Journal articles on the topic 'Buyer-supplier relationship'
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Yilmaz Börekçi, Dilek, Arzu Işeri Say, Hayat Kabasakal, and Yasin Rofcanin. "Quality of relationships with alternative suppliers: The role of supplier resilience and perceived benefits in supply networks." Journal of Management & Organization 20, no. 6 (November 2014): 808–31. http://dx.doi.org/10.1017/jmo.2014.51.
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AbstractSupplier–buyer exchange relationship and quality of that relationship (supplier satisfaction and commitment) have been examined from various angles in the extant literature. Yet, there is a paucity of research investigating the influence of supplier characteristics – especially supplier resilience – on relationship quality. Driven to fill this gap, this study aims to develop theory of the influence of perceived benefits from supplier–buyer exchange relationship and supplier resilience on relationship quality. Data drawn from 97 supplier–buyer dyads were used. Hierarchical regression analyses showed the positive influence of both perceived benefits from supplier–buyer exchange relationships and supplier resilience on relationship quality. Further empirical and theoretical implications, as well as the limitations of the study, are discussed.
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Yang, Fan, and Xiongfei Zhang. "The impact of sustainable supplier management practices on buyer-supplier performance." Review of International Business and Strategy 27, no. 1 (March 6, 2017): 112–32. http://dx.doi.org/10.1108/ribs-08-2016-0043.
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Purpose This paper aims to present an empirical study on the multidimensional relationships between sustainable supplier management (SSM) practices and buyer–supplier performance from the buying firms’ perspective. Specifically, the authors focus on four SSM practices, namely, sustainable supplier selection, sustainable supplier monitoring, sustainable supplier development and sustainable supplier collaboration, and test their effects on three buyer–supplier performance measures, namely, supplier performance, buyer–supplier relationship and buyer competitive advantage. Design/methodology/approach Based on data collected from 256 manufacturers across different geographical areas and industrial branches in Greater China. A conceptual model was proposed and tested using structural equation modeling technique with the help of SmartPLS 3.0. Findings The sustainable supplier development and sustainable supplier collaboration have positive relationships with supplier performance, while sustainable supplier selection, sustainable supplier monitoring and sustainable supplier collaboration have positive influence on buyer–supplier relationship and buyer competitive advantage. Furthermore, the relative importance and contributions of the individual measures was also identified. Originality/value This study simultaneously integrates the constructs of SSM practices and buyer–supplier performance. Moreover, it seeks to make a contribution to existing literature from a theoretical perspective by investigating the sub-dimensions of SSM practices and buyer–supplier performance.
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Kumalaningrum, Maria Pampa. "PERAN RELASI ANTARA PERUSAHAAN DAN PEMASOK DALAM PROSES PEMBELIAN BAHAN BAKU DI BISNIS KECIL." Jurnal Riset Manajemen dan Bisnis 7, no. 2 (December 1, 2012): 83. http://dx.doi.org/10.21460/jrmb.2012.72.74.
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This study aimed to examine the role of buyer-supplier relationship in the relationship betweenbuyer specificity and organizational performance. Data was processed with StructuralEquation Modeling using AMOS program. The result showed that buyer specificity hasdirect effect on buyer-supplier relationship, and buyer-supplier relationship has direct effect onorganizational performance. The results of this study provide insight into the development andimpact of buyer-supplier relationship within small business organizations.Keywords: buyer-supplier relationship, buyer specificity, organizational performance
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Rogers, Helen, and Ray Fells. "Successful buyer–supplier relationships." Journal of Strategic Contracting and Negotiation 3, no. 3 (September 2017): 121–36. http://dx.doi.org/10.1177/2055563618763037.
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This article focuses on the negotiation of buyer–supplier relationships and the associated activities that are required to maintain them. After analysing and distilling contributions from the literature, we developed a 10-item questionnaire that was subsequently used as a guide for interviewing 36 practitioners in the field. These responses provided new insights into the attitudes and actions that contribute to relationship management success from a negotiations perspective. This led to the development of a framework that encapsulates key considerations for negotiation and relationship management specifically from a procurement process perspective.
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Yeh, C. C., and C. F. Chen. "An empirical study of buyer-supplier relationships in the Taiwanese machine tool industry." South African Journal of Business Management 43, no. 1 (March 30, 2012): 69–75. http://dx.doi.org/10.4102/sajbm.v43i1.177.
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Machine tools are an essential component of advanced manufacturing technology, and the machine tool industry in Taiwan dominates the world market. However, Taiwanese machine tool plants are unique, in that approximately 62% of the total operating cost for a plant arises from its suppliers. This paper examines buyer-supplier relationships in the Taiwanese machine tool industry. In doing so, a theoretically relevant set of buyer-supplier relationship variables is identified from the literature. Factor analysis shows that buyer-supplier relationships are a two dimensional construct containing the core dimensions of a purchasing cooperative relationship and an R&D cooperative relationship. Connections between buyer-supplier relationships and manufacturing performance (quality, cost, delivery and flexibility) are then examined. This study reveals that buyer-supplier relationships are related to overall manufacturing performance, but can vary depending on the dimensions of the relationships. Finally, some discussions are presented and managerial implications are made for the industry.
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Joshi, Sarang, Manoj Kharat, Rakesh Raut, Sachin Kamble, and Sheetal Kamble. "To examine the relationships between supplier development practices and supplier-buyer relationship practices from the supplier’s perspective." Benchmarking: An International Journal 24, no. 5 (July 3, 2017): 1309–36. http://dx.doi.org/10.1108/bij-01-2016-0006.
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Purpose The purpose of this paper is to examine the relationships between supplier development practices (SDPs) and supplier-buyer relationship practices from the supplier’s perspective (SBRSP), and seek to understand how specific SDPs may impact a buyer’s operational performance as well as supplier-buyer relationship practices. Design/methodology/approach The authors conducted a survey of 512 respondents from the different manufacturing firms in India and applied structural equation modelling to test a structural model that proposes the impacts of various efforts of SDPs on a buyer’s performance as well as SBRSP. Findings The study concludes that SDPs and SBRSP together improve the relationship between a buyer and supplier, and this improved relationship leads to competitive advantages (CAs) followed by profitability. Results indicate that supplier perspective of buyer-supplier relationship can be improved under the condition of SDPs and SBRSP together. SDPs are driven by productive measure and competitive pressure, whereas customer uncertainty is found to be statistically insignificant. Research limitations/implications The study was carried out in North Maharashtra Industrial Zone of India, where the auto sector and machine/components manufacturing firms have been established for a considerable period of time. Results of the study are limited to manufacturing organizations predominantly focussing on the automobile sector and machine/components manufacturing firms. Practical implications This study provides significant insights into the specific impact of various SDPs and SBRSP for both academics and practitioners. SDPs along with SBRSP practices lead to improvement in the relationship leading to CAs. SBRSP suggests that trust, long-term commitments and the supplier’s perspective are important practices for relationship improvement. Originality/value The current study attempts to identify what are the success factors for the supplier-buyer relationship from the supplier’s perspective and SDPs and how the supplier-buyer relationship can be improved under the condition of SDPs and SBRSP. Hence, the aim is to develop a more thorough understanding of the outcomes of a supplier-buyer relationship improvement from both buyer’s and supplier’s perspective, under the conditions of supplier development to achieve CAs leading to profitability. Furthermore, the study analyses the effect of the improved supplier-buyer relationship for achieving CAs leading to profitability.
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Sutarmin, Akhmad Darmawan, Siti Nur Azizah, and Dadang Prasetyo Jatmiko. "An empirical evidence: supplier behavior in the natural materials of buyer – supplier relationship." Problems and Perspectives in Management 15, no. 1 (May 10, 2017): 158–65. http://dx.doi.org/10.21511/ppm.15(1-1).2017.02.
