Global supplier selection strategies and implications for supplier performance: Turkish suppliers’ perception

Supplier involvement in new product development: a case study from the semiconductor industry

“…As a result, the suppliers are able to follow the technology and to involve more in NPD. Johnson et al (1997) mention the environmental considerations of the buyers that want to be more competitive by responding to customers' requests for environment protection. This forces them to have or manage suppliers during development and manufacturing of new products according to environmental awareness.…”

“…Supplier involvement reduces new product development time and manufacturing cycle time, and has increasing impact on responsiveness to market uncertainties Incorporating suppliers in project teams enhances the information and expertise exchange regarding new ideas and technology; and through effi cient communication and information exchange links the delays can be reduced, enabling the completion on time (McIvor et al, 2006). Inemek and Tuna (2009) present a very comprehensive and deep analysis of NPD benefi ts and of supplier evaluation and selection criteria, based on a literature review covering the period 1990-2007. Since the complexity of the products is increasing, in-depth knowledge and specialization are required. Outsourcing to specialized suppliers can reduce the internal complexity of projects and provide extra resources to reduce the critical path (McIvor et al, 2006;Sammarra & Biggiero, 2008); many complex products are provided with the cooperation of external suppliers.…”

A multi-objective model for lot-sizing with supplier selection for an assembly system

“…As a result, several avenues for future research can be suggested. Firstly, we suggest considering some other important objective functions, such as total service level, total inconsistency (Rezaei and Davoodi 2012), total loss costs (Meena and Sarmah 2013), vehicle routs design (Custódio and Oliveira 2006), and considering the problem under different conditions such as eprocurement (Bottani and Rizzi 2005), and global environment (Inemek and Tuna 2009). While this paper, like other papers on LS-SS problem, adopts a one-way approach to select the suppliers, it is interesting to formulate and solve the problem considering a two-way approach (taking the evaluation of both buyer and supplier into consideration) (Rezaei 2015).…”

Developing system supplier capability by integrating knowledge with customers

“…The value of learning from experienced auditors of many large customers has also been emphasised (e.g. Hancké, 1998;Inemek and Tuna, 2009). The experiences and lessons learned from these processes have provided the necessary assistance for the Supplier to create its own supplier assessment policies and tools and deploy them.…”