This paper gives an insight of different theories that can be applied in order to achieve a rational supplier evaluation and selection. Such theories, in combination with an extensive analysis of the possible alternatives that a company may have, can lead to high revenues and significant advantage over competitors. In this case, the reader can acquire a basic understanding of the different criteria, methods and models, which are used by the businesses during the supplier evaluation and selection process.
Moreover, the paper identifies critical changes in the sector of e-manufacturing, regarding the decision-making of the top management while selecting the appropriate supplier. Emphasis is given to the technological changes that create new opportunities and consequently new criteria for the vendors‟ evaluation by comparing the existing criteria that have been used in traditional manufacturing and the affect of the e-manufacturing trend on the existing criteria.
Factors Affecting Purchasing Effectiveness in the Public Sugar Sector:A Case ...paperpublications3
Abstract:In the recent past, procurement performance has been attracting great attention from practitioners, academicians and researchers due to poor performance resulting from non adherence to proper processes and procedures. Many of the studies have devoted their content to financial factors as measures of effectiveness dismally giving consideration to non financial factors. This study aimed at investigating selected non financial factors that influence the effectiveness of purchasing function in the public sugar sector guided by four specific objectives; to find out how purchasing interaction with other departments impacts on its effectiveness, to find out how Purchasing delegated authority impacts on its effectiveness, to find out how Purchasing activity Execution impacts on its effectiveness and to find out how supplier relationship management practices impacts on purchasing function effectiveness. The four variables were found to have an effect on effectiveness of purchasing function in the public sugar sector. The study adopted a descriptive case research design and the study population comprised of 118 management staff Nzoia Sugar Company Ltd. A purposive sampling technique was employed to select a sample size of 57 respondents. Questionnaires were used as the main data collection instruments. Descriptive statistics data analysis method was applied to analyze numerical data gathered using closed ended questions aided by Statistical Package for Social Sciences (SPSS). From the findings, level of task execution explained 43.1% of purchasing department’s effectiveness, level of supplier relationship explained 20.9% and interaction level explained 2.2% while the level of purchasing delegated authority had a negative relationship with its effectiveness at -4.1% which means that the more autonomous purchasing department becomes the less effective it will be. The study recommends application of supplier collaboration strategies, integration of supply chain management tasks with IT to help speed up decision making process between the SCM partners, signing service level agreements (SLA),purchasing function to increase effectiveness by training and being members of professional bodies such as CIPS and KISM.
Keywords:Assessment, delegated authority, effectiveness, efficiency, inventory, non financial measures, purchasing interaction.
Environmental Factors Affecting Procurement Performance in County Government...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Factors Influencing Supply Chain Performance in the Public Sugar Sector - A C...paperpublications3
Abstract: This paper sought to evaluate the effect of technology adoption, early supplier involvement, low-cost sourcing and backward integration on supply chain performance in the public sugar sector, guided by four objectives: To assess effectiveness of technology adoption on supply chain performance, to assess the role of early supplier involvement on supply chain performance, to evaluate effectiveness of low-cost sourcing on supply chain performance and to evaluate effectiveness of backward integration on supply chain performance. Purposive sampling was used to select a target population of 60 respondents. Questionnaires were used as the main data collection instruments. Descriptive and inferential statistics was used in data analysis aided by SPSS software. From the findings, technology adoption and early supplier involvement were found to be positively correlated to supply chain performance. Thus the above factors should be considered as major determinants in influencing supply chain performance in the public sugar sector.
Keywords: Agile Supply, Backward integration, Collaborative Relationship, Corporate Strategy, Outsourcing, Supply Chain, Supply Chain Management.
Supply Chain Management implementations in Italian SMEs. A proposed taxonomyAndrea Payaro
Supply Chain Management (SCM) has become an integral part of strategy for all organisations irrespective of their size and sector in the present globalised and networked economy. This study is on analysing implementation of SCM and its effectiveness in a sample of 24 Italian Small and Medium Enterprises. Companies manufacture goods and belong to different sectors. The level of implementation of SCM in a small and medium-sized company has fundamental performance flexibility and reduce costs. The results of the analysis and implementation of SCM by several small-sized companies in Italy as well as the result of this work lead to companies achieving greater competitiveness in their particular market.