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This research is a case study belonging to the historical research. The data were taken from the Department of Natural Product Buying and Financial and Controlling XYZ CORP. XYZ CORP is a manufacturing enterprise and exporter of clove oil and its derivatives to the world with a market share of about 55% of the world market. This study aims to empirically examine and study the ethical behavior of suppliers in the ever-changing business environment. The analysis tool used is the Mann Whitney test with SPSS 17.0 software. Based on the survey results it was revealed that for natural raw materials, the average purchase price between the rainy season and the dry season does not differ significantly, but the cost of purchase in the dry season, and the rainy season varies significantly. In this study, the price does not affect the acquisition of raw materials purchased from suppliers. The results of this study also obtained empirical evidence that the trading patterns of natural raw materials are strongly influenced by the behavior or ethics of suppliers, in addition to weather factors or uncertain climate.
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Wang, Lei, Chun Zhang, Jun Li, Dong Huo, and Xing Fan. "The influence of unilateral supplier transaction-specific investments on international buyer opportunism: empirical findings from local suppliers in China." International Marketing Review 37, no. 2 (January 29, 2020): 213–39. http://dx.doi.org/10.1108/imr-05-2018-0177.
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PurposeThis study examines how unilateral supplier transaction-specific investments (TSIs), directly and indirectly, influence international buyer opportunism and the extent to which detailed contracts enable suppliers to safeguard against international buyer opportunism. The study also examines whether relationship length affects the efficacy of detailed contracts in cross-border outsourcing relationships.Design/methodology/approachThe hypotheses are tested by using data collected from multiple informants working for 229 manufacturing suppliers in China. Multiple regression with a three-way interaction is used to test the hypotheses.FindingsUnilateral supplier TSIs encourage international buyer opportunism through increased supplier dependence. Contract specificity negatively moderates the effect of supplier dependence on international buyer opportunism. This moderating effect is stronger in long-term cross-border buyer–supplier relationships than in short-term ones.Originality/valueThe current study extends the cross-border outsourcing literature by examining how emerging-market suppliers in a weak power position can proactively safeguard against international buyer opportunism by using detailed contracts. Our findings show that supplier dependence mediates the relationship between unilateral supplier TSIs and international buyer opportunism; detailed contracts, however, can help dependent suppliers safeguard against international buyer opportunism. In particular, the findings highlight the importance of long-term buyer–supplier relationships that enhance the efficacy of detailed contracts.
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Liu, Yi, Yadong Luo, Pianpian Yang, and Vladislav Maksimov. "Typology and Effects of Co-opetition in Buyer–Supplier Relationships: Evidence from the Chinese Home Appliance Industry." Management and Organization Review 10, no. 3 (November 2014): 439–65. http://dx.doi.org/10.1017/s174087760000440x.
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AbstractBuilding on the co-opetition perspective, this study takes a unified approach to examine relationship benefits and transaction costs in buyer–supplier relationships. We argue that buyer–supplier vertical dyads fall into one of four distinct co-opetition types based on their respective degrees of cooperation and competition. Each co-opetition situation then corresponds to unique levels of relationship benefits and transaction costs. A sample of 225 supplier–buyer dyads from the Chinese home appliance industry confirms that competition has a positive effect on transaction costs and a negative effect on relationship benefits, while cooperation stimulates greater relationship benefits but affects transaction costs mainly at low competition levels. The results advance prior research on buyer–supplier relationships and co-opetition and offer valuable avenues for future research.
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Buvik, Arnt, Otto Andersen, and Kjell Gronhaug. "Buyer control in domestic and international supplier-buyer relationships." European Journal of Marketing 48, no. 3/4 (April 8, 2014): 722–41. http://dx.doi.org/10.1108/ejm-03-2011-0181.
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Purpose – The aim of this paper is to investigate the effect of the prior relationship length and employments of supplier specific investments on buyers' control, and compare this effect across international and domestic business-to-business relationships. Design/methodology/approach – The sampling frame consisted of members of a National Association Purchasing and Logistics, and the respondents were asked to select one major supplier that would serve as a referent in answering the questions. In total, 156 purchasing firms responded to the questionnaire, and multiple regression analysis was used to test the hypotheses. Findings – Under condition with substantial supplier specific investments, buyers' control relaxes significantly as the length of the relationship increases in international supplier-buyer relationships, while such change in governance pattern is completely absent in domestic relationships. Research limitations/implications – This study is based on a cross-sectional design and does not fully capture the dynamics of business-to-business relationships. Future research should use different methodologies such as longitudinal studies to examine dynamic relationships among the constructs in the study. Practical implications – When strong inter-firm dependency is present, the level of buyer control in relationships with foreign suppliers is typically high in the early stage of the relationships in order to handle the problems of information asymmetry and prospective opportunistic behavior, and decline as the buyer's experiential knowledge with the foreign supplier increases with successive lower performance ambiguity. This governance pattern is less evident in domestic business-to-business relationships due to the potential effect of stronger reputation effects and stronger familiarity with current standards of trade. Originality/value – The paper contributes to the understanding that the changes in governance form over time will be highly contingent on the level of information asymmetry and inter-firm dependency in the early stage of the exchange relationship.
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Sarang, Joshi P., H. V. Bhasin, Rakesh Verma, and Manoj Govind Kharat. "Critical Success Factors for Supplier Development and Buyer Supplier Relationship." International Journal of Strategic Decision Sciences 7, no. 1 (January 2016): 18–38. http://dx.doi.org/10.4018/ijsds.2016010102.
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Development of supplier base is becoming mandatory for buyers, as it is not possible to manufacture all components in house, or to search new supplier every time. It is recommended that supplier base of buyer should be self-efficient and developed one to achieve competitive advantages. This development of supplier can be achieved by applying different supplier development practices and buyer supplier relationship practices as per the requirement. In this article, Exploratory Factor analysis (EFA) is applied for grouping the critical success factors with their items by using SPSS software. 6 factors viz., Drivers for Supplier Development Practices, Supplier Development Practices, Buyer supplier Relationship Practices, Buyer supplier Relationship Improvement, Competitive Advantages and Profitability were formed with their respective items. The multi-item scale shows strong evidence of reliability as well as convergent, discriminant validity in a sample. EFA and Reliability Analysis were applied on data for validation of instrument. Data from 87 respondents working in manufacturing sector were used for analysis.
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Shahzad, Khuram, Ilkka Sillanpää, Elina Sillanpää, and Shpend Imeri. "Benchmarking Supplier Development: An Empirical Case Study of Validating a Framework to Improve Buyer-Supplier Relationship." Management and Production Engineering Review 7, no. 1 (March 1, 2016): 56–70. http://dx.doi.org/10.1515/mper-2016-0007.
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AbstractIn today’s dynamic business environment, firms are required to utilize efficiently and effectively all the useful resources to gain competitive advantage. Supplier development has evolved as an important strategic instrument to improve buyer supplier relationships. For that reason, this study focuses on providing the strategic significance of supplier development approaches to improve business relationships. By using qualitative research method, an integrated framework of supplier development and buyer-supplier relationship development has been tested and validated in a Finnish case company to provide empirical evidence. It particularly investigates how supplier development approaches can develop buyer-supplier relationships. The study present a set of propositions that identify significant supplier development approaches critical for the development of buyer-supplier relationships and develop a theoretical framework that specifies how these different supplier development approaches support in order to strengthen the relationships. The results are produced from an in-depth case study by implementing the proposed research framework. The findings reveal that supplier development strategies i.e., supplier incentives and direct involvements strongly effect in developing buyer-supplier relationships. Further research may focus on considering in-depth investigation of trust and communication factors along with propositions developed in the study to find out general applicability in dynamic business environment. Proposed integrated framework along with propositions is a unique combination of useful solutions for tactical and strategic management’s decision making and also valid for academic researchers to develop supplier development theories.
