of various industries. This paper complements this on-field information with a vast amount of data collected from secondary project documents. Structured data coding and analysis allow us to discuss how companies redesign their performance measurement systems to ease the collaboration with suppliers in innovation and what factors underly these decisions. Findings The findings show that, in many cases, supplier performance measurement systems deviate from their typical characteristics to support collaboration in innovation projects. They integrate quantitative and qualitative measures, include contributions from different project stakeholders and are oriented toward high visibility and transparency with suppliers. A more substantial redesign of these systems is favored when purchasing is assigned to strategic project responsibilities and possesses higher absorptive capacity. Originality/value The results complement the knowledge for the supply chain management field, where supplier performance measurement systems have been discussed in the context of traditional buyer-supplier relationships, but not comprehensively in innovation projects and not considering the role of purchasing. Findings also contribute to the innovation management literature, which has mostly focused on what aspects need to be measured for innovation partners, rather than how to manage the performance measurement process in practice.

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Section: Theoretical Implicationsmentioning

confidence: 82%

Section: 2mentioning

confidence: 99%

Section: A Conceptual Framework For Supplier Performance Measurement ...mentioning

confidence: 99%

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Characteristics of supplier performance measurement systems in collaborative innovation projects: the role of the purchasing department

Patrucco

Frattini

Benedetto

2021

SCM

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“…An important condition for cooperation in supply chains is building partnership relations between buyers and suppliers (Patrucco et al 2021 ). These relationships are based on mutual trust between partners (Rungsithong and Meyer 2020 ).…”

Section: Introductionmentioning

confidence: 99%

Expectations of manufacturing companies regarding future priorities of improvement actions taken by their suppliers

2022

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Purpose The paper concerns supply chains. It aims to identify the essential improvement actions that manufacturing companies expect their suppliers to take in the future rather than selection requirements already used in the assessment process. Within those improvement actions, the goal is to determine whether the size and management methods used in assessing companies affect these future expectations. Design/methodology/approach: Hypotheses were developed regarding the expectations of manufacturing companies and the factors influencing these expectations. Data collected from 118 companies from the Polish automotive, metal and chemical sectors were used to verify them. For this purpose, the U-Mann Whitney test was applied. Findings Manufacturing companies expect their suppliers to improve: (1) products, (2) processes, (3) organization management, (4) communication and (5) relationship, with the most important thing for them is the improvement of products and processes. It was found that the expectations regarding the contributors are influenced by whether the manufacturing company is a large or small enterprise or it uses or not the Toyota Production System. Lean Management and the ISO 14,001 Environmental Management System do not translate into these expectations. Originality/value : The article gives a new look at shaping relations between suppliers and customers in supply chains. Unlike most of the research to date, it does not concern the requirements that suppliers should meet at a given moment but focuses on the improvement actions they should undertake in the future. This paper adds important detail to understanding cooperation in B2B relations.

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“…Hence, supplier performance measurement systems (SPMSs) become instrumental to both relational and organizational performance. Defined as a set of metrics used to quantify the efficiency and effectiveness of suppliers' actions (Hald and Ellegaard, 2011;Maestrini et al 2018a;2018b), SPMSs extend management's control upstream in the supply chain, allowing the coordination and alignment of suppliers (Simpson et al 2002;Kannan and Tan, 2002;Luzzini et al, 2014;Patrucco et al, 2020b). SPMSs have recently been the subject of several studies in the supply chain management literature (e.g., Dey et al, 2015;Paparoidamis et al, 2017;Maestrini et al, 2018a;2018b;2018c), but current research is mostly focused on the SPMS design (what should be measured) and implementation (how to collect data and measure performance).…”

Section: Introductionmentioning

confidence: 99%

Supplier performance measurement system use, relationship trust, and performance improvement: a dyadic perspective

Maestrini

Patrucco

Luzzini

et al. 2021

IJLM

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PurposeGrounding on resource orchestration theory, this paper aims to study the relationship between the way buying companies use their supplier performance measurement systems and the performance improvements obtained from suppliers, with relationship trust identified as a mediator in the previous link.Design/methodology/approachThe authors design a conceptual model and test it through structural equation modelling on a final sample of 147 buyer-supplier responses, collected by means of a dyadic survey.FindingsResults suggest that the buyer company may achieve the most by balancing a diagnostic and interactive use of the measurement system, as they are both positively related to supplier performance improvement. Furthermore, relationship trust acts as a mediator in case of the interactive use, but not for the diagnostic. This type of use negatively affects relationship trust, due to its mechanistic use in the buyer-supplier relationship.Originality/valueThe authors’ results contribute to the current academic debate about supplier performance measurement system design and use by analyzing the impact of different supplier performance measurement system uses, and highlighting their relative impact on relationship trust and supplier performance improvement. From a methodological perspective, adopting a dyadic data collection process increases the robustness of the findings.

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Does relationship control hinder relationship commitment? The role of supplier performance measurement systems in construction infrastructure projects

Cited by 24 publications

References 120 publications

Characteristics of supplier performance measurement systems in collaborative innovation projects: the role of the purchasing department

Characteristics of supplier performance measurement systems in collaborative innovation projects: the role of the purchasing department

Expectations of manufacturing companies regarding future priorities of improvement actions taken by their suppliers

Supplier performance measurement system use, relationship trust, and performance improvement: a dyadic perspective

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