Supplier satisfaction and commitment: The role of influence strategies and supplier development

Ghijsen, Paul; Semeijn, Janjaap; Ernstson, Saskia

doi:10.1016/j.pursup.2009.06.002

Cited by 126 publications

(131 citation statements)

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“…The first of these scarce publications, a dissertation, proposed a tool for measuring supplier satisfaction (Maunu, 2003). Another paper developed and tested a supplier satisfaction index (Essig & Amann, 2009), Nyga et al (2010 tested buyer and supplier models, though with very few variables, whereas Ghijsen et al (2010) tested techniques that buyers can use to influence supplier satisfaction. These reports often were not linked to a clear theoretical foundation; as a result, they regarded satisfaction as a stand-alone construct and did not relate it to its potential antecedents and consequences of attractiveness and preferred customer status, respectively.…”

Section: Supplier Satisfaction: Comparing Outcomes With Expectationsmentioning

confidence: 99%

See 1 more Smart Citation

Customer attractiveness, supplier satisfaction and preferred customer status: Introduction, definitions and an overarching framework

Schiele¹,

Calvi²,

Gibbert³

2012

Industrial Marketing Management

142

247

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International audienceIndustrial markets are frequently characterized by an oligopolistic market structure. As a result, suppliers may become highly selective with respect to decisions that involve collaborating with certain customers. Buying firms must therefore be more attractive than their rivals to obtain opportunities to collaborate with these selective suppliers. This apparently counterintuitive inversion of the classical marketing approach (that is, relationships that involve buyers competing for suppliers rather than the other way round) constitutes the foundation of the special issue that is introduced in this paper. In this paper, we present key terms and propose a model of preferred customership that uses a social exchange perspective to link customer attractiveness, supplier satisfaction and preferred customer status. The papers that contribute to this special issue are introduced within the context of this framework. Finally, this paper concludes with suggestions for future research directions

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Section: Supplier Satisfaction: Comparing Outcomes With Expectationsmentioning

confidence: 99%

“…The consideration of alternatives is an important extension of the classical satisfaction literature (Essig & Amann, 2009;Ghijsen, et al, 2010) and requires a shift from dyadic-level analysis to network-level analysis. In essence, buyers must know which other customers their supplier is serving.…”

Section: Preferred Customer Status: Differentiating Customersmentioning

confidence: 99%

Customer attractiveness, supplier satisfaction and preferred customer status: Introduction, definitions and an overarching framework

Schiele¹,

Calvi²,

Gibbert³

2012

Industrial Marketing Management

142

247

View full text Add to dashboard Cite

show abstract

“…SDPs have been studied in the USA (Carr et al, 2008;Krause, Handfield, & Tyler, 2007;Modi & Malbert, 2007;Prahinski & Benton, 2004;Wagner & Krause, 2009), Hong Kong (Li et al, 2007), Japan (Sako, 2004) and Germany (Ghijsen, Semeijn, & Ernstson, 2010;Wagner, 2011); and in developing economies such as Mexico (Arroyo-Lopez, Holmen, & Boer, 2012), Brazil (Lakshman & Parente, 2008) and India (Govindan, Kannan, & Haq, 2010). The context of this study is the automotive industry, which marks the most common industry context for SDP research.…”

Section: Supplier Development Programmesmentioning

confidence: 99%

“…A further prominent aspect of SDP research are relational variables. Mirroring other bodies of literature such as relationship marketing (Morgan & Hunt, 1994), variables such as commitment/trust (Ghijsen, Semeijn, & Ernstson, 2010;Govindan, Kannan, & Haq, 2010;Krause, Handfield, & Tyler, 2007;Li et al, 2007;Nagati & Rebolledo, 2013;Prahinski & Benton, 2004), programme specific investments (Ghijsen, Semeijn, & Ernstson, 2010;Govindan, Kannan, & Haq, 2010;Li et al, 2007;Mahapatra, Das, & Narasimhan, 2012;Wagner, 2006), dependence (Carr et al, 2008;Ghijsen, Semeijn, & Ernstson, 2010), relationship orientation (Arroyo-Lopez, Holmen, & Boer, 2012;Mahapatra, Das, & Narasimhan, 2012) and fair distribution of costs and benefits (Praxmarer-Carus, Sucky, & Durst, 2013) have been used to examine SDPs relative to certain performance outcomes. Further variables not commonly associated with relationship marketing have also been used such as relational capital (Krause, Handfield, & Tyler, 2007) and value co-production (Lakshman & Parente, 2008) which may encompass buyer-supplier involvement and supplier training initiated by buyers (Carr et al, 2008) and staff transfers (Wagner, 2006;Wagner & Krause, 2009).…”