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Martins, Ana Lucia, Henrique Duarte, and Daniela Costa. "Buyer–supplier relationships in IT outsourcing: consultants’ perspective." International Journal of Logistics Management 29, no. 4 (November 12, 2018): 1215–36. http://dx.doi.org/10.1108/ijlm-11-2017-0288.
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Purpose Supply chain relationships have often been analysed from the macro-perspective of the companies involved, but there is less evidence of how relationships relate to the micro-perspective of persons involved. The purpose of this paper is to investigate, in IT outsourcing (ITO), how the buyer–supplier relationship type strengthens buyer performance from the perspective of consultants. Design/methodology/approach IT consultants were surveyed, and analysis was performed considering the aggregated values of variables that characterise buyer–supplier relationships adjusted to ITO. Findings The results show that strategic relationships are associated with higher supplier investment in relational management than in transactional ones. Similarly, in this type of relationship, higher levels of trust are linked to the recognition of more activities shared between parties involved than in transactional relationships. The improvement of supplier development by buyers was also found to improve buyers’ performance. Research limitations/implications The model proposed here was developed for nonspecific industries but tested in the context of ITO. Further research should be undertaken to broaden generalisability. Originality/value The paper provides an understanding of the influence of the buyer–supplier relationship type on buyer performance based both on relational management and, more specifically, how the formal dimension of supplier development can also contribute to performance. ITO is increasing worldwide, and relational management affects outsourcing outcomes in broad supply chain integration. This analysis is usually visited from buyer and supplier perspectives using decision makers. This paper assesses it from the perspective of consultants.
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Khan, Mudasser Ali, Nawaz Ahmed, and Muhammad Irshad. "Effect of Uncertainty, Supplier Involvement, Supplier Performance and Partnership Quality on Buyer-Supplier Relationship." Market Forces 17, no. 1 (June 26, 2022): 41–58. http://dx.doi.org/10.51153/mf.v17i1.537.
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The research is undertaken to evaluate the aspects of Uncertainty, Earlier Supplier Involvement, Supplier Performance and Partnership quality on Buyer dependence on the Supplier. In this explanatory research, a model is developed to validate the premise that by drafting value creating supplier relationship in order to help and implement strategies in supply chain management in manufacturing and non-manufacturing companies which will increase the buyer’s dependency of the suppliers. The study used data from atleast 228 procurement personnel from various industries. The results show that early supplier involvement, partnership quality, supplier performance have a significant and positive impact on buyer’s dependence. Whereas, uncertainty has also a positive but insignificant relationship with buyer dependence. To increase buyer dependency suppliers should be involved in early stage of the design and production of the product. Partnership quality and supplier performance also have significant impact on buyer dependence so management should consider the factors.
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Shafiq, Asad, P. Fraser Johnson, and Robert D. Klassen. "Building synergies between operations culture, operational routines, and supplier monitoring: implications for buyer performance." International Journal of Operations & Production Management 42, no. 5 (April 4, 2022): 687–712. http://dx.doi.org/10.1108/ijopm-03-2021-0149.
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PurposePressured by various stakeholder groups to improve the sustainability performance of their emerging economy suppliers, multinational firms continue to expand their supplier monitoring. Leveraging the strategy literature on alliances and the buyer-supplier relationship management literature, the authors propose that a buyer firm's efforts to proactively develop cultural sensitivity and operations cognizance to understand the operational culture and routines of its suppliers can ameliorate some shortcomings of supplier monitoring, thereby improving the performance of the buyer firm.Design/methodology/approachUsing primary survey data from a sample of US manufacturing firms, combined with secondary data of supplier monitoring and financial performance, this research examines the relationship between supplier monitoring, cultural sensitivity, operations cognizance, and buyer firm performance.FindingsSupplier monitoring was associated with positive but diminishing returns for financial and sustainability performance for the buyer. Second, increasing cultural sensitivity and operations cognizance for suppliers in emerging economies were associated with improved buyer performance. Finally, the synergistic use of supplier monitoring and operations cognizance was associated with improved buyer firm financial performance.Originality/valueWhile the buyer-supplier relationship literature has mainly treated organizational differences between dyadic supply chain partners as exogenous to the context in which their relationship evolves, the authors posit that buyer firms' efforts to understand such differences can affect the value of buyer-directed interactions, such as supplier monitoring. This research adds to the theoretical understanding of the process of developing relational mechanisms with emerging economy suppliers. In particular, efforts of buyer firms to better understand the operational culture and routines of their suppliers can complement monitoring and are associated with a positive impact on performance.
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Rajagopal and A. Rajagopal. "Buyer–supplier relationship and operational dynamics." Journal of the Operational Research Society 60, no. 3 (March 2009): 313–20. http://dx.doi.org/10.1057/palgrave.jors.2602560.
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Saunila, Minna, Juhani Ukko, Mina Nasiri, Tero Rantala, and Sariseelia Sore. "Managing supplier capabilities for buyer innovation performancein e-business." Journal of Global Operations and Strategic Sourcing 14, no. 3 (August 3, 2021): 567–83. http://dx.doi.org/10.1108/jgoss-01-2021-0007.
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Purpose The purpose of this paper is to analyze the connections between the capabilities of suppliers, buyer operations and the innovation performance of buyers in service-based supply chains. In particular, the authors use a construct of supplier capabilities comprising the capabilities needed to produce an online store and divided into capabilities related to the product, capabilities related to service delivery and capabilities related to the buyer-supplier relationship. Design/methodology/approach Data were collected with cross-sectional, random sampling from Finnish companies that have an active online store. A survey was used to collect data on managerial assessments of capabilities of a supplier, the operations of buyers and the innovation performance of buyers. Multiple regressions were used to test the hypotheses. Findings The results reveal that capabilities related to the buyer-supplier relationship are positively connected with the innovation performance of the buyer, but those related to the product and service delivery do not significantly influence the innovation performance of the buyer. The results show that the moderating influence of buyer operations on the relationship between capabilities related to the product and the innovation performance of the buyer is negative. The moderating influence of buyer operations on the relationship between capabilities related to service delivery and the innovation performance of the buyer is positive. Research limitations/implications Forming tight relationships with online store suppliers appears to be a successful way to attain innovation performance for online store operators. Online store operators should not expect supplier capabilities related to online store functionality and characteristics of online store delivery alone to improve their innovation performance. Originality/value Few studies use an e-business operations model to comprehend the role played by supplier capabilities in buyer innovation performance in service-based supply chains. Building on a resource-based view with inter-organizational management and e-business literature streams, the authors focus on three supplier capabilities and buyer operations to investigate their effects in terms of enhancing innovation performance.
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TESCARI, FÁBIO CAMPOS, and LUIZ ARTUR LEDUR BRITO. "VALUE CREATION AND CAPTURE IN BUYER-SUPPLIER RELATIONSHIPS: A NEW PERSPECTIVE." Revista de Administração de Empresas 56, no. 5 (October 2016): 474–88. http://dx.doi.org/10.1590/s0034-759020160503.
