Статті в журналах: "Supplier partnership"

1

Tang, D. "Partnership development between product customer and tool and die supplier." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 219, no. 4 (April 1, 2005): 365–76. http://dx.doi.org/10.1243/095440505x32265.

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Generally, the tool and die industry is acting as a tooling supplier for customers' product development. It is widely acknowledged that tool and die suppliers are now more than ever having to improve the cooperation or collaboration level with their customers to gain the tooling market. However, real cooperation or collaboration between product customer and tool and die supplier cannot be achieved before an appropriate partnership is developed. Moreover, the partnership needs to be adaptive to the changing market and requirement levels of customers. The purpose of the present research is to investigate adaptive partnership development between product customer and tool and die supplier through several steps. A set of performance measurements are defined to help the product customer evaluate the capability of tool and die supplier candidates. Different interfaces between product customer and tool and die supplier are analysed. How to develop the right interface structure for adaptive partnership between them is discussed. According to the rational early supplier involvement (ESI) methodology, the adaptive partnership requires the tool and die supplier to justify its role as an active partner along the entire product development process chain, and a decision model is established to specify the ESI partnership between product customer and tool and die supplier. It is suggested that the collaborative partnership be implemented through stronger integration of the tool and die supplier's know-how into the customer's product development process. It is hoped that this research idea can provide comprehensive support for partnership development and management between product customer and tool and die supplier.

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2

Dedhia, Navin Shamji. "Supplier partnership program." Total Quality Management 1, no. 3 (January 1990): 327–34. http://dx.doi.org/10.1080/09544129000000041.

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3

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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4

Saunders, Andrew G. "Supplier Audits as Part of a Supplier Partnership." TQM Magazine 6, no. 2 (April 1994): 41–42. http://dx.doi.org/10.1108/09544789410054028.

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5

Soehadi, Agus W. "THE RELATIONSHIPS BETWEEN SUPPLIER PARTNERSHIP, ENVIRONMENTAL VARIABLES ANDFIRM PERFORMANCE IN RETAIL INDUSTRY." Gadjah Mada International Journal of Business 5, no. 2 (August 12, 2003): 167. http://dx.doi.org/10.22146/gamaijb.5409.

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Partnership with suppliers is becoming a critical activity in retail industry to strengthen their competitive position. However, evidence suggested that partnership efforts do not reach their potential due to the effect of external factors. This article presents a comprehensive model that depicts the links among the supplier partnership, environmental variables and firm performance. Data for testing the model were collected by sending a questionnaire to a sample of retail industry in Indonesia. Hypothesized links depicted in the research model were tested using structural equation modeling. The findings show that supplier partnership affects positively firm performance in general term as well as across components of performance measurement. The empirical results suggest that the effect of environmental variables on supplier partnership is: market turbulence has a positive effect, competitive intensity and demand volatility have a negative effect.

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6

Hadiwijaya, Nehemia, and Jenie Sundari. "Penggunaan Analytical Hierarchy Process (AHP) pada Penentuan Prioritas Supplier Food Chemical di PT. Garuda Hidrotive Internasional." Elinvo (Electronics, Informatics, and Vocational Education) 5, no. 2 (May 10, 2021): 149–60. http://dx.doi.org/10.21831/elinvo.v5i2.35187.

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Abstract-Supplier selection is one of the important things in purchasing activities for companies. Supplier selection is a multi-criteria problem which includes quantitative and qualitative factors. One method that can be used for supplier selection is the AHP (Analytical Hierarchy Process) method. The problems that will be discussed in this study are: (1) how is the order of priority criteria and sub-criteria in the selection of suppliers at PT Garuda Hidrotive International? (2) which supplier / supplier should PT Garuda Hidrotive International choose based on the AHP method? The sampling technique uses judgment sampling because the AHP method requires dependence on a group of experts according to the types of specialists involved in decision making. Based on the results of the analysis, the advice that can be given is, if the company will develop a partnership with suppliers, the company is preferred to choose supplier X as a supplier food chemical for the company because supplier X is the best supplier that has the highest overall value. With this partnership, the supply chain performance between suppliers and companies will be better and can facilitate the overall production activities.

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Wölfel, Joachim, and Pan Theo Grosse-Ruyken. "Fairness of the NPD partnership’s financial distribution pie." Journal of Business & Industrial Marketing 34, no. 5 (June 3, 2019): 1016–29. http://dx.doi.org/10.1108/jbim-11-2018-0339.

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Purpose Industry practice shows that buyer-supplier partnerships are negatively influenced by zero-sum pie-sharing competition. Interfirm rivalry vis-à-vis a fair financial distribution of the mutually generated partnership pie is a growing source of concern for firms because fairness has a direct effect on the competitiveness of a partnership. This study aims to examine the consequences of fairness in pie-sharing within buyer-supplier new product development (NPD) partnerships on product-innovation, product-quality and product-cost, as well as the mediating role of opportunism. Design/methodology/approach The empirical analyses are grounded on data from 147 NPD partnerships between Tier-1 suppliers and automotive manufacturers, using structural equation modeling with SPSS AMOS. Findings Findings indicate that pie-sharing fairness significantly influences the partnership’s ability to increase NPD effectiveness and efficiency. Moreover, unfairness in sharing the mutual pie showed to promote harmful opportunism, which negatively mediates the relationship between pie-sharing fairness and NPD performance. To control partners’ fairness perception in the first place, the analysis revealed three factors that affect pie-sharing fairness significantly, i.e. relationship induced financial performance, behavioral tension and interfirm dependency. Originality/value Exchange relationships are built on economic and social components, both of which can be combined within the construct of pie-sharing fairness. Firms must take an interest in their exchange partner’s equitable share of the mutually generated partnership pie, as pie-sharing fairness can be used to promote determinants of effectiveness and efficiency of their mutual NPD project. In a two-sided mutually contingent exchange behavior, the firm’s own welfare must be regarded as an interorganizational overlap with the partner’s, which can be optimized only by mutual efforts.

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8

Krasyuk, O. P. "Suppliers management tactics as a concept of sustainable enterprise development." Litiyo i Metallurgiya (FOUNDRY PRODUCTION AND METALLURGY), no. 4 (January 20, 2020): 68–71. http://dx.doi.org/10.21122/1683-6065-2019-4-68-71.