The aim of this paper is to develop a comprehensive taxonomy of supply chain management practices to provide better understanding of the complex relationship between the external and internal factors and SCM operational practices. Typology and/or taxonomy play a key role in the development of social science theories. The current taxonomies focus on a single or limited component of the supply chain. Furthermore, they have not been tested using different sample compositions and contexts, yet replication is a prerequisite for developing robust concepts and theories. This paper empirically replicates one such taxonomy extending the original study by (a) developing broad (containing the key components of supply chain) taxonomy and (b) broadening the sample by including a wider range of sectors and organisational size.
The research identifies a taxonomy that puts in evidence some common applications in a diagram with these two axes:
1) Drivers to SC integration;
2) Perceived switching costs.
This paper contributes to both the supply chain management literature and literature in the area of SMEs by identifying some important research areas which are linked to both fields. This paper helps both academics and managers to gain a better understanding of the complexity of supply chain management in manufacturing companies.
We employ Cameroonian data on 162 Small and Medium Enterprises (SME) to test fourth competing hypotheses about the impact of Supply Chain Management (SCM) on their performance. The first hypothesis states that there is a relationship between Critical Success Factors (CSFs) for implementation of SCM and SME performance in terms of customer service and satisfaction
Factors Affecting Purchasing Effectiveness in the Public Sugar Sector:A Case ...paperpublications3
Abstract:In the recent past, procurement performance has been attracting great attention from practitioners, academicians and researchers due to poor performance resulting from non adherence to proper processes and procedures. Many of the studies have devoted their content to financial factors as measures of effectiveness dismally giving consideration to non financial factors. This study aimed at investigating selected non financial factors that influence the effectiveness of purchasing function in the public sugar sector guided by four specific objectives; to find out how purchasing interaction with other departments impacts on its effectiveness, to find out how Purchasing delegated authority impacts on its effectiveness, to find out how Purchasing activity Execution impacts on its effectiveness and to find out how supplier relationship management practices impacts on purchasing function effectiveness. The four variables were found to have an effect on effectiveness of purchasing function in the public sugar sector. The study adopted a descriptive case research design and the study population comprised of 118 management staff Nzoia Sugar Company Ltd. A purposive sampling technique was employed to select a sample size of 57 respondents. Questionnaires were used as the main data collection instruments. Descriptive statistics data analysis method was applied to analyze numerical data gathered using closed ended questions aided by Statistical Package for Social Sciences (SPSS). From the findings, level of task execution explained 43.1% of purchasing department’s effectiveness, level of supplier relationship explained 20.9% and interaction level explained 2.2% while the level of purchasing delegated authority had a negative relationship with its effectiveness at -4.1% which means that the more autonomous purchasing department becomes the less effective it will be. The study recommends application of supplier collaboration strategies, integration of supply chain management tasks with IT to help speed up decision making process between the SCM partners, signing service level agreements (SLA),purchasing function to increase effectiveness by training and being members of professional bodies such as CIPS and KISM.
Keywords:Assessment, delegated authority, effectiveness, efficiency, inventory, non financial measures, purchasing interaction.
Environmental Factors Affecting Procurement Performance in County Government...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Factors Influencing Supply Chain Performance in the Public Sugar Sector - A C...paperpublications3
Abstract: This paper sought to evaluate the effect of technology adoption, early supplier involvement, low-cost sourcing and backward integration on supply chain performance in the public sugar sector, guided by four objectives: To assess effectiveness of technology adoption on supply chain performance, to assess the role of early supplier involvement on supply chain performance, to evaluate effectiveness of low-cost sourcing on supply chain performance and to evaluate effectiveness of backward integration on supply chain performance. Purposive sampling was used to select a target population of 60 respondents. Questionnaires were used as the main data collection instruments. Descriptive and inferential statistics was used in data analysis aided by SPSS software. From the findings, technology adoption and early supplier involvement were found to be positively correlated to supply chain performance. Thus the above factors should be considered as major determinants in influencing supply chain performance in the public sugar sector.
