Supplier Selection and Assessment by University Procurement Officers

Bouhnik, Dan; Giat, Yahel; Zarruk, Issachar

doi:10.4018/ijisscm.2017010101

Cited by 7 publications

(3 citation statements)

References 32 publications

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“…Most participants used a systematic supplier selection process as part of their supplier relationship management strategy. This is in concurrence with Bouhnik, Giat and Zarruk (2017) who in their research finding concluded that organizations should implement a robust supplier selection, evaluation and assessment strategy that ensured the development of a long-term relationship with the suppliers. Five interviewees confirmed that the use of a systematic supplier selection process assisted their organization in engaging suppliers who had a potential of establishing a long-term relationship as well as supplying quality products consistently.…”

Section: Establishing a Systematic Supplier Selection Processsupporting

confidence: 71%

Effect of Supplier Relationship Management on Organizational Performance: A Case Study of the Plastic Manufacturing Industry in Harare Between 2015-2019

Denhere¹,

Choga²

2022

OJIT

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Supplier relationship management (SRM) is the overall coordination, collaboration and information sharing between an organization and its suppliers. The study focused on the effect of supplier relationship management on organizational performance for firms in the plastic manufacturing industry in Harare. This research adopted an interpretivism philosophy and data was collected using open-ended questionnaires and telephonic interviews. The population was derived from plastic manufacturing companies operating in Harare. A purposive sampling technique was used to select twenty participants. The study findings revealed that organizations in the plastic industry enjoyed several supplier relationship management benefits that included information sharing and involvement of suppliers in new product development as these contributed positively to their overall organizational performance. However, firms in the plastic manufacturing industry also encountered supplier relationship management challenges that affected their organization’s performance. Challenges such as organizations failing to meet their obligations to the buyer–supplier relationship resulting in negative reactions by suppliers. Supplier relationship management implementation was also constrained by challenges that included the unavailability of supplier relationship management (SRM) team and lack of resources to support the SRM system. It was however noted that organizations in the plastic of supplier relationship management to the organizational performance. These strategies included open communication with suppliers for the purposes of sharing critical information, the involvement of suppliers in the new product manufacturing industry implemented SRM strategies that ensured the positive contribution development and supplier certification as a pre-requisite to supplier engagement. The study, therefore, recommends that organizations in the plastic manufacturing industry continue to develop and maintain clear lines of communication with their suppliers. These would enable suppliers to share information that is critical in their strategic decision-making process. Further recommendations were also made to the effect that organizations in the plastic manufacturing industry should always endeavor to honor their obligation to the buyer-supplier relationship.

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Section: Establishing a Systematic Supplier Selection Processsupporting

confidence: 71%

Effect of Supplier Relationship Management on Organizational Performance: A Case Study of the Plastic Manufacturing Industry in Harare Between 2015-2019

Denhere¹,

Choga²

2022

OJIT

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“…This has resulted towards supplier's performance becoming detrimental in organization's performance. Since the concept of procurement has made gargantuan progress as a result of technological innovation, globalization and cut-throat competitiveness, organizations have started relying on procurement and the consequences of an inefficient procurement process are detrimental to the growth and sustenance of an organization (Bouhnik, Giat, & Zarruk, 2017). The procurement function involving buying raw material, supplies and components for the organization has achieved a position of extreme prominence within supply chains due to factors such as technological changes, increased value addition in supplies and rapid blurring of geographical boundaries (Boran, Genç, Kurt, & Akay, 2009).…”

Section: Introductionmentioning

confidence: 99%

A Decision-making Model for Supplier Selection in Indian Pharmaceutical Organizations

Ganguly

Kumar

Chatterjee

2019

Journal of Health Management

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Supplier selection is the process by which firms identify, evaluate and contract with suppliers. The supplier selection process deploys a tremendous amount of a firm’s operational and financial resources and is considered as an important determinant of the success of its supply chain. In spite of being strategically important to organizations, the decision for supplier selection is often complex and unstructured. Furthermore, it is inherently a multi-criterion decision-making (MCDM) problem, which pertains to structuring and solving decision problems involving multiple criteria. The paper provides a framework to analyze and evaluate supplier selection in Indian pharmaceutical sector (IPS) using MCDM technique of fuzzy analytic hierarchy process. It intends to improve managerial decision-making in the IPS in developing a supplier selection strategy based on multi-criteria evaluation technique.

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“…These concepts and technologies provide significant benefits to the organizations who integrate them into their organizational culture. These benefits include lower administrative costs, shorter procurement cycle, decreased inventory, lower prices, and the introduction of the organizations into technological and business partnerships (Davila, Gupta, & Palmer, 2003) and allow suppliers to assess their suppliers according to certain criteria (Bouhnik, Giat, & Zarook, 2016). These partnerships are extremely beneficial as they increase the flow of information between the supplier and purchaser using systems such as inter-organizational information systems that form an efficient marketplace (Dai & Kauffman, 2000).…”

Section: E-procurementmentioning

confidence: 99%

University Procurement Officers’ Use of Technology When Seeking Information

Bouhnik

Giat

Zarruk

2016

IISIT

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The transition from printed to electronic sources of information has resulted in a profound change to the way procurement officers seek information. Furthermore, in the past decade there have been additional technological revolutions that are expected to further affect the procurement process. In this paper, we conduct a survey among forty nine university procurement officers in Israel to examine to what extent procurement officers have adapted to smartphones and tablets by testing how frequently officers use notebooks, smartphones, and tablets for work-related and leisure purposes. We find that while officers prefer electronic sources of information over printed sources of information, officers have not yet adapted to the later technological advances (i.e., smartphones and tablets). Notebooks are more frequently used than either smartphones or tablets for work-related and leisure purposes. One explanation behind this result is that officers are not skilled in using smartphone and tablets applications. This implies that training officers in the use of these devices may improve their performance.

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Supplier Selection and Assessment by University Procurement Officers

Cited by 7 publications

References 32 publications

Effect of Supplier Relationship Management on Organizational Performance: A Case Study of the Plastic Manufacturing Industry in Harare Between 2015-2019

Effect of Supplier Relationship Management on Organizational Performance: A Case Study of the Plastic Manufacturing Industry in Harare Between 2015-2019

A Decision-making Model for Supplier Selection in Indian Pharmaceutical Organizations

University Procurement Officers’ Use of Technology When Seeking Information

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