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The article deals with issues related to the work of OJSC “BSW Management Company of the Holding “BMC” with suppliers. Information on the developed concept of stakeholders between supplier and consumer is given. The types and structure of the procurement process are described, the gradation of the material in the procurement process is carried out. The method of evaluating supplier, starting with the calculation of the quality index of the material supplied, depending on the ratio value of the type of inconsistencies discussed logistics, but also on the basis of partnership relations provides information on the assessment of loyalty of the supplier. The report is also based on the developed activities, 8D, i.e. 8 step-by-step actions to eliminate inconsistencies. Perception of the supplier-consumer relationship is evaluated.

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9

Al-Shuaibi, Khalid M. "Reaping the Benefits of Long Term Relationship with Suppliers: An Evidence from the Saudi Chemical Industry." International Journal of Business and Management 11, no. 8 (July 20, 2016): 203. http://dx.doi.org/10.5539/ijbm.v11n8p203.

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<p>Long term relationship with suppliers is broadly considered a vital contributor to supply chain performance by both practitioners and researchers. This paper investigates the role of long term relationship in strategic supplier partnership and financial performance (SSP-LR-P model). Specifically, it has observed the role of long-term supplier relationship as the driver of integration. Using structural Equation modeling (SEM) to analyze the data from 401 Saudi chemical and petrochemical firms, it is found that strategic supplier partnership has a significant direct and indirect effect on firms’ performance through the mediation of long term relationship.</p>

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10

Duffy, Rachel, and Andrew Fearne. "The Impact of Supply Chain Partnerships on Supplier Performance." International Journal of Logistics Management 15, no. 1 (January 1, 2004): 57–72. http://dx.doi.org/10.1108/09574090410700239.

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In this paper, We present a framework of buyer‐supplier relationships used in an empirical study to investigate how the development of more collaborative relationships between UK retailers and fresh produce suppliers, affects the financial performance of suppliers. Relationships between key partnership characteristics and performance are described and empirically tested. In addition, multivariate analysis is used to identify the dimensions of buyer‐supplier relationships that make the greatest relative contribution to the explanation of the performance construct.

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Venkatesh, V. G., Abraham Zhang, Eric Deakins, and Venkatesh Mani. "Drivers of sub-supplier social sustainability compliance: an emerging economy perspective." Supply Chain Management: An International Journal 25, no. 6 (June 1, 2020): 655–77. http://dx.doi.org/10.1108/scm-07-2019-0251.

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Purpose Tragic incidents such as the Rana Plaza building collapse call into question the value and effectiveness of supplier codes of conduct (SCC) used in multi-tier supply chains. This paper aims to investigate the barriers to sub-supplier compliance and the drivers from the perspective of suppliers that adopt a double agency role by complying with buyer-imposed SCC while managing sub-supplier compliance on behalf of the buyer. Design/methodology/approach This research adopts a sequential, mixed-methods approach. The qualitative phase develops a conceptual model with the aid of the extant the literature and semi-structured interviews with 24 senior manufacturing professionals. The quantitative phase then uses a hierarchical regression analysis to test the conceptual model using survey data from 159 apparel suppliers based in India. Findings The findings reveal that sub-supplier compliance is positively impacted by effective buyer–supplier governance and by the focal supplier having a strategic partnership with the sub-supplier. Conversely, price pressure on sub-suppliers adversely impacts their compliance, while institutional pressure on them to comply is generally ineffective. Research limitations/implications The context of the study is limited to the garment industry in India. Practical implications To improve SCC compliance rates, buyers and focal suppliers should actively develop strategic partnerships with selected upstream supply chain actors; should set a reasonable price across the supply chain; and, should include specific sub-supplier compliance requirements within the supply contract. The findings also suggest the need to develop social sustainability protocols that are cognisant of regional contexts. Originality/value The absence of prior research on SCC implementation by sub-suppliers, this study represents a pioneering empirical study into such multi-tier sourcing arrangements. It provides strong support that sub-supplier governance arrangements differ from those typically found in the focal supplier layer. It also provides empirical evidence of the critical factors that encourage sub-supplier compliance within the apparel industry of a regionally developing economy.

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12

Asdidi, Muhammad Yanu, Moeso Alpianto, and Ahmad Ainul Yaqin. "Evaluasi Supplier Dengan Menggunakan Metode Analytical Hierarchy Process Dan Taguchi Loss Function." Jurnal Teknik Industri 19, no. 2 (August 29, 2018): 178. http://dx.doi.org/10.22219/jtiumm.vol19.no2.178-189.

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Supplier evaluation process is a strategic activity on purchasing management that aims to find out the performance of the supplier. PT. Fronte Classic Indonesia is a company manufacturing car carpet, one of the raw materials needed in producing car carpet that is calcium. The supplier in partnership with the company has performance that is less suitable. The methods used in this research Analytical Hierarchy Process (AHP) and Taguchi Loss Function. AHP is used to determine the weights of the criteria and Taguchi Loss Function is used to calculate the loss function of the respective supplier. Supplier evaluation process carried out to search for suppliers and meet the criteria of the company. The criteria used in the evaluation of suppliers are price, delivery, quality, the accuracy of goods quantity, guarantee policy, response to claims. The results showed that the suppliers who meet the criteria of the company by providing minimum losses as the best supplier.

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13

Lee, Sang Hyun. "The Role of Supplier Development Program and Strategic Partnership in Developing Supplier’s Technology Competency: Korean Suppliers’ Perspective." Journal of Korea Service Management Society 21, no. 1 (March 31, 2020): 119–50. http://dx.doi.org/10.15706/jksms.2020.21.1.005.

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14

Hartono, Henny, Johanes Fernandes Andry, Berliana Glorya Liebe Imbing, and Catherine Gunawan. "DECISION SUPPORT SYSTEM PERUSAHAAN MANUFACTURING DALAM MENENTUKAN PEMASOK MENGGUNAKAN METODE ANALYTICAL HIERARCHY PROCESS." Infotech: Journal of Technology Information 5, no. 2 (May 11, 2020): 77–84. http://dx.doi.org/10.37365/jti.v5i2.68.