Keywords: Agile Supply, Backward integration, Collaborative Relationship, Corporate Strategy, Outsourcing, Supply Chain, Supply Chain Management.
Supply Chain Management implementations in Italian SMEs. A proposed taxonomyAndrea Payaro
Supply Chain Management (SCM) has become an integral part of strategy for all organisations irrespective of their size and sector in the present globalised and networked economy. This study is on analysing implementation of SCM and its effectiveness in a sample of 24 Italian Small and Medium Enterprises. Companies manufacture goods and belong to different sectors. The level of implementation of SCM in a small and medium-sized company has fundamental performance flexibility and reduce costs. The results of the analysis and implementation of SCM by several small-sized companies in Italy as well as the result of this work lead to companies achieving greater competitiveness in their particular market.
The aim of this paper is to develop a comprehensive taxonomy of supply chain management practices to provide better understanding of the complex relationship between the external and internal factors and SCM operational practices. Typology and/or taxonomy play a key role in the development of social science theories. The current taxonomies focus on a single or limited component of the supply chain. Furthermore, they have not been tested using different sample compositions and contexts, yet replication is a prerequisite for developing robust concepts and theories. This paper empirically replicates one such taxonomy extending the original study by (a) developing broad (containing the key components of supply chain) taxonomy and (b) broadening the sample by including a wider range of sectors and organisational size.
The research identifies a taxonomy that puts in evidence some common applications in a diagram with these two axes:
1) Drivers to SC integration;
2) Perceived switching costs.
This paper contributes to both the supply chain management literature and literature in the area of SMEs by identifying some important research areas which are linked to both fields. This paper helps both academics and managers to gain a better understanding of the complexity of supply chain management in manufacturing companies.
We employ Cameroonian data on 162 Small and Medium Enterprises (SME) to test fourth competing hypotheses about the impact of Supply Chain Management (SCM) on their performance. The first hypothesis states that there is a relationship between Critical Success Factors (CSFs) for implementation of SCM and SME performance in terms of customer service and satisfaction
A Study on Determining the Supply Chain Risks Perception Levels of Manufactur...inventionjournals
In this study, the purpose is to determine the supply chain risks of the manufacturing companies that are active in Adıyaman, Gaziantep and Kilis in TRC1 Region. For this purpose a scale consisting of 25 statements was used to collect data from 302 manufacturing companies in TRC1 Region Organized Industrial Zones. The One Way ANOVA Test was used in order to determine whether there are significant differences between the 8-Dimensional structure that was obtained as a result of the Factor Analysis and the demographical variables. At the end of the analyses it was determined that there was a significant difference between the supply chain risk perception levels of the companies according to their cities, sectors, the number of their employees and activity durations.
Factors affecting the use of Public Procurement and Disposal Act of 2005 in P...paperpublications3
Abstract: Kenya is undertaking public procurement reforms, by enacting the Public Procurement and Disposal Act (PPDA) of 2005 which became operational in 2007. This research considered the factors which affect the implementation of PPDA in public secondary schools by considering four factors; procurement skills, enforcement, organizational procurement culture and familiarity with procurement regulations. The researcher adopted purposive sampling and questionnaires were administered to the respondents, who included the members of the tender and procurement committees. Data collected was analyzed by use of SPSS and presented in percentages, frequency tables, and inferential statistics. The study showed that there is a significant relationships between; procurement skills, enforcement of PPDA, organizational procurement culture and familiarity with the regulations and the implementation of the PPDA. 80% of the respondents agree that lack of familiarity with the procurement regulations, inhibited the implementation of the PPDA. 85% of schools in Trans- Nzoia County have not engaged procurement professionals. 53% of the respondents agree that lack of training has hindered the implementation of PPDA. 80% agree that lack of enforcement has somehow hindered its implementation. It is recommended that the procurement officers in public secondary schools to read, understand and implement the Public Procurement and Disposal Act 2005 and that the school management should train their procurement officers to gain procurement skills, which will enhance the effective implementation of the PPDA.
Keywords: Compliance, Enforcement, Organization culture, Professionalism, Public procurement, School management, Value for money.
