Journal of Purchasing and Materials Management · 1990 · 331 citations · 1 references
Supply NetworkClient-supplier RelationshipsOrganizational Decision ProcessManagementLogisticsSupply ChainCompetent SuppliersNew Product DevelopmentSupplier Development ProgramProcurementSupply Chain DesignSupply Chain ManagementStrategyStrategic ManagementMarketingSupplier ManagementManufacturing StrategySupply ManagementSupplier RelationshipBusinessStrategic SourcingBusiness StrategyPurchasingSupply Chain AnalysisSupply Chain Configuration
To compete effectively in the global market, firms must maintain a network of competent suppliers. This article presents a conceptual model of the organizational decision process for a supplier development program, aimed at creating and sustaining such a network and enhancing supplier capabilities to meet competitive challenges. The model is grounded in empirical evidence from several companies actively engaged in supplier development programs. The decision model serves as a guideline for designing programs that align purchasing strategy with a firm’s overall competitive strategy, as validated by the empirical evidence.
In order to compete effectively in the world market, a company must have a network of competent suppliers. A supplier development program is designed to create and maintain such a network—and to improve various supplier capabilities that are necessary for the buying organization to meet its increasing competitive challenges. This article details a conceptual model that describes the organizational decision process associated with a supplier development program. The proposed decision model can serve as a guideline for designing a supplier development program that can link purchasing strategy with a firm's overall corporate competitive strategy. Empirical evidence drawn from the experience of several companies actively involved with such a program is used to validate the model.
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Michiel R. Leenders · Journal of Purchasing and Materials Management · 1989 · 14 citations