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Suppliers are one of the important things in purchasing activities of various needs for the company. Supplier selection is a multi-criteria problem that includes quantitative and qualitative factors. One method that can be used for supplier selection is the Analytical Hierarchy Process (AHP) method. This research was conducted at Manufacturing companies in relations with suppliers who will develop a partnership relationship between companies and suppliers. The purpose of this research is that the right supplier can help the company in increasing competitiveness that can increase company revenue. To help companies choose the right supplier, a decision support system is needed. The variables used in this paper are price, quality, service, delivery accuracy and quantity. The most determining criterion in selecting suppliers is the accuracy of delivery criteria, making these criteria a major factor in supplier selection. The results of this study are consistency in delivering goods on time and guaranteeing safety in guaranteeing the quality of a product.

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15

Fast, Shane. "Bleach Safety-Build a Supplier-Customer Partnership." Opflow 38, no. 10 (October 2012): 8. http://dx.doi.org/10.5991/opf.2012.38.0065.

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16

Mellat-Parast, Mahour. "An institutional theory of quality outcomes in strategic supply chain partnership." International Journal of Quality & Reliability Management 32, no. 4 (April 7, 2015): 346–60. http://dx.doi.org/10.1108/ijqrm-09-2012-0133.

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Purpose – The purpose of this paper is to develop a theoretical base for buyer-supplier quality outcomes (in the context of a strategic partnership) from the institutional theory of the firm. It examines quality outcomes within a partnership and demonstrates how the partners’ quality outcomes are related. Design/methodology/approach – The paper examines quality outcomes within a strategic supply chain partnership (buyer-supplier) and demonstrates how the partners’ quality performance are related. Correlation analysis is used to examine the research hypothesis. Findings – Utilizing the institutional theory and stakeholder theory of the firm, it is argued that within a strategic partnership, the quality outcomes of the partners are significantly related. By focusing on a strategic alliance within a strategic group in the US airline industry, it is shown that there is a significant relationship among quality outcomes of the partners within the strategic alliance. Research limitations/implications – The analysis was limited to only one strategic partnership. Future research should examine quality outcomes among multiple strategic partnerships in order to validate the findings of this study. Originality/value – The study discusses the importance of strategic alliances and networks of firms as determinants of firm quality performance.

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17

Mcivor, Ronan, Paul Humphreys, and Eddie Mcaleer. "Implications of Partnership Sourcing on Buyer-Supplier Relations." Journal of General Management 23, no. 1 (September 1997): 53–70. http://dx.doi.org/10.1177/030630709702300104.

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18

Rausch, D. A. "Product stewardship: A supplier/customer partnership in safety." Plant/Operations Progress 9, no. 3 (July 1990): 154. http://dx.doi.org/10.1002/prsb.720090311.

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19

Joseph, W. Benoy, John T. Gardner, Sharon Thach, and Frances Vernon. "How industrial distributors view distributor-supplier partnership arrangements." Industrial Marketing Management 24, no. 1 (January 1995): 27–36. http://dx.doi.org/10.1016/0019-8501(94)00028-u.

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20

Ku, Edward C. S., Shun-Fa Hsu, and Wu-Chung Wu. "Connecting supplier–supplier relationships to achieve supply chain performance of restaurant companies." Journal of Hospitality and Tourism Insights 3, no. 3 (March 5, 2020): 311–28. http://dx.doi.org/10.1108/jhti-10-2019-0113.

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PurposeThe goal of this study is to investigate how the development efficiency of restaurant companies' products of their suppliers, supplier–supplier connection, design quality and adaptation affect the supply chain performance (SCP) of restaurant companies.Design/methodology/approachWe use the stratified random-sampling method for this study. We mailed the research questionnaire to the managers in the cases where they could be identified; a total of 1,063 questionnaires were sent by mail and a useable response of 156 fully completed questionnaires was received.FindingsWhen the supplier has good development efficiency of restaurant companies' products, they can comply with the requirements of the budget project, and then, finally adapt to the restaurant companies to strengthen mutual relations of coexistence; suppliers with a good connection can make restaurant companies willing to go along with them.Research limitations/implicationsThe limitation of this study was that the different types of suppliers were not compared, and some restaurants without scaled operations may have different effects on the result.Practical implicationsThe supplier–supplier connection is established when the suppliers or companies have generated important decisions. The suppliers will cope with the restaurant companies to make the delivery procedure more unhindered and invest in highly specialized equipment in the relationship and finally, improve the SCP.Originality/valueThis study focuses on the restaurant companies in partnership: how to cooperate with the suppliers to make good supply efficiency, and thus enhance the SCP of the restaurant companies. Overall, the results of the study have provided reliable instruments for operationalizing the key effect constructs in the analysis of operational performance.

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21

Servajean-Hilst, Romaric. "The secret to client-supplier innovation cooperation that lasts." Strategic Direction 33, no. 2 (February 13, 2017): 18–20. http://dx.doi.org/10.1108/sd-11-2016-0154.

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Purpose The purpose of this paper is to provide some keys to understand and manage the dynamic of client-supplier innovation cooperation. Design/methodology/approach The results presented in this paper are based on a mixed methods approach that combines interviews with practitioners, quantitative inquiry on 160 client-supplier innovation cooperations and 18-month ethnography within an Innovation-Purchasing department. Findings At the first stage of a relationship, when trust and familiarity are low, unstructured organization has to be avoided and elaborated partnership privileged. Later in a relationship, the power balance increases, so do trust and familiarity. In case of a power balance in large favor of the client, elaborated partnership presents the best performance in the first phases of the innovation project, and the unstructured organization allows better performance in the phases around market launch. If the power balance is favorable to the supplier, the exclusive partnership organization gives the best results for the relationship. Later, when trust and familiarity attain the highest levels, and when the power is balanced within the couple, elaborated partnership is best suited from design to industrialization phases. In upstream phases, project-type organizations can be substituted to exclusive partnership: both allow the relationship to reach the highest scores. Originality/value The paper offers levers for managing innovation cooperation at macro and micro levels, taking into account the impact of the client-supplier relationship.

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22

Mutlu, Fatih, and Sıla Çetinkaya. "Supplier–carrier–buyer channels: Contractual pricing for a carrier serving a supplier–buyer partnership." International Journal of Production Economics 230 (December 2020): 107876. http://dx.doi.org/10.1016/j.ijpe.2020.107876.