This study pursued to investigate the effects of supply chain management practices on organizational
performance in the food complex industries in Asella town. A cross-sectional survey research design was
employed in this study. The population of interest comprised of all suppliers, employees, customers, retailers
were involved and multistage sampling was employed and 158 sample
7. hapzi ali, et al., 2016, mercu buana univversity,ijer scopusHapzi Ali
Prof. Dr. Hapzi Ali, CMA
Universitas Mercu Buana (Mercu Buana University), Jakarta Indonesia
Bidang Ilmu: Marketing & Business Management, Research Method, MIS, Good Corporate Governance
www.mercubuana.ac.id.
email: hapzi.ali@gmail.com, hapzi.ali@mercubuana.ac.id
Marketing capabilities and innovation-based strategies for environmental sustainability: An exploratory investigation of B2B firms by
Babu John Mariadoss a,1, Patriya Silpakit Tansuhaj a,1, Nacef Mouri
Analysis of the Determinants of Fish Quality in Export MarketsYogeshIJTSRD
Quality of a product is ultimately defined by customers based on the conformance and performance of the product. Attainment of quality requires the performance of a wide variety of identifiable activities. The introduction of modern technology, highly skilled employees and other activities alone do not determine quality unless there is customers’ involvements in the specification of quality determinants. This paper explained the importance of business relationships and customer involvements on the determination of quality fish products in export markets. Dr. Le Nguyen Doan Khoi "Analysis of the Determinants of Fish Quality in Export Markets" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-5 , August 2021, URL: https://www.ijtsrd.com/papers/ijtsrd43928.pdf Paper URL: https://www.ijtsrd.com/economics/market-economy/43928/analysis-of-the-determinants-of-fish-quality-in-export-markets/dr-le-nguyen-doan-khoi
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-logistics-innovations/
In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature.
EFFECTS OF SUPPLIER EFFICIENCY ON PROCUREMENT PERFORMANCE IN KENYA SEED COMPA...paperpublications3
Abstract: Recruitment and keeping qualified suppliers is very important in procurement performance in any organization. However, many factors affect a firm's ability to determine and select the most efficient supplier. This study was undertaken with the main objective to assess the supplier selection and evaluation practices in the Kenya Seed Company. The study was guided by three specific objectives; to establish the criteria used for supplier evaluation in the Company; to find out the challenges of implementing Supplier Evaluation in the Company and to determine the relationship between Supplier Evaluation Criteria and procurement Performance in the Company. It employed a descriptive research design. The target population was 250 employees in the Company. A sample of 154 was selected to give response to the study. The response rate was 100%. Questionnaires were used to collect data which was analyzed using SPSS software version 20. Findings revealed that the Company base their selection on following criteria; quality of the supplier services , financial position of the supplier, flexibility of the supplier, supplier efficiency in service delivery, supplier charges, constitution and the PPOA guidelines, supplier technical capability, supplier profile, experience of the supplier in offering certain services/products as well as compliance with procurement procedures. However, supplier evaluation in these organizations is faced by several challenges including corruption, incompetent procurement officers, inefficiencies in procurement processes, lack of incentives, pressure of implementing PPOA and PPDA guidelines, cost of implementing procurement systems as well as maintaining procurement system greatly affects supplier selection process. The study recommended that the management of the Company need to effectively design the most effective evaluation criteria that would facilitate its procurement performance that ensured only most competent suppliers are selected and competent personnel are in place to manage supply chain processes in the organizations.
Determinants of Supply Chain Performance of Indian Manufacturing OrganizationsWaqas Tariq
This paper aims at proposing various determinants of supply chain performance of Indian manufacturing organizations. The determinants are summarized based on extensive literature review of empirical research articles on supply chain management (SCM) and performance measurement approaches. This study is a part of a larger research project exploring SC related practices. A critical analysis is carried out so as to identify research gaps in context of performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of selected variables on SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The various parameters like supplier-buyer relations, external supply chain, environmental factors, human metrics, information sharing and performance measurement approaches are taken in a single study in the context of Indian manufacturing organizations. Based on a pilot study with sample size of 100, empirical tests resulted in reduction of items. Based on the obtained