Organization and problem ontology for supply-chain information support system

Chandra, Charu; Tumanyan, Armen

doi:10.1109/emr.2017.7968106

Cited by 2 publications

(3 citation statements)

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“…Sometimes, it also becomes important to understand whom the organisation considers important and whether they are meeting the expectations of the buyer company. It has also been observed that buyer companies struggle to understand whom to collaborate with (Simatupang and Sridharan, 2005; Chandra and Tumanyan, 2007). Hence, to achieve this, one needs to measure the suitability of the supplier to mature to the next level of collaboration with the buyer organisation.…”

Section: Research Backgroundmentioning

confidence: 99%

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Development of a balanced scorecard-based supplier collaborative performance index

Hudnurkar

Rathod

Jakhar

et al. 2018

IJPPM

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Purpose The purpose of this paper is to design and develop a balanced scorecard (BSC)-based index for quantifying the suitability of suppliers to mature to the next level of collaboration with the buyer company. Design/methodology/approach A BSC-based decision framework was developed using factors and factor indicators affecting collaboration with the supplier, using exploratory research. The proposed decision framework was implemented as a real-world case study in an Indian manufacturing organisation by using the Analytic Hierarchy Process. An 11-step methodology was developed to quantify supplier suitability to mature to the next level of collaboration. This is referred to as the “supplier collaborative performance index” (SCPI). Findings The proposed decision-making framework helps quantify the extent of collaboration with each supplier. It serves as an index by using the perspectives that are significant for the strategic performance of the buyer company, the factors that affect the collaboration and their specific factor indicators. The initial results of the implementation of the case study were found to be useful in judging supplier suitability in order to mature in their relationship. Practical implications A comprehensive BSC-based framework for enhancing relationships with suppliers, SCPI will be instrumental in deciding, managing and improving the level of collaboration with suppliers in manufacturing companies, depending on priorities. Originality/value This approach provides a single index to establish the supplier’s suitability to mature to the next level of collaboration with a buyer company. The higher the value of the Collaboration Index for a supplier, the better is the chance to move to the next level of maturity.

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Section: Research Backgroundmentioning

confidence: 99%

“…As mentioned by Chandra and Tumanyan (2007), there is a need to have a system that can be used for measuring the extent of collaboration with a supplier in a supply chain. The authors anticipate that the knowledge of factor indicators of affecting factors can be used in devising one such measurement model.…”

Section: Research Backgroundmentioning

confidence: 99%

Development of a balanced scorecard-based supplier collaborative performance index

Hudnurkar

Rathod

Jakhar

et al. 2018

IJPPM

View full text Add to dashboard Cite

show abstract

“…The main identified benefits attributed to information sharing are cost saving, inventory reduction, increased visibility, reduction in the bullwhip effect because of uncertain demand and increased service level, etc. (Lee, 2004; Gunasekaran and Ngai, 2004; Barratt and Oke, 2007; Chandra and Tumanyan, 2007; Jayaraman et al , 2008; Bailey and Francis, 2008; Barratt and Barratt, 2011; Cheng, 2011; Cho and Lee, 2013).…”

Section: Research Backgroundmentioning

confidence: 99%

Collaborative practices with suppliers in Indian manufacturing multinationals

Hudnurkar

Rathod

2017

JGOSS

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Purpose The aim of this research was to study collaborative practices with suppliers in multinational manufacturing companies operating in India and to develop a framework for collaboration with suppliers. Design/methodology/approach This study adopted a four-step mixed-methods approach that included qualitative and quantitative methods. Qualitative technique was used to explore the factors and develop a balanced scorecard-based (BSC – balanced scorecard) framework using them. Quantitative technique was used to validate the framework statistically and also by using fuzzy analytical hierarchy process using perception-based ranks given by practitioners. Findings The exploratory research resulted in 26 antecedents for collaboration with suppliers in supply chains. Out of these 26, only 19 were considered based on importance given by practitioners. Further, the identified antecedents were classified and mapped based on the perspectives of the BSC. The extended BSC adds business environment and partnership perspectives to existing BSC framework. Some of the important factors identified under these perspectives were transparency of transactions, long-term commitment and trust. The customer perspective was given the utmost importance by the practitioners. Research limitations/implications There are certain issues that may limit the completeness of the work in a global context. The number of organizations (21) and respondents (45) may also be insufficient to convey the complete knowledge embedded in the practice of the field. Originality/value The study provides practical insights about the factors affecting collaboration with suppliers. A BSC-based framework for collaboration with suppliers was also developed along with the associated importance of each perspective and factors under each perspective, which can prove to be of great value to academics and practitioners involved in relationship with suppliers in supply chain.

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Organization and problem ontology for supply-chain information support system

Cited by 2 publications

References 0 publications

Development of a balanced scorecard-based supplier collaborative performance index

Development of a balanced scorecard-based supplier collaborative performance index

Collaborative practices with suppliers in Indian manufacturing multinationals

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