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23

Rungsithong, Rapeeporn, Klaus E. Meyer, and Anthony S. Roath. "Relational capabilities in Thai buyer-supplier relationships." Journal of Business & Industrial Marketing 32, no. 8 (October 2, 2017): 1228–44. http://dx.doi.org/10.1108/jbim-02-2017-0027.

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Purpose This paper uses the relational capabilities perspective to provide new insights into the mediating role of relational capabilities and their performance implications. Specially, this paper aims to explain how characteristics of a partnership influence relational capabilities that in turn enhance firm performance. Design/methodology/approach Using data from an original survey of 156 partnership projects between buyers and suppliers in the Thai manufacturing sector, the authors use a structural model to test their hypotheses. Findings The empirical analysis shows that the impact of relational and economic attributes of a partnership on firm performance is mediated by knowledge sharing routines and complementary capability. However, the impact varies between operational and strategic performance, as relational capabilities are strongly associated with operational performance but only indirectly associated with strategic performance. Practical implications The need to coordinate and mobilize complementary resources not only increases the interdependence between buyers and suppliers but also contributes to firm performance. Specifically, operations can be enhanced by knowledge sharing routines and complementary capability. At a strategic level, operational effectiveness enables firms to benefit from inter-organizational relationships. Originality/value The authors contribute to industrial marketing knowledge by shedding light on mediation of relational capabilities between inter-organizational attributes and firm performance. The findings demonstrate the value of the relationship between a firm’s supply chain and its relational capabilities which in turn drive project performance.

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Chirumalla, Koteshwar, Oyetola Emmanuel-Ebikake, Luna Leoni, and Mohsen Servati. "Intra-Firm and Inter-Firm Challenges in Servitization Ecosystem: Experiences from Five Product-Centric Firms in Different Industries." Proceedings of the Design Society: International Conference on Engineering Design 1, no. 1 (July 2019): 3071–80. http://dx.doi.org/10.1017/dsi.2019.314.

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AbstractThe purpose of this paper is to analyse the challenges in the servitization journey of product-centric firms from an ecosystem perspective, considering both intra-firm and inter-firm levels. Prior research addresses the challenges of servitization in many sectors from different perspectives. However, the majority of studies primarily focus on the provider of an offering. There is a lack of in-depth studies on analysing servitization challenges from the broader set of network actors including customers, suppliers, and sub-suppliers at the intra-firm and inter-firm levels. A multiple case study method was used to analyse five product-centric firms from different industries that were engaged in servitization. At intra- firm level, our analysis shows that ‘coordination’ is a major challenge for the provider, supplier, and sub-suppliers, and that ‘uncertainty’ and ‘risk’ is a major challenge for the provider, customer, and supplier. At inter-firm level, ‘partnership management’ found to be a most significant challenge for provider, customer, supplier, and sub-suppliers. The study contributes to the discussion of the relational view approach for servitization research.

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Kurnia, Haryanto Wiguna, and Denny Bernardus Kurnia Wahjudono. "Buyer Supplier Relationship Analysis (A Case Study of C.V. CS)." Journal of Management Research 7, no. 4 (July 26, 2015): 233. http://dx.doi.org/10.5296/jmr.v7i4.7980.

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<p>The purpose of this research is to discover the factors that shape the relationship between C.V. CS as buyer and the suppliers in order to determine the most appropriate strategy to manage the relationship. This research uses quantitative method and exploratory factor analysis approach. The population of this research consists of 30 suppliers of C.V. CS. Saturated sampling is used as sampling technique in this study. Additionally, the entire population is used as respondents. Research results suggest a new factor which can be considered as a simplified version of the six research variables of communication, trust, capacity and capability, relationship continuity, dependence and commitment. This factor is called strategic partnership. Strategic partnership is considered as the most suitable strategy for C.V. CS to establish a relationship with their suppliers. The findings of this research also indicate that strategic partnership can act as relationship builder between buyers and suppliers. In order to create a perfect strategic partnership, the five forming elements must be fulfilled.</p>

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Tarigan, Zeplin Jiwa Husada, and Hotlan Siagian. "The effects of strategic planning, purchasing strategy and strategic partnership on operational performance." Uncertain Supply Chain Management 9, no. 2 (2021): 363–72. http://dx.doi.org/10.5267/j.uscm.2021.2.006.

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The global competition in the manufacturing industry has obliged the companies to adopt an efficient and effective business process and adaptability of the company's competitive strategy following the external uncertainty conditions. The competitive strategy should enhance the competitiveness of the company, which is formulated during the strategic planning process. This paper investigates the impact of strategic planning, purchasing strategy, strategic partnership, on operational performance. The research has surveyed, using a questionnaire with a five-point Likert scale, 135 manufacturing companies domiciled in the region of East Java, Indonesia. Data analysis used the PLS technique. The objective of the analysis is to assess the measurement model for validity and reliability. Besides, the analysis also examines six hypotheses developed. The result reveals that all six hypotheses were empirically supported. The manufacturing company's strategic planning influences the purchasing strategy and strategic partnership. The result also shows that purchasing strategy through periodic evaluation of supplier capability, influences the strategic partnership in terms of involvement of suppliers in the business process of the company. Overall, strategic planning, purchasing strategy, and strategic partnership affect operational performance. It was also found that purchasing strategy and strategic partnerships mediate the influence of strategic planning on the performance. The results presented here may facilitate improvements in operational performance in the context of supply chain management. This paper also contributes to the ongoing research in the supply chain management theory.

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Cheng, Liang‐Chieh (Victor), and Edward E. Carrillo. "Assessing supplier performances under partnership in project‐type procurement." Industrial Management & Data Systems 112, no. 2 (March 9, 2012): 290–312. http://dx.doi.org/10.1108/02635571211204308.

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Zhou, Die, Ying Peng, and Yu Shui Chen. "The Problems and Improvements of Construction Enterprises Supply Chain Partnership Management in China." Applied Mechanics and Materials 256-259 (December 2012): 3073–76. http://dx.doi.org/10.4028/www.scientific.net/amm.256-259.3073.

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Some problems exist in the construction enterprises supply chain partnership management in China, limiting the overall competitiveness of the supply chain. This paper separately analyzed the main problems between the contractor and the supplier: unsuitable supplier selection, limited information sharing, low trust degree; and the main problems between the contractor and the owner: ineffective communication, conflict of interest, excessive risk. Correspondingly, it proposed some measures: select satisfied supplier, enhance information sharing, establish interest allocation mode, take effective incentive; and strengthen effective communication, implement coordination management, raise risk awareness, for the contractor to solve these problems and improve the supply chain partnership management.