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ABSTRACT This research paper develops and tests a new model for value creation and capture in buyer-supplier relationships. In addition to including both value creation and capture in the same model, value creation is unraveled by the identification of its sources, both intrinsic and relational. Intrinsic value is the set of benefits derived from resources belonging to one party that can be captured by another party if there is a relationship between them, even if this relationship is non-collaborative. Relational value encompasses the mutual benefits that are generated as the collaboration between buyer and supplier increases. The model was tested using a survey of 127 dyads (buyer and supplier). The results indicated that both sides benefit from the total value created by the relationship, but the degree of value capture varies. The value perceived by the supplier is greater than that perceived by the buyer, which consequently encourages the former to boost its efforts even further to ensure that the relationship continues.
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Handayani, Dwi Iryaning. "Risk Management Of Supplier-Buyer In Procurement Of Raw Materials For Improving Supply Chain Performance." Jurnal Manajemen 22, no. 3 (October 24, 2018): 293. http://dx.doi.org/10.24912/jm.v22i3.423.
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This study discusses the relationship between Supplier and Buyer related to the procurement of raw materials. In the establishment of Supplier-Buyer relationship, there are considerable risks including coordination problems in supplying, demanding, and disruption of normal activities. Therefore, in overcoming the risks occurring in the Supplier-Buyer, it is necessary to have risk management approach of Supplier-Buyer relationship in Supply Chain activity, to know the occurrence of potential risks for improving Supply Chain performance. This study aims to analysis risk management on Supplier-Buyer relationship for improving company performance by identifying, assessing risks on raw material procurement and evaluating as well as mitigating potential risks that occur to improve Supply Chain performance. The methods of the study are SCOR, FMEA and TOPSIS, and Supplier performance matrix. As the results of SCOR performance, there are two risks of Internal Facing and four risks of Customer Facing. The risks that are categorized as customer facing are supplier risks with Continuity of supply, on time delivery, Knowledge resource and Quality risk categories. While, the Internal facing risks, risks which are associated to buyers including accident and knowledge resource risk categories. The proposed mitigation for improving Supplier performance, a) Coordination with suppliers in the form of sharing information between buyers and suppliers, b) Implementation of Supplier Relationship Management and e-SRM (Electronic-Supplier Relationship Management)
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Asghar, Saba. "The Factors that are Dictating the Buyer Supplier Relationship in the Retail Market." Business and Management Research 7, no. 3 (September 28, 2018): 50. http://dx.doi.org/10.5430/bmr.v7n3p50.
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Healthy relationship among the buyer and supplier is the only way to remain competitive in the incentive market. It is the only way to retain the business and the customers. If buyer and supplier are not having this partnership then they might not be enjoying the best outcomes.The objective of this thesis is to examine the core factors that dictate buyer (Super Market) and Supplier (Distributor) relationship in retail industry. In this research, aspects has been studied that could have affected or affects the relationship of buyer & supplier in positive or negative manner. The research has covered the retail market and will be dictating the key aspects of maintaining the healthy buyer and supplier relationships. This will be helping the retail owners and retail brands to gain the competitive edge from others and always remain ahead. This research will help both the stakeholders of this industry to maintain healthy relationships between them and indicates them that what the issues that create problems between them are.The thesis employed an empirical approach designed in three stages; aggregate and firm level analysis using official data, firm level analysis using survey and finally case studies aimed at providing deeper insights into the underlying issues observed in the survey findings. Three literature strands were adopted: spillover, cluster and network dynamics.
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Doran, Desmond, Peter Thomas, and Nigel Caldwell. "Examining buyer‐supplier relationships within a service sector context." Supply Chain Management: An International Journal 10, no. 4 (September 1, 2005): 272–77. http://dx.doi.org/10.1108/13598540510612749.
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PurposeThe primary aim of this research is to explore buyer‐supplier relationships within a service sector context.Design/methodology/approachTo address the primary aim, both quantitative and qualitative approaches were utilised. A questionnaire was issued to selected buyer and supplier groups in order to determine relationship issues associated with insurance claims. The questionnaire was complemented by a number of semi‐structured interviews with buyers and suppliers across each spend category.FindingsThe results of this research indicate that there are significant gaps between buyer and supplier expectations concerning how relationships should evolve and that the issues of power and trust will need to be explored in greater depth if relationships are to be optimised.Practical implicationsThis research is of practical use to service sector companies attempting to examine how to develop effective buyer‐supplier relationships. It is of particular use to service buyer operations within the insurance sector, that is moving from the traditional cash compensation approach to a replacement goods approach.Originality/valueVery little has been written about buyer‐supplier relationships in the insurance sector and as such this paper provides an insight into issues relating to such relationships within this unique service sector context.
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Maestrini, Vieri, Veronica Martinez, Andy Neely, Davide Luzzini, Federico Caniato, and Paolo Maccarrone. "The relationship regulator: a buyer-supplier collaborative performance measurement system." International Journal of Operations & Production Management 38, no. 11 (November 5, 2018): 2022–39. http://dx.doi.org/10.1108/ijopm-10-2016-0595.
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Purpose The purpose of this paper is to propose an innovative buyer-supplier performance measurement system (PMS) (called relationship regulator – RelReg), aimed at stimulating collaboration on mutual performance. The RelReg is described all throughout the phases of its lifecycle: first, design features and visual representation of the new measurement framework are reported; second, guidelines on how to implement, use and review the system are provided, highlighting the role of the buyer and the supplier at each step. Design/methodology/approach A theory building and testing approach is applied. The RelReg developed features primarily ground on previous scientific contributions matched with empirical evidence collected through case studies, workshops and focus groups. The resulting conceptual model is then validated through a dyadic buyer-supplier case study. Findings Two conceptual frameworks are provided: the RelReg dashboard – a multidimensional PMS; and the RelReg lifecycle – set of activities to be performed by both the buyer and the supplier all along the adoption process. Moreover, empirical insights on relevant issues to be considered when adopting the RelReg are reported. Originality/value The RelReg represents an innovative and smart tool, allowing buyer-supplier dyads to collaborate on relationship performance.
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Suh, Taewon, Jae C. Jung, Gail M. Zank, and Richard J. Arend. "Twofold relationship dynamics of supplier’s knowledge sharing." Journal of Business & Industrial Marketing 34, no. 4 (June 7, 2019): 862–74. http://dx.doi.org/10.1108/jbim-10-2017-0241.
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Purpose Assuming that supplier knowledge can either strengthen the partnership by nurturing the commitment and trust between partners or allow the buyer to be more calculative, this study aims to propose two types of knowledge sharing in supplier relationship – a type benefiting the partnership and another privately benefiting only one partner. Design/methodology/approach Using structural equation modeling and a surveyed dataset from 352 buyer–supplier partnerships, this study tested the research model of dual mechanism, where two types of knowledge sharing co-exist and have opposite effects on partnership longevity. Findings This study found that the two types of knowledge sharing create divergent effects on partnership continuation. For a buyer firm developing supplier knowledge, its supplier firm reciprocates by sharing knowledge with the buyer. While relation-specific knowledge promotes partnership longevity through developing trust, institutionalized knowledge hampers partnership longevity. Research limitations/implications Findings overall indicate that knowledge plays a more instrumental role in sharing knowledge in a buyer–supplier relationship, and alternative forces simultaneously work in the partnership. Although this study explicates two mediating mechanisms for the effect of supplier knowledge, there remain many unknown aspects of the effect. Practical implications From the buyer’s perspective, it is possible its institutionalized knowledge can facilitate its relationship with a current supply chain partner so that it can gain more benefits from the relationship. From the supplier’s perspective, caution should be exercised in selecting the type of knowledge to share. Social implications This study may have a broad impact on public policy by theorizing and testing why some partnerships last longer/shorter than others in association with the dynamics of the relationship initiated by one’s relational knowledge and the other’s knowledge sharing. Originality/value What this study contributes to involves the theorizing and testing the effects of the dual mechanism of knowledge sharing on partnership longevity. This study provides an example of a private investment in knowledge that is reciprocated with each type of knowledge – benefiting the partner and also benefiting the focal buyer firm.