Section: 11: Communication and Knowledge Transfer In Supplier Devementioning

confidence: 99%

An investigation of the cross-border supplier development process: Problems and implications in an emerging economy

Khan

Nicholson

2014

International Business Review

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An investigation of the cross-border supplier development process:problems and implications in an emerging economy. AbstractThis paper is concerned with supplier development in an emerging market context. The context of the study is the interaction between Pakistani suppliers and Japanese automotive manufacturers in equity joint ventures operating in Pakistan. Using a novel approach drawing data from buyer 'and' supplier, the paper presents a three stage (evaluation, exploration and interactive) teleological process theory that highlights the key relational, knowledge transfer and operational factors that signify each stage. Key conclusions are drawn as to the importance of relational ties, the early importance of absorptive capacity. Notions of stasis implied by predominantly crosssectional research into supplier development are challenged and the findings reveal many factors demonstrate temporal dynamics. The paper also highlights CSR dilemmas for developing country investors establishing supplier development programmes in developing economies.

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“…In the research, both long-term commitment and top management are identified as important criteria that required from both parties for success. From the supplier's viewpoint, they will be more committed when the buying firm makes promises with regard to investments of human and physical capital (Ghijsen et al, 2010;Paul et al, 2010). Likewise, the buying firm increases their commitment to supplier development when the supplier promises resources to relationship-specific initiatives (Krause et al, 2007;Wagner, 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

Recycling procurement strategies with variable yield suppliers

Rowe

Ekşioğlu

2015

Ann Oper Res

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Companies are no longer judged on financial performance alone, but rather on their "Triple-Bottom Line", which accounts for social and environmental measures as well. This leads companies to investigate the sustainability of their operations and their products. Between the increasing cost of virgin raw materials and customers demanding post-consumer product content, manufacturers have begun looking at recycled material options. This paper addresses a procurement issue facing a polystyrene packaging manufacturer considering its optimal purchasing strategies between two suppliers -one providing virgin material, the other offering recycled material. A single-period scenario is modeled where each supplier sells product with a known yield distribution at market pricing. The manufacturer must choose whether to sole-source or dual-source, as well as determine how much material to purchase from each supplier to meet deterministic demand. Our results indicate that there is a range of prices from the recycled material supplier where dual-sourcing will lead to higher manufacturer profits compared to solesourcing. We show, based on the procurement strategy, the optimal quantities to purchase to maximize manufacturer's expected profit.We then investigate the area of supplier development and how the manufacturer can improve their expected profit by investing in their supplier's quality improvement effort. The questions addressed are how much the manufacturer would be willing to invest and how they ensure the proper return on their investment. This paper determines the expected increase in profit for the manufacturer from yield improvement projects at a supplier, which therefore becomes the upper threshold for investment. We also find that a company can err in their project acceptance criteria if they have an approval process that views project acceptance myopically rather than holistically.Lastly, we develop a systematic and comprehensive approach to the supplier selection process. We utilize the fundamental concepts behind W. Edwards Deming's Plan-Do-Study-Act improvement cycle and apply them to the supplier selection process.We also present analytic and numerical study results that can be used in conjunction with contractual mechanisms to not only overcome issues such as free riding, but to also incentivize suppliers to engage in supplier development projects they may not have otherwise undertaken. In order to understand why companies have become more attentive to the issue of recycling, one must look back over the past few decades. Firms have faced increased scrutiny on the environmental impact surrounding the disposal of consumer goods, the disposition of production by-products, and how they act as corporate citizens. No longer are companies judged solely on their financial measurements. They are now being evaluated on the "Triple Bottom Line". This metric measures a firm's social and environmental performance, as well as its economic performance. Manufacturers must 2 now address how their products impact the environment...

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Supplier satisfaction and commitment: The role of influence strategies and supplier development

Cited by 126 publications

References 50 publications

Customer attractiveness, supplier satisfaction and preferred customer status: Introduction, definitions and an overarching framework

Customer attractiveness, supplier satisfaction and preferred customer status: Introduction, definitions and an overarching framework

An investigation of the cross-border supplier development process: Problems and implications in an emerging economy

Recycling procurement strategies with variable yield suppliers

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