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Frempong, Michelle Frempomaa, Yinping Mu, Stephen Sarfo Adu-Yeboah, Md Altab Hossin, and Mavis Adu-Gyamfi. "Corporate Sustainability and Firm Performance: The Role of Green Innovation Capabilities and Sustainability-Oriented Supplier–Buyer Relationship." Sustainability 13, no. 18 (September 18, 2021): 10414. http://dx.doi.org/10.3390/su131810414.

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This study attempts to examine the impact of corporate sustainability on firm performance by examining the indirect effect of sustainability-oriented supplier partnership and green innovation capabilities of a firm. The data acquired to address the research question is collected from management personnel, officers, and experts in the Ghana manufacturing sector using a list provided by the Association of Ghana Industries. Data acquired are tested for convergent validity and construct reliability and further examine the measurement model. The structural model is examined using partial least square structural equation modeling techniques. The empirical study supports seven (7) out of eight (8) stated hypotheses. Findings indicate that a sustainability-oriented supplier partnership indirectly influences the effect of social sustainability practices on a firm’s performance. In the same view, the outcome revealed that a sustainability-oriented supplier partnership does not positively influence the relationship between environmental, economic sustainability, and firm performance. Green innovation capabilities indirectly influence the effect of social and economic sustainability on firm performance except for environmental sustainability and firm performance. The findings of the study contribute to the literature by providing insights into the indirect effect of supplier–partnership and green innovation capabilities on firm performance, especially in the manufacturing sector.

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Espino-Rodríguez, Tomás, and Juan Ramírez-Fierro. "Outsourcing Performance in Hotels: Evaluating Partnership Quality." Sustainability 10, no. 8 (August 6, 2018): 2766. http://dx.doi.org/10.3390/su10082766.

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In this study, a research model investigates the influence of various factors of the outsourcing relationship that condition partnership quality. The factors considered as determinants of outsourcing partnership quality are the strategic benefits and the degree of outsourcing. Partnership quality is based on relationships governed by confidence, commitment, business understanding, shared benefits and risks, and conflict resolution. The model also studies the influence of the partnership quality between the supplier and the hotel on the outsourcing performance, considered from the financial, strategic, and overall satisfaction perspectives. To test the hypotheses, this study used the Partial Least Squares (PLS) technique with a sample of managers in an important tourist destination in Spain. The results of the study confirm that the strategic benefits and the degree of outsourcing perceived by the manager are determinant factors of the quality of the outsourcing partnership. In addition, they show that closer relationships with service suppliers imply greater outsourcing performance. Finally, implications for theory and practice are discussed.

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Pei, Xu Dong. "Antecedence of Partnership Formation between Buyer and Supplier in Manufacturing Engineering Based on Matching Theory." Advanced Materials Research 323 (August 2011): 181–85. http://dx.doi.org/10.4028/www.scientific.net/amr.323.181.

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Based on the matching theory, the antecedence of partnership formation between Buyer and Supplier in manufacturing engineering is explored. The results show that strategic level matching and operational level matching are positively associated with partnership formation, and cultural level matching moderates effects of strategic level matching and operational level matching on partnership formation.

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Gaikwad, Priyanka Hiraman, Anil G. Jadhav, Vasim T. Pathan, and Nayan A. Gujarati. "REVIEW ON VENDOR AUDIT MANAGEMENT." Asian Journal of Pharmaceutical Research and Development 6, no. 4 (August 23, 2018): 92–96. http://dx.doi.org/10.22270/ajprd.v6i4.391.

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Vendor Relationship Management (SRM), is systematic planning and managing of all interactions with suppliers to maximize its value. Its application varies from construction industries to healthcare system and investment banks to industries. Several buyer-supplier relationship models, as well as supplier selection and evaluation strategies, have been documented by many researchers. The vendor management system is for supporting the good quality of material, delivery on time, good service and cooperation, reasonable price, improve the strong and close relationship, etc. The Vendor Management System (VMS) is the one most important factor of success. The vendor is the partnership that concerned to manufacturer not only the quality but also other business issues.

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Tiendem, Nicodemus, Elle Serge Messomo, Sama C. Molem, and Sunday Agbor Mbu. "SUPPLY CHAIN QUALITY MANAGEMENT (SCQM) PRACTICES AND THE EFFECTS ON CUSTOMERS’ SATISFACTION IN THE BREWERY COMPANIES IN CAMEROON." International Journal of Supply Chain Management 5, no. 1 (June 25, 2020): 73–86. http://dx.doi.org/10.47604/ijscm.1094.

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Purpose: The heightening of competitive pressures has led companies to utilizing quality management practices through indirect competition. The brewery companies in Cameroon recently are noticing a wide variety of practices to this effect. This paper so sort to identify the supply chain quality management practices suitable for the brewery companies in Cameroon and also to examine their effects on customer satisfaction. Methodology: The study made use of a case study survey research design. The quest for originality and the desire to address issues particular to the brewery companies in Cameroon gave room for the use of primary data collected using a survey questionnaire. From a diverse population 200 customers of the four principal brewery companies in the South West Region participated in the study. The Cronbach’s Alpha was used to identify key constructs of supply chain quality management while the OLS technique was used to examine their effects on customer satisfaction. Results: The study found that the supply chain quality management practice suitable for the brewery companies in Cameroon were top management commitment, strategic supplier partnerships, customer relationship management, information sharing and continuous improvement and innovation. Further, top management commitment, strategic supplier partnerships, customer relationship management, continuous improvement and strategic supplier partnership were found to significantly affect customer satisfaction at 5% level of significance while information sharing was insignificant. Generally, 39.9% of variations in customer satisfaction were as a result of changes in supply chain quality management. Unique contribution to theory, policy and practice: The unique contribution to practice rest on clearly identifying the constructs of supply chain quality management suitable to the brewery companies in Cameroon. In relation to theory the study established a significant relationship between supply chain quality management and customer satisfaction and made policy recommendations for the implementation of top management commitment, customer relationship management, continuous improvement and strategic supplier partnership.

