Supplier Development Programs: An Empirical Analysis

Abstract

To compete effectively in the global marketplace, a company must have a network of competent suppliers. A supplier development program is designed to create and maintain such a network—and to improve various supplier capabilities that are necessary for the buying organization to meet its increasing competitive challenges. This article discusses the results of a survey dealing with supplier development activity. The survey was undertaken to determine the current level of involvement in supplier development programs and to assess the success of the current programs. The results indicate that supplier development programs are more prevalent than expected and that large companies are more likely to be involved. The results also show the importance of formal supplier evaluation to the supplier development process.

The Impact of Institutional Pressures on Green Supply Chain Management and Firm Performance: Top Management Roles and Social Capital

“…Our results indicate that a reciprocal relationship between buyers and suppliers causes the accumulation of relational social capital. This is consistent with the results of previous studies, which found that the GSCM system has a greater focus on developing future, long-term capabilities than on advancing current quality, cost, and environment [3,86] or building long-term partnership and loyalty to both buyers and suppliers. [65,87].…”

“…The GSCM system has a greater focus on developing future, long-term capabilities than on advancing current quality or reducing current cost [3,86]. A larger extent of support and joint performances, such as training and education in addition to technical assistance along the execution of GSCM, can build long-term partnerships and loyalty for both buyers and suppliers [65,87].…”

The Effects of Total Quality Management Practices on Performance and the Reasons of and the Barriers to TQM Practices in Turkey

“…Supply chain management in TQM implies reducing and streamlining the supplier base to facilitate managing supplier relationships [44], developing strategic alliances with suppliers [45,46], working with suppliers to ensure that expectations are met [47], and Advances in Decision Sciences 5 involving suppliers early in the product development process to take advantage of their capabilities and expertise [48,49].…”

Strategic relationships in a small business context: The impact of information quality and continuous quality improvement

“…Once the alliance begins information quality and continuous quality improvements become important factors in the maturation of the relationship. Another implication from our findings is that greater interaction among firms may promote a sharing of resources (Watts & Hahn, 1993), which results in improved quality, reduced costs, and increased continuous improvement for all involved parties. In addition, partnerships based on a commitment to continuous improvement where SME organizations partner with more established organizations allow the SMEs to mitigate their lack of a track record of success and therefore reduce their overall likelihood of failure (Hudson & McArthur, 1994;Aldrich & Auster, 1986).…”