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Verghese, Anto John, Xenophon Koufteros, and Richard Peters. "Exploring the dual nature of supplier relationship commitment on buyer behaviors." International Journal of Operations & Production Management 40, no. 2 (December 5, 2019): 196–220. http://dx.doi.org/10.1108/ijopm-03-2019-0226.
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Purpose The authors argue that the supplier’s perspective in managing buyers using relationship commitment is incomplete. The primary reasons for incompleteness are that: the effects of the two types of relationship commitment (i.e. affective and continuance) on buyer behaviors (i.e. individualized consideration and opportunism) are largely ignored from a supplier’s perspective; there is quandary regarding the effects of the two relationship commitment types in a relationship, whether they are favorable or not; and there is also ambiguity regarding the conditions under which relationship commitment types might serve as effective relational governance mechanisms. The paper aims to discuss this issue. Design/methodology/approach The authors employ survey data obtained from 207 suppliers to test the hypotheses using structural equations modeling. Findings The authors extend contemporary knowledge on supplier relationship commitment by revealing that at high-levels of buyer-leverage, supplier affective commitment can induce buyer opportunism and supplier continuance commitment can induce buyer individualized consideration. Furthermore, buyer-leverage positively moderates the interaction effect of supplier commitment types to promote buyer opportunism. Research limitations/implications The authors do not examine a buyer’s perspective, but from a supplier’s perspective, suppliers can maximize their benefits from their relationship commitment by embracing affective commitment while ensuring that buyers do not have excessive leverage. Originality/value The study presents a significant contribution to the extant literature on relationship commitment by probing the dual nature of supplier relationship commitment; albeit for specific configurations of commitment types and buyer-leverage.
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Nwaguru, Peter, Nsikan John, and Nkechi Koko. "Managing Buyer-Supplier Relationship in Construction Project Outsourcing." European Journal of Logistics, Purchasing and Supply Chain Management 10, no. 2 (February 15, 2022): 1–14. http://dx.doi.org/10.37745/ejlpscm.2013/vol10n2114.
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The study was undertaken to determine the effects of buyer-supplier relationship management and outsourcing efficiency amongst construction firms in Nigeria. Trust building, strategic collaboration and supplier development constituted the dimension for buyer-supplier relationship, while cost effectiveness, quality delivery and risk mitigation were used as indicators of outsourcing efficiency. The study adopted cross-sectional survey design, and 135 construction firms constituted the population for this study. A random sample of 101 respondents, comprising engineers, construction project managers, procurement officers, and contractors constituted the unit of analysis. This research adopted a structured online survey questionnaire which was administered via e-mail to obtain primary data. The findings showed that buyer-supplier relationship management in terms of trust building, strategic collaboration, and supplier development had a positive and a significant relationship on outsourcing efficiency. Construction and equipment leasing firms should build long term relationship with suppliers to enable them acquire the benefits of efficient outsourcing.
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Patrucco, Andrea S., Davide Luzzini, Antonella Moretto, and Stefano Ronchi. "Attraction in buyer–supplier relationships." Business Process Management Journal 25, no. 2 (April 1, 2019): 347–67. http://dx.doi.org/10.1108/bpmj-06-2017-0137.
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PurposeThe purpose of this paper is to shed light on the dynamics of buyer–supplier industrial relationships and the role of customer attractiveness—a requisite to obtain best efforts from suppliers involved in collaborative initiatives.Design/methodology/approachThe paper develops a theoretical framework tested through an international survey with a structured equation modeling approach.FindingsResults confirm that customer attractiveness positively affects both innovation and cost performance ensured by suppliers. Moreover, several direct and indirect antecedents of customer attractiveness are identified, including characteristics of the buying firm’s procurement department (i.e. procurement knowledge and procurement status) and supply chain relationship characteristics (i.e. proficiency of supplier collaboration and visibility).Research limitations/implicationsBecause of the survey approach, the research results are limited to the data collected.Practical implicationsFindings support the relevance of collaborative relationships in improving performance, and the key role procurement department could play in managing the multifaceted aspects of supplier collaboration.Originality/valueThis paper investigates, on the one hand, why customer attractiveness is relevant for supply chain management, and what are the effects on innovation and cost performance ensured by suppliers; on the other hand, antecedents of customer attractiveness are considered, with a main focus on organizational and relational procurement variables.
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Siagian, Hotlan, Zeplin Jiwahusada Tarigan, and Han Tae Hee. "The Effect of Top Management Involvement on Supply Chain Risk Management through Buyer-Supplier Relationship." Jurnal Teknik Industri 20, no. 2 (January 12, 2019): 105. http://dx.doi.org/10.9744/jti.20.2.105-112.
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This paper aims to examine the role of the buyer-supplier relationship in improving the impact of top management involvement in the supply chain risk management. The study used 55 export-oriented manufacturing companies domiciled in East Java of Indonesia, and three respondents from top management level represented each company. Of 55, 44 companies have completed the questionnaires which means the response rate of 80%. Data collection used a questionnaire designed with a five-item Likert scale. Data analysis used the partial least square technique with Smart-PLS software version 3.0 to examine the hypotheses. The finding revealed that top management involvement affects supply chain risk management, top management involvement affects the buyer-supplier relationship, and buyer-supplier relationship affects supply chain risk management. The last finding is that buyer-supplier relationship empirically the effect of top management involvement. This paper paves the way for the manager in improving supply chain risk management by practicing top management involvement and development of a relationship with the supplier.
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Kumar, Divesh. "BUYER-SUPPLIER RELATIONSHIP SELECTION FOR A SUSTAINABLE SUPPLY CHAIN: A CASE OF THE INDIAN AUTOMOBILE INDUSTRY." International Journal of the Analytic Hierarchy Process 11, no. 2 (July 31, 2019): 215–27. http://dx.doi.org/10.13033/ijahp.v11i2.605.
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The primary objective of this study is to propose an analytical approach to evaluate dimensions of the buyer-supplier relationships alternative selection in the context of a sustainable supply chain considering benefits, opportunities, costs, and risks of a relationship type. The study uses a Fuzzy Analytic Hierarchy Process (FAHP) approach to develop a model that explores benefits, costs, opportunities, and risks of a buyer-supplier relationship in a sustainable supply chain. A case study of the Indian automobile sector is used to determine the appropriate form of the buyer-supplier relationship. This study found that a problem solving relationship is the most preferred form of relationship. Long term relationships and joint development ranked 2 and 3, respectively. A sensitivity analysis showed that if the weights of benefits, opportunities, costs and risks are changed the preference for alternatives selection also changes. The most important implication of the study is in providing supply chain managers with a model for development of buyer-supplier relationships with their supply chain partners based on the considerations of benefits, opportunities, costs and risks involved in developing such a relationship in a sustainable supply chain. The novelty of the present study rests in the incorporation of sustainability specific criteria for selection of the relationship between two parties in a supply chain context considering benefits, opportunities, costs, and risks of a relationship type. This is the first such model that incorporates considerations of BOCR in a sustainable supply chain.
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Nichol, Jamie. "Buyer & Seller." Mechanical Engineering 131, no. 02 (February 1, 2009): 36–37. http://dx.doi.org/10.1115/1.2009-feb-5.