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Shin, Nina, Sun Park, and Sangwook Park. "Partnership-Based Supply Chain Collaboration: Impact on Commitment, Innovation, and Firm Performance." Sustainability 11, no. 2 (January 16, 2019): 449. http://dx.doi.org/10.3390/su11020449.

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With increasing numbers of nodes and links in supply network relationships, understanding partnership management and the required level of collaboration is important for sustainable supply network alignment. This study explores the impact of partnership orientation on partnership commitment and firm performance using a model based on social capital theory and resource dependence theory. It aims to understand the appropriate partnership orientation for the desired level of commitment and firm performance, including innovation, operational, and financial performance. Using a survey of 423 respondents representing three different partnership structure types (supplier, buyer, and parallel-aligned firms’ perspectives), the relationship between partnership orientation and commitment in enhancing firm performance is investigated using structural equation modeling. Additional analysis identifies the moderating role of commitment and investment exchange on performance. The findings show that positive relationships between both investment and contractual-based partnership orientation positively contribute to partnership commitment, but the direct association between partnership commitment and firm performance type varies by partnership structure. Furthermore, (i) investment exchange level moderates the relationship between commitment and innovation and operational performance regardless of partnership structure type, (ii) negative investment exchange signals higher firm performance from the buyer firm’s perspective, and (iii) positive investment exchange is absolutely necessary for financial performance from the supplier firm’s perspective.

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Zanquetto-Filho, Helio, Andrew Fearne, and Nélio Pizzolato. "The measurement of benefits from and enablers for supply chain partnerships in the UK fresh produce industry." Journal on Chain and Network Science 3, no. 1 (June 1, 2003): 59–74. http://dx.doi.org/10.3920/jcns2003.x030.

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This paper is concerned with the nature of the benefits from and the factors that enable successful supply chain partnerships to be developed between suppliers and retailers in the UK fresh produce industry. A review of the literature on buyersupplier relationship is presented which highlights three main elements: intangible pre-requisites, tangible enablers and benefits, from which a theoretical model is derived. The categorisation and composition of enablers, internal and joint and the benefits hypothesised in the model are then tested empirically through the analysis of data collected through a postal survey of UK fresh produce suppliers. The results provide support for the hypotheses, derived from the literature, that the benefits from supply chain partnerships come in the form of cost savings, improved customer service, more effective marketing and sales growth and that key partnership enablers may be categorised as specific internal capabilities based around innovation, cost control and communication systems, and joint (buyer/supplier) capabilities in activities relating to innovation, management, communication, production planning, investment and control.

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Eunike, Agustina, Sugiono Sugiono, Ishardita Pambudi Tama, Sri Widiyawati, Galih D.A. Pramono, and Rahmi Yuniarti. "AN ANALYSIS OF INDONESIAN MILKFISH UPSTREAM SUPPLY CHAIN: SYSTEM DYNAMICS APPROACH." Journal of Engineering and Management in Industrial System 9, no. 1 (May 30, 2021): 1–8. http://dx.doi.org/10.21776/ub.jemis.2021.009.01.1.

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Milkfish is common aquaculture product consumed by Indonesian people. However, the ponds of milkfish in Indonesia manage by Small Medium Enterprises scale of farmers which have problems in sustaining the business. This study proposes supply chain analysis in the upstream level to develop strategic to improve the profit of milkfish farmers. Milkfish supply chain is a network of many actors that work together to create and deliver milkfish and its culinary products to the end-user. This paper defines the partnership strategies between the farmers and suppliers as well as the support from government as facilitator and regulator. Moreover, system dynamic approach analyses the scenarios of partnership to outline the benefit obtain by the milkfish supply chain. Finally, the simulation results recommend the partnership to fertilizer supplier will give significant increase in profit of the milkfish farmers.

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Tyszkiewicz, Rafał, Agnieszka Pawlak-Wolanin, Julita Markiewicz-Patkowska, Soňa Jandová, Piotr Oleśniewicz, Helena Jáčová, and Monika Tyszkiewicz. "Innovative Supplier Partnership Assessment Model in a Polish Trading Enterprise." E+M Ekonomie a Management 22, no. 3 (September 5, 2019): 67–82. http://dx.doi.org/10.15240/tul/001/2019-3-005.

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Linder, Christian, and Sven Seidenstricker. "Enhancing the Innovativeness Perception of a Supplier/OEM Strategic Partnership." Academy of Management Proceedings 2015, no. 1 (January 2015): 13391. http://dx.doi.org/10.5465/ambpp.2015.13391abstract.

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Graça, Sandra S. "A Global PSS Framework for Sustainable B2B Partnership." Sustainability 13, no. 6 (March 11, 2021): 3066. http://dx.doi.org/10.3390/su13063066.

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Committed Business-to-Business (B2B) relationships are linked to sustainable business partnerships and greater profitability. As competition increases, suppliers must seek to differentiate by shifting the focus of their offerings from the product to services that contribute to create additional value to buyers. This empirical research proposes a product-service system (PSS) framework within the context of a relationship marketing (RM) model tested across a sample of United States (US) and Brazilian buyers. The study examines the impact of value-added benefits on building sustainable B2B partnerships. Results demonstrate that a firm’s servitization strategy that delivers both functional and social benefits fosters greater information exchange and mutual cooperation, which in turn contributes to increase buyer’s trust in, satisfaction with and commitment to a supplier. Despite some noted differences found in the commitment-building process, results show the importance that additional services have on promoting long-term, sustainable B2B partnerships across countries in distinct stages of economic development.

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Hartono, Henny, Johanes Fernandes Andry, Berliana Glorya Liebe Imbing, and Catherine Gunawan. "DECISION SUPPORT SYSTEM PERUSAHAAN MANUFACTURING DALAM MENENTUKAN PEMASOK MENGGUNAKAN METODE ANALYTICAL HIERARCHY PROCESS." Infotech: Journal of Technology Information 5, no. 2 (May 11, 2020): 25–32. http://dx.doi.org/10.37365/it.v5i2.68.

