On the effectiveness of supplier development programs: The role of supply-side moderators

Saghiri, Soroosh; Wilding, Richard

doi:10.1016/j.technovation.2021.102234

Cited by 20 publications

(14 citation statements)

References 151 publications

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“…However, as shown in our findings, this can also be challenging for the future scalability of the solution since startups may not have the necessary operational capacity to extend the solutions to the whole company, especially when the company is a large one (Marcon & Ribeiro, 2021 ). Therefore, suppliers’ solidity is equally important since the vertical integration journey can be long and demand much energy from both the company and the provider for integration of processes and systems that will provide a real-time data flow across the different hierarchical layers of the company (Saghiri & Wilding, 2021 ; Salam, 2019 ). In such a scenario of costs and demands, implementing vertical integration information systems can be a ‘painful’ process that firms will resist for as long as possible (Matyoqubov et al, 2020 ).…”

Section: Discussionmentioning

confidence: 99%

Implementing Vertical Integration in the Industry 4.0 Journey: Which Factors Influence the Process of Information Systems Adoption?

2021

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Section: Discussionmentioning

confidence: 99%

Implementing Vertical Integration in the Industry 4.0 Journey: Which Factors Influence the Process of Information Systems Adoption?

2021

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“…More and more often, supplier development programs focus on the implementation of operational improvement tools, such as elements of the Toyota Production System or Lean Management (Arlinghaus and Knizkov 2020 ). Through the transfer of knowledge, it is possible to implement joint projects aimed at the development of product innovations, solving technical and organizational problems, which allows for greater efficiency and effectiveness in improving the processes carried out in the supply chain (Saghiri and Wilding 2021 ). The implementation of the Toyota Production System and Lean Management allows to shorten the cycles of implementation time and reduce the costs associated with the use of material resources by reducing losses, unnecessary operations or over-exploitation of the infrastructure (Nagati and Rebolledo 2013 ; Pradhan and Routroy 2018 ).…”

Section: Resultsmentioning

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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“…Through development programs, purchasing companies try to educate their suppliers in operational improvement tools, such as Six Sigma, Toyota Production System, or Lean Management. These tools are implemented through joint projects with suppliers [70] (Saghiri & Wilding, 2021). The supplier development programs that are increasingly being offered include the implementation of the sustainability concept [71][72][73].…”

Section: Process Improvement Tools and Risk Assessmentmentioning

confidence: 99%

“…These tools are implemented through joint projects with suppliers [70] (Saghiri & Wilding, 2021). The supplier development programs that are increasingly being offered include the implementation of the sustainability concept [71][72][73]. Sustainable supplier development programs ensure the safety of products and processes in supply chains, reduce the negative impact on the environment, improve working conditions, and promote ethical behavior in economic relations [74,75].…”

Section: Process Improvement Tools and Risk Assessmentmentioning

confidence: 99%

Risk factors in the assessment of suppliers

et al. 2022

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The need to evaluate suppliers from the perspective of risk analysis by purchasing companies is increasing. Such evaluation of suppliers is conducted primarily by production companies with implemented quality (QMS), environmental (EMS), health and safety management systems (H&SMS), as well as Toyota Production System (TPS). This article aims to examine latent factors for suppliers’ evaluation and to describe the intensity of these factors by the implemented management system. The article provides the results of empirical research conducted with the computer-assisted telephone interviewing (CATI) technique in 151 medium and large manufacturing companies operating in Poland. The risk was classified into three main groups to deepen the research process: management system risks, environment risks, and process risks. This allowed for the formulation of some original conclusions. The results showed that companies implementing standardized management systems take the issue of risk analysis and management more seriously than organizations that do not implement such systems. The research also highlighted the differences in the perception of risk caused by implementing various management systems. The study also found that the industry and business profile specificity also affect the risk assessment in cooperation with suppliers.

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On the effectiveness of supplier development programs: The role of supply-side moderators

Cited by 20 publications

References 151 publications

Implementing Vertical Integration in the Industry 4.0 Journey: Which Factors Influence the Process of Information Systems Adoption?

Implementing Vertical Integration in the Industry 4.0 Journey: Which Factors Influence the Process of Information Systems Adoption?

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

Risk factors in the assessment of suppliers

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