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This review discusses that an effective relationship with a respectable supplier can be a considerable strategic asset to a business. It can reduce cost, improve quality, and increase production volumes. In an effective relationship, a supplier can be a valuable source of expertise, contacts, and ideas. An effective relationship is a two-way street, benefiting both buyer and supplier. As with most things, while there might not be a single best way to create a healthy supplier relationship, there is an infinite variety of ways to foster a bad relationship. Feedback from someone in the business can be very valuable, and changing a part design to fit a supplier’s processes can create value for seller and buyer. Knowledgeable, reputable suppliers provide expertise, and understand the strengths and limitations of their processes. A solid supplier network, like a well-trained staff, is a valuable asset. Also, exceptional suppliers, like exceptional employees, cost less in the long run, even if they do not cost the least up front.
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Sillanpää, Ilkka, Khuram Shahzad, and Elina Sillanpää. "Supplier development and buyer-supplier relationship strategies - a literature review." International Journal of Procurement Management 8, no. 1/2 (2015): 227. http://dx.doi.org/10.1504/ijpm.2015.066283.
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Thomas, Stephanie, Jacqueline Eastman, C. David Shepherd, and Luther Trey Denton. "A comparative assessment of win-win and win-lose negotiation strategy use on supply chain relational outcomes." International Journal of Logistics Management 29, no. 1 (February 12, 2018): 191–215. http://dx.doi.org/10.1108/ijlm-10-2016-0238.
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Purpose The purpose of this paper is to study the relational impact of using win-win or win-lose negotiation strategies within different types of buyer-supplier relationships. Design/methodology/approach A multi-method approach is used. Qualitative interviews with supply chain managers reveal that relationship-specific assets and cooperation are important relational factors in buyer-supplier negotiations. Framing interview insights within the social exchange theory (SET), hypotheses are tested using a scenario-based behavioral experiment. Findings Experimental results suggest that win-lose negotiators decrease their negotiating partner’s commitment of relationship-specific assets and levels of cooperation. In addition, the use of a win-lose negotiation strategy reduces levels of relationship-specific assets and cooperation more in highly interdependent buyer-supplier relationships than relationships that are not as close. Research limitations/implications Buyer-supplier relationships are complex interactions. Negotiation strategy choice decisions can have long-term effects on the overall relationship. As demonstrated in this study, previous research focusing on one side “winning” a negotiation as a measure of success has oversimplified this complex phenomenon. Practical implications The use of a win-lose negotiation strategy can have a negative impact on relational outcomes like cooperation and relationship-specific assets. For companies interested in developing strong supply chain relationships, buyer and suppliers should choose their negotiation strategy carefully as the relational impact extends beyond the single negotiation encounter. Originality/value Previous research predominantly advocates for the use of a win-win negotiation strategy within interdependent relationships. This research offers evidence that the use of a win-lose strategy does have a long-term relational impact.
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Dwyer, F. Robert, Michiel R. Leenders, and David L. Blenkhorn. "Reverse Marketing: The New Buyer-Supplier Relationship." Journal of Marketing 53, no. 2 (April 1989): 129. http://dx.doi.org/10.2307/1251420.
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Pressey, Andrew D., and Xin Xuan Qiu. "Buyer‐supplier relationship dissolution: the Chinese context." Journal of Business & Industrial Marketing 22, no. 2 (March 20, 2007): 107–17. http://dx.doi.org/10.1108/08858620710730221.
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O’Toole, Tom, and Bill Donaldson. "Relationship performance dimensions of buyer–supplier exchanges." European Journal of Purchasing & Supply Management 8, no. 4 (December 2002): 197–207. http://dx.doi.org/10.1016/s0969-7012(02)00008-4.
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Butt, Atif Saleem, Syed Hamad Hassan Shah, Saleha Noor, and Muhammad Ali. "Knowledge Hiding in a Buyer-Supplier Relationship." International Journal of Knowledge Management 16, no. 2 (April 2020): 18–29. http://dx.doi.org/10.4018/ijkm.2020040102.
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Knowledge management has been the subject of much research in buyer-supplier relationship literature. Many of these studies outline the benefits attributed to buying and supplying firms as a result of knowledge sharing between its managers. However, it is important to note managers across firms can also deliberately hide knowledge from each other during their business interaction. This study fills this important gap. The analysis of this study is based on a pilot study comprising six semi-structured interviews with the managers of buying and supplying firms. The findings suggest that managers of buying and supplying firms experience five different types of antecedents during their business interaction. This paper provides theoretical contribution to supply chain knowledge management literature by proposing five antecedents of knowledge hiding in a buyer-supplier relationship. The findings of this study also have practical implications. Specifically, firms can use initial findings from this study to understand what compels their management to engage in knowledge hiding.
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De Toni, Alberto, Guido Nassimbeni, and Stefano Tonchia. "Service Dimensions in the Buyer‐Supplier Relationship." International Journal of Physical Distribution & Logistics Management 24, no. 8 (October 1994): 4–14. http://dx.doi.org/10.1108/09600039410071235.
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Pellegrino, Roberta, Nicola Costantino, and Danilo Tauro. "The role of risk management in buyer-supplier relationships with a preferred customer status for total quality management." TQM Journal 32, no. 5 (April 7, 2020): 959–81. http://dx.doi.org/10.1108/tqm-04-2019-0107.
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PurposeThis paper provides a comprehensive risk management framework for buyer-supplier relationships where the buyer has the status of a preferred customer with the supplier.Design/methodology/approachEmpirical evidence is offered with a case study on a large multinational organization in the Fast Moving Consumer Goods (FMCG) industry, with some real-life perspectives on the main risks, mitigation strategies, and issues faced when applying the risk management framework.FindingsThe results show that several risks may affect buyer-supplier relationships: not only traditional supply risks but also risks linked to specific initiatives and/or relationships, as well as risks specific to buyer-supplier relationships with a preferred customer status. Customer attractiveness and supplier satisfaction are found as core drivers for the mitigation strategies, which are built to protect the relationship with the supplier, rather than the buying firm alone, knowing that being a preferred customer with preferential resources allocation may increase a firm’s competitive advantage.Originality/valueThe research brings important contributions to the academic literature and interesting insights to strategic purchasing practitioners, by enhancing the existing knowledge on supply risk management in buyer-supplier relationships with a preferred customer status, as well as providing strategic purchasing practitioners a comprehensive view of the risks, which may affect the relationships with a preferred customer status, as well as possible ways to mitigate them.
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Verville, Jacques, Nazim Taskin, and Sweety Law. "Buyer-supplier relationships in supply chain management: relationship, trust, supplier involvement, and performance." International Journal of Agile Systems and Management 4, no. 3 (2011): 203. http://dx.doi.org/10.1504/ijasm.2011.040515.
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Makkonen, Hannu, Sini Nordberg-Davies, and Rami Olkkonen. "“Shopping for Items” or “Partnering for Performance”? A framework of purchasing practices for value co-creation in post-outsourcing buyer–supplier relationships." Journal of Business & Industrial Marketing 33, no. 7 (August 6, 2018): 1027–36. http://dx.doi.org/10.1108/jbim-07-2017-0173.
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Purpose The article aims to further understanding of purchasing practices in post-outsourcing buyer–supplier relationships, and it provides a holistic approach and onceptualizations with which to balance the perspectives of purchasing as an intra-firm operational function and as a strategic activity embedded in relationship and network management. Design/methodology/approach The research is based on an inductive-oriented case study. The data comprised 61 thematic interviews conducted at 17 buyer companies (electricity distribution companies), 11 service supplier companies and six third-party organizations. The case features a setting in which a growing number of electricity distribution companies have outsourced operational functions regarding network construction, maintenance and fault repair and purchased these services from service suppliers representing a developing service market. Findings The study explicates the role of purchasing as an element with the most impact on post-outsourcing buyer–supplier relationship outcomes and development. The performance of the buyer–supplier relationship either accelerates or inhibits the new service supplier’s entry to the field and motivates or demotivates the electricity distribution companies to outsource their activities. This mechanism links to the respective development of supplier markets and buyer industry transformation. Originality/value The focal study provides a holistic approach and conceptualizations with which to balance the perspectives of purchasing as an intra-firm operational function and as a strategic activity embedded in relationship and network management. In particular, the study provides conceptual development on purchasing practices in post-outsourcing relationships and concrete managerial implications for dealing with such circumstances. The focal study includes case notes that facilitate using the study for teaching purposes.