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In English : Suppliers are one of the important things in purchasing activities of various needs for the company. Supplier selection is a multi-criteria problem that includes quantitative and qualitative factors. One method that can be used for supplier selection is the Analytical Hierarchy Process (AHP) method. This research was conducted at Manufacturing companies in relations with suppliers who will develop a partnership relationship between companies and suppliers. The purpose of this research is that the right supplier can help the company in increasing competitiveness that can increase company revenue. To help companies choose the right supplier, a decision support system is needed. The variables used in this paper are price, quality, service, delivery accuracy and quantity. The most determining criterion in selecting suppliers is the accuracy of delivery criteria, making these criteria a major factor in supplier selection. The results of this study are consistency in delivering goods on time and guaranteeing safety in guaranteeing the quality of a product. In Indonesian : Pemasok merupakan salah satu hal yang penting dalam aktivitas pembelian berbagai kebutuhan bagi perusahaan. Pemilihan pemasok merupakan masalah multi kriteria yang meliputi faktor-faktor kuantitatif dan kualitatif. Salah satu metode yang bisa digunakan untuk pemilihan pemasok adalah metode Analytical Hierarchy Process (AHP). Penelitian ini dilakukan pada sebuah perusahaan Manufacturing dalam hubungan dengan pemasok yang akan mengembangkan hubungan kemitraan antara perusahaan dengan pemasok. Tujuan dari penelitian ini ialah Pemasok yang tepat diharapkan dapat membantu menunjang perusahaan dalam meningkatkan daya saing yang kedepannya dapat meningkatkan pendapatan perusahaan. Untuk membantu perusahaan dalam memilih pemasok yang tepat maka dibutuhkan sebuah sistem pendukung keputusan. Variabel yang digunakan pada paper ini adalah harga, kualitas, layanan, ketepatan pengiriman dan ketepaan jumlah. Kriteria yang paling berpengaruh dalam pemilihan supplier adalah kriteria ketepatan pengiriman, menjadikan kriteria tersebut faktor utama dalam pemilihan supplier. Hasil dari penelitian ini adalah konsistensi dalam mengirim barang tepat waktu dan menjamin keamanannya dalam menjaga kualitas suatu produk.

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Fenneteau, Herve, and Gilles Pache. "I Am Torn Between The Two A Hybrid Process Perspective Of Buyer-Supplier Relationships." Journal of Applied Business Research (JABR) 31, no. 2 (March 3, 2015): 573. http://dx.doi.org/10.19030/jabr.v31i2.9154.

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It is common, nowadays, to read in academic studies that inter-organisational exchanges are dominated by a relational way of thinking rather than a transactional one. The increasing performance of supply chains results only from long term partnerships concluded between supply chain members, and founded on their durable engagement in order to develop and consolidate the relationship. The aim, here, is to show, on the contrary, that transactional elements are not incompatible with the relational way of thinking; they could even strengthen the partnership between supply chain members under certain conditions. The case of logistics industry is used to argue the pertinence of a hybridisation model, and not an opposition, between transactional and relational ways of thinking.

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Mathrani, Anuradha, and Sanjay Mathrani. "Relational governance in outsourcing partnerships." Competitiveness Review 26, no. 4 (July 18, 2016): 435–52. http://dx.doi.org/10.1108/cr-03-2015-0017.

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Purpose The paper aims to capture the nuances of two client–supplier relationships to offer new insights on the influences of transactional, knowledge and social elements in outsourcing partnerships. Design/methodology/approach The study has used descriptive case studies with narrative storylines. Interviews were conducted with three relationship managers (boundary gatekeepers) to understand preferred governance practices between clients and suppliers in diverse economic markets. Findings Experiences of three real-life cases engaged in offshore outsourcing have helped to identify the market, operational knowledge and social influences in a relational exchange. Findings reveal that offshore partnerships are first constituted with service-level agreements, which set control measures and layout business expectations from both partners. Boundary gatekeepers bring further accountability across firms by designing social networks for capturing and sharing of knowledge, thereby reducing each partner’s perception of risk. As firms evaluate transactional, knowledge and social elements for building a futuristic relational exchange, more disaggregated and dispersed enterprises evolve as new opportunities are explored in foreign markets. Research limitations/implications The retrospective nature of the client–supplier partnership is a limitation in this research study. However, retrospection adds to experience, and to practice perspectives made in hindsight, and therefore has a positive influence in this study. Originality/value This paper shares real-world experiences that can be used by scholars and practitioners to better understand how relational governance practices operate in a global socio-economic setting.

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Sillanpää, Elina, Juha-Matti Junnonen, Ilkka Sillanpää, and Arto Saari. "A Customer’s Possibilities to Increase the Performance of a Service Provider by Adding Value and Deepening the Partnership in Facility Management Service." Management and Production Engineering Review 7, no. 2 (June 1, 2016): 50–61. http://dx.doi.org/10.1515/mper-2016-0017.

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AbstractReliable and good suppliers are an important competitive advantage for a customer and that is why the development of suppliers, improvement of performance and enhancement of customership are also in the interest of the customer. The purpose of this study is to clarify a customer’s possibilities to increase the performance of a service provider and to develop the service process in FM services and thus help to improve partnership development. This research is a qualitative research. The research complements the existing generic model of supplier development towards partnership development by customer and clarifies the special features that facility management services bring to this model. The data has been gathered from interviews of customers and service providers in the facility management service sector. The result is a model of customers’ possibilities to develop the performance of service providers from the viewpoint of value addition and relationship development and in that way ensure added value to the customer and the development of a long-term relationship. The results can be beneficial to customers when they develop the cooperation between the customer and the service provider toward being more strategic and more partnership focused.

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Lee, Jangwoo, Kapsoo Lee, and Junseok Heo. "Supplier Partnership Strategy and Global Competitiveness: A Case of Samsung Electronics." Eurasian Journal of Business and Management 3, no. 4 (2015): 1–12. http://dx.doi.org/10.15604/ejbm.2015.03.04.001.

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KIM, Gyeong Mook. ""The Effects of Buyer-Supplier Partnership on Green Supply Chain Management"." Asia Pacific Journal of Samall Business 40, no. 4 (December 31, 2018): 1–32. http://dx.doi.org/10.36491/apjsb.40.4.1.

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Zemanek, James E., and Roger P. McIntyre. "Power, Dependence, and Satisfaction in a Marketing System." Psychological Reports 77, no. 3_suppl (December 1995): 1155–58. http://dx.doi.org/10.2466/pr0.1995.77.3f.1155.

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The effects of customers' higher dependence on a supplier as in a partnership on the customers' satisfaction was investigated. Data were collected from 409 intermediary customers in a marketing system. A regression model was used to quantify the relationship between the customers' dependence on the manufacturer and the customers' satisfaction. As hypothesized, the results suggest an inverse relationship between dependence on a supplier and customers' satisfaction; however, only 1% of the variance in customers' satisfaction is explained by their dependence on the supplier.

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Mbah, Stella, Jeffery Obiezekwem, and Azuka Okuoyibo. "Inventory Management and Operational Performance of Manufacturing Firms in South-East Nigeria." International Business Research 12, no. 7 (June 18, 2019): 76. http://dx.doi.org/10.5539/ibr.v12n7p76.

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This study aims to ascertain the relationship between inventory management and operational performance of quoted manufacturing firms in the south-east; one of the geographic regions with high industrialization prospects in Nigeria. To achieve this, operational performance of manufacturing firms and their association with components of inventory management; inventory cost, just-in-time approach, materials requirement planning and strategic supplier partnership, was examined through a questionnaire. Three hundred and seventy-one copies of a questionnaire issued to five hundred and thirty-eight sampled respondents of four quoted manufacturing firms in the south-east region of Nigeria were properly filled and found relevant to the study. The study used SPSS and Excel-based descriptive statistics to analyze the data collected. Regression analysis was used to test the hypotheses of the study. Study results conclude that there is a positive significant relationship between; inventory cost, just in time approach, materials requirement planning and strategic supplier partnership and operational performance of quoted manufacturing firms in the south-east region, Nigeria. The study recommends among others that, manufacturing firms in south-east Nigeria should adopt inventory practices such as strategic supplier partnership, just-in-time approach, materials requirement planning and inventory cost control due to the significant effect these practices have on operational performance.

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Matunga, Denish Ateto, Patrick Karanja Ngugi, and Romanous Odhiambo. "RELATIONSHIP BETWEEN SUPPLIER RELATIONSHIP MANAGEMENT AND IMPLEMENTATION LEVEL OF PUBLIC PROCUREMENT REGULATORY FRAMEWORK IN THE DEVOLVED GOVERNMENTS IN KENYA." Global Journal of Purchasing and Procurement Management 1, no. 1 (February 1, 2021): 70–80. http://dx.doi.org/10.47604/gjppm.1213.

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Purpose: The purpose of this study was to establish the relationship between supplier relationship management and implementation level of public procurement regulatory framework in the devolved governments in Kenya. Methodology: The study used descriptive design. The population targeted was 47 devolved governments in Kenya. The study adopted census because of the small size of the population. A structured questionnaire was used as a data collection tool. The study also undertook a pilot test on the instrument’s reliability and validity in the 3 counties; Nyamira, Kisii, Homa-Bay Counties where nine (9) respondents were engaged in the pilot study. Cronbach’s co-efficient Alpha and confirmatory factor analysis (CFA) were used to measure the reliability and validity respectively. The data was cleaned and coded then entered into SPSS 25 to be analyzed. The use of descriptive and inferential statistics for data analysis was considered. Study engaged the key informers from the 44 county Governments who positively responded hence achieving 100% response rate. The statistical tests were also done in the study. Presentation of data was in form of charts and tables as deemed appropriate. The study also used ANOVA to analyze the degree of relationship between the variables in the study. Results: The findings obtained indicated that there was significant relationship between supplier relationship management on level of implementation of public procurement regulatory framework in the devolved governments in Kenya. The findings indicated that for every unit of supplier relationship management the value of implementation level of public procurement regulatory framework in the devolved governments in Kenya changes with a positive significance increase of 1.105 in the presence of a moderator. Unique contribution to theory, practice and policy: The study recommended that the devolved governments functions should embrace supplier’s commitment level on quality of goods and services in their operations such as information sharing between the buyer, improve on their commitment on suppliers’ payment, increase commitment level in supplier partnership and development to improve the supplier’s commitment level and value addition or creation in service delivery.

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Urbaniak, Maciej. "Role of supplier evaluation criteria in risk mitigation related to purchasing process." Engineering Management in Production and Services 13, no. 2 (June 1, 2021): 96–106. http://dx.doi.org/10.2478/emj-2021-0015.

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Abstract The article aims to present the role of supplier evaluation criteria in reducing purchasing risk. Before a purchasing enterprise starts cooperating with suppliers, it set specific requirements and expectations. The fulfilment of these requirements and expectations is verified through the evaluation of suppliers. Evaluation results should indicate potential risks that may arise in the development of partnership cooperation. The article includes the results of empirical research conducted using the computer-assisted telephone interviewing (CATI) technique in medium and large manufacturing companies operating in Poland. The results of the conducted empirical research indicate that companies wishing to partner with suppliers try to limit the level of risk associated with purchases. When evaluating suppliers, manufacturers focus mainly on reducing the risk associated with the defective technical quality of products, timely deliveries, delivery flexibility, time to restore continuity of deliveries, completeness of order fulfilment and delivery documentation, as well as price competitiveness. Also, in the evaluation of suppliers, companies operating in Poland are beginning to pay attention to the reduction of negative environmental impact.

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Nkwabi, Jesca Mhoja, and Julia Fallon. "The Factors Affecting Supplier Relationship Management in the Food Manufacturing Small and Medium Enterprises (SMEs) in Dar es Salaam Tanzania." American International Journal of Business and Management Studies 2, no. 1 (April 23, 2020): 25–34. http://dx.doi.org/10.46545/aijbms.v2i1.158.

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The Tanzanian food industry is one of the most critical sectors in the country. Small and medium enterprises (SMEs) are the largest processors of food. Although SMEs mostly deal with processing food, they still face challenges, especially with their suppliers. Though previous researchers have investigated partnership issues in SMEs, little has been reported on the factors that impact the supplier relationships found in food manufacturing SMEs. This study employed a qualitative design where semi-structured interviews with 13 experts were conducted to identify the factors that impede SRM in Dar es Salaam. The findings reveal that poor relationship management, poor storage facilities, poor transportation and inadequate production capacities are the main challenges affecting SRM within these firms. To overcome these challenges, it has been recommended to improve the supplier relationships through being transparent, fostering trust and sharing quality information with the suppliers on time. Furthermore, investment in technology has been recommended to reduce costs and to enhance the information sharing between suppliers and SMEs. Government support is required with regard to financial aid and the improvement in the infrastructure to facilitate the easier flow of goods from SMEs to the customers.

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