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Murfield, Monique Lynn, and Wendy L. Tate. "Buyer and supplier perspectives on environmental initiatives." International Journal of Logistics Management 28, no. 4 (November 13, 2017): 1319–50. http://dx.doi.org/10.1108/ijlm-06-2016-0138.
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Purpose The purpose of this paper is to examine managerial perspectives in both buyer and supplier firms implementing environmental initiatives in their supply chains, and explore the impact of environmental initiatives on buyer-supplier relationships. Design/methodology/approach A qualitative, grounded theory approach is used as the methodological approach to this research, including 15 in-depth interviews with managers from buyer and supplier firms implementing environmental initiatives in their supply chains to gain multiple perspectives of the buyer-supplier relationships. Findings The results suggest that implementing environmental initiatives within the supply chain changes the buyer-supplier relationship from transactional to collaborative, shifting from a commodity-focused purchase to a more strategic purchase as environmental initiatives are implemented. Research limitations/implications Although both buyer and supplier perspectives were considered, matched dyads were not used; researchers should continue to provide a holistic perspective of the phenomenon with dyadic data. Additionally, the use of a qualitative research approach suggests a lack of generalizability of results, and therefore researchers should further test the propositions. Practical implications Implementing environmental initiatives within the supply chain may require different approaches to supply management and development for long-term success. Suppliers should recognize that the capability to implement environmental initiatives with their customers is a differentiator. The nuances involved in managing the implementation of environmental initiatives between firms can be better managed by collaboratively developing metrics specifically related to the environment. Originality/value Previous research in environmental supply chain management has examined drivers and barriers of implementing environmental initiatives with suppliers, but fails to address the relationship dynamics involved when implementing environmental initiatives between organizations. This research begins to fill that gap.
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Hoegl, Martin, and Stephan M. Wagner. "Buyer-Supplier Collaboration in Product Development Projects." Journal of Management 31, no. 4 (August 2005): 530–48. http://dx.doi.org/10.1177/0149206304272291.
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Previous research on supplier involvement in product development projects has produced contradictory results, with some studies showing a positive relationship, others no relationship, and still others a negative relationship between supplier involvement and project performance. Drawing on data from 124 managers, project leaders, buyer members, and supplier members pertaining to 28 product development projects, the authors find that buyer-supplier collaboration positively relates to product quality, adherence to product cost targets, adherence to development budgets, and adherence to development schedules. Furthermore, their analyses show that communication frequency and intensity has a curvilinear (inverted U-shaped) relationship with project development budget and product cost.
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Mora Cortez, Roberto, and Wesley J. Johnston. "How to recover B2B relationships after a failed online reverse auction." Journal of Business & Industrial Marketing 35, no. 3 (June 3, 2019): 551–63. http://dx.doi.org/10.1108/jbim-02-2019-0095.
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Purpose This paper aims to explore the possible scenarios after a failed reverse auction to continue a current buyer–seller relationship. Design/methodology/approach The authors developed a further understanding of reverse auctions through the examination of a longitudinal case study in the mining industry based on grounded theory. Findings The study indicates that losing a reverse auction is not a death sentence for the current supplier. Four factors influence the potential scenarios: buyer factors, supplier factors, buyer–seller factors and contextual factors. If the overall evaluation favors the current buyer–seller relationship, the supplier can continue the business interaction by full renegotiation or discrete step-by-step reconsideration. Conversely, the buyer–seller relationship would reach a state of dissolution. Originality/value This manuscript contributes to the understanding of reverse auction, an under-researched theme in organizational buying behavior theory. This paper is the first attempt to link buyer–seller relationship dissolution and reverse auctions. The authors suggest that more academic endeavors are needed to study online reverse auctions.
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Saleh, Md Abu, M. Yunus Ali, Ali Quazi, and Deborah Blackman. "Buyer-supplier relational paradigm in internationalization process." Journal of Enterprise Information Management 32, no. 2 (April 30, 2019): 274–300. http://dx.doi.org/10.1108/jeim-08-2018-0184.
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PurposeThe purpose of this paper is to explore international buyer–supplier relationships in an emerging developing country context. The study examines a number of factors derived from internationalization process (IP) theory and their impacts in a novel research setting. The relational variables of trust and commitment, and their drivers, are integrated into a model examining importers’ perspectives of their supplier relationships.Design/methodology/approachThis study applied a sequential methodological approach. Initially, a conceptual framework was developed from qualitative research and then quantitatively validated using structural equation modeling (SEM). The data for this study were collected conducting in-depth interviews and survey questionnaires. For empirical validation, the SEM technique was applied to assess the proposed model.FindingsImporting firm managers perceived that the commitment of their suppliers bolstered their trust in the relationship, this contrasts with the conventional contention of a reverse relationship. The findings confirm cultural similarity facilitates communication, leading to increased knowledge and experience of importers, thereby contributing to an enhanced commitment to build trust in the relationship.Practical implicationsThe conceptual framework developed in this study provides a direction to manage and enhance understanding of IP and relationship outcome. The findings have strategic implications for practicing managers in developing and supporting their importer–foreign supplier relationships.Originality/valueThis study is unique in assessing as well as validating key constructs of IP theory in an international exchange (importer–supplier) relationship. The study offers completely a new insight in relation to applying IP theory’s relational perspectives.
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Tangpong, Chanchai, Michael D. Michalisin, Rodney D. Traub, and Arlyn J. Melcher. "A review of buyer-supplier relationship typologies: progress, problems, and future directions." Journal of Business & Industrial Marketing 30, no. 2 (March 2, 2015): 153–70. http://dx.doi.org/10.1108/jbim-10-2012-0193.
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Purpose – The purpose of this study is to review the existing typologies of buyer-supplier relationships (BSRs) in the literature, to critically assess their dimensions and underlying assumptions, and to propose a more complete BSR typology and future directions for BSR typology research. Design/methodology/approach – This study takes a conceptual approach in highlighting the limitations of existing BSR typologies and synthesizing their key typology-defining variables when proposing an alternative BSR typology. Findings – The proposed BSR typology is based on alternative behavioral assumptions: bounded rationality and choice-determinism, and uses relationalism, supplier dependence and buyer dependence as the typology-defining variables. This BSR typology captures four prominent BSR types in the extant literature (i.e. market/discrete relationship, captive-buyer/supplier-dominant relationship, captive-supplier/buyer-dominant relationship and strategic/bilateral partnership) and four new BSR types developed in this study (i.e. supplier-led collaboration, buyer-led collaboration, competitive/win–lose partnership, and free will/voluntary collaboration). Research limitations/implications – The performance implications of the new BSR types have yet to be empirically tested; however, empirical approaches for future research are discussed. Originality/value – As BSR typology research has been conducted over the years, a thorough review and systematic assessment of the extant research in terms of fundamental assumptions, typology-defining variables, overall progress and limitations becomes an important reflective task in guiding future research efforts toward the collective advancement in this line of inquiry. Departing from the existing literature, this study also uses more realistic BSR assumptions and a more complete set of typology-defining variables in developing an alternative BSR typology, arguably more complete and more theoretically sound than the previous BSR typologies in the literature.
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Jung Choo, Ho, Ji‐Wook Jung, and Ihn Hee Chung. "Buyer‐supplier relationships in Dongdaemun fashion market: relationship quality model." Journal of Fashion Marketing and Management: An International Journal 13, no. 4 (September 18, 2009): 481–500. http://dx.doi.org/10.1108/13612020910991358.
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Xiao, Chengyong, Boyana Petkova, Eric Molleman, and Taco van der Vaart. "Technology uncertainty in supply chains and supplier involvement: the role of resource dependence." Supply Chain Management: An International Journal 24, no. 6 (October 22, 2019): 697–709. http://dx.doi.org/10.1108/scm-10-2017-0334.
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Purpose Technology uncertainty poses significant challenges to manufacturers, as rapid changes in product and/or process standards and specifications can disrupt the smooth flow of materials in extended supply chains. Practitioners and researchers alike who take a relational perspective widely regard supplier involvement as a potentially effective strategy to cope with technology uncertainty, as focal manufacturers can tap into their upstream supply networks for complementary resources and capabilities. However, the literature lacks a nuanced understanding of the supplier involvement processes. Specifically, the role of resource dependence for supplier involvement has yet to be systematically understood. To fill this gap, this study aims to combine the relational perspective with the resource-dependence perspective to explore how buyer dependence, supplier dependence and buyer–supplier interdependence influence buyers’ decision-making on tapping into upstream supply networks for coping with technology uncertainty. Design/methodology/approach To test the hypotheses, a survey is conducted among Dutch firms with more than 50 employees in the discrete manufacturing industries (ISIC 28-35), resulting in a sample of 125 manufacturers. Findings First, there is a significantly positive relationship between technology uncertainty and supplier involvement, giving support to the expectation that buyers are indeed involving their key suppliers in the product/process design and improvement, as a response to technology uncertainty. Second, buyer dependence and interdependence are found to be positively moderating the relationship between technology uncertainty and supplier involvement. In contrast, supplier dependence has a negative moderating effect on the baseline relationship. Research limitations/implications The authors contribute to a relational view on buyer–supplier relationships by showing that the validity of this view, in the context of technology uncertainty, is contingent on the resource dependence between buyers and suppliers, and the authors contribute to the supply chain management literature more generally by combining a relational perspective with a resource-dependence perspective. Practical implications The findings provide several nuanced insights into the effect of resource dependence (buyer dependence, supplier dependence and interdependence) on supplier involvement for coping with technology uncertainty. Originality/value This study contributes to the supply chain management research by going beyond the benefits of supplier involvement and highlights the circumstances under which supplier involvement is likely to occur.
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Homburg, Christian, Harley Krohmer, Joseph P. Cannon, and Ingo Kiedaisch. "Customer Satisfaction in Transnational Buyer–Supplier Relationships." Journal of International Marketing 10, no. 4 (December 2002): 1–29. http://dx.doi.org/10.1509/jimk.10.4.1.19549.
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This study analyzes customer satisfaction in buyer–supplier relationships across national boundaries (transnational business relationships) with manufacturing firms on both sides of the dyad. The analysis is based on data from 511 industrial customers from the United States and Germany, 201 of which reported on a transnational relationship. The results indicate that quality and flexibility are important antecedents of customer satisfaction. These antecedents were significantly lower in transnational relationships than in domestic ones. Using equity theory and the confirmation/disconfirmation paradigm, the authors develop alternative models for describing the relationships between customer satisfaction and its antecedents in transnational as opposed to domestic relationships. The findings reveal that there are no structural differences between transnational and domestic relationships regarding the relationships between customer satisfaction and its antecedents. Specifically, a lower level of customer satisfaction in transnational relationships is due to lower levels of the antecedents and does not constitute an effect of transnationality per se.
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Hsu Liu, Feng. "OEM supplier impact on buyer competence development." Journal of Strategy and Management 7, no. 1 (February 11, 2014): 2–18. http://dx.doi.org/10.1108/jsma-10-2012-0056.
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Purpose – The purpose of this paper is to examine whether original equipment manufacturing (OEM) suppliers can affect the development of buyer competence by manipulating two environmental factors: the development of competence in OEM supplier's external business relationships and the competitive pressure of the OEM supplier environment. Design/methodology/approach – The sample population consisted of 1,000 OEM suppliers in the Taiwanese information technology (IT) industry. Partial least squares analysis was used to examine the causal relationships among the variables. Findings – The empirical results revealed that the pressure of the external environment pushes OEM suppliers to develop competence through external business relationships. This competence in turn affects the development of buyer competence. Furthermore, OEM supplier impact on buyer competence development is positively associated with the importance of OEM supplier in outsourcing relationship. Originality/value – The paper empirically examines whether the impacts of the OEM supplier derived from different sourced environments play distinct roles in the development of the OEM supplier's power.
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Nassar, Shereen, Tarek Kandil, Merve Er Kara, and Abhijeet Ghadge. "Automotive recall risk: impact of buyer‒supplier relationship on supply chain social sustainability." International Journal of Productivity and Performance Management 69, no. 3 (October 4, 2019): 467–87. http://dx.doi.org/10.1108/ijppm-01-2019-0026.
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Purpose The purpose of this paper is to examine the automotive product recall risk in terms of social sustainability performance and to evaluate the role of buyer‒supplier relationships in improving social sustainability during product recall crises. Design/methodology/approach A multi-methodology approach is used to empirically analyse the interrelationship between the proposed constructs and enablers of the buyer‒supplier relationship. Structural equation modelling and interpretive structural modelling are followed to analyse the data gathered thorough a questionnaire survey of 204 executives and interviews with 15 managers from the automotive industry. Findings The results of the study provide evidence regarding the impact of the responsible buyer‒supplier relationship on customer recall concerns and the social sustainability performance of supply chains (SCs). This study also leads to the development of a conceptual model, providing a relationship between the three key concepts used in this study. Research limitations/implications Following social sustainability principles, this study addresses the importance of developing strong, responsible relational ties with suppliers to reduce vehicle recalls or successfully recover from a product recall crisis. Originality/value This study contributes to the literature by providing theoretical and empirical insights for developing socially responsible SCs and confirming the role of the buyer‒supplier governance mechanism during product recalls in the context of the automotive industry.
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Martadisastra, Dedie S. "Pengaruh Persaingan Dan Kekuatan Pembeli Terhadap Hubungan Pemasok-Ritel Modern Di Jakarta." Jurnal Manajemen 18, no. 1 (October 16, 2018): 19. http://dx.doi.org/10.24912/jm.v18i1.375.
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The aim of the study was to investigate the development of domestic supplier perfrmances as the result of modem retail-supplier business relationships which they had controlled by the effect of combinations on competition and buyer power. The paper presents the results of a survey of packaged processed foods suppliers, which formed part of a wider study of buyer-supplier relationships in Indonesia's modem retail supply chains. The findings of this study indicate that the results demonstrate the heterogeneity relationships between supplier and modem retail in the main commodity grocery sectors. The extent to which modem retail challenged by competition, supply chain strategy and market share are likely to influence the way in which modem retail deal with suppliers. A part of the suppliers indicated that they get benefited substantially from the presence of modem retail, however, they also face several challenges brought about by buyer power as imposition of several unfair relationship terms, price fixing, and poorly supervision as cause of the development and growth of suppliers limitedly. This study attempts to show the results of the research in Indonesia to empirically measure the effect of competition and buyer power on modem retail-supplier relationships. The further research is needed to refine the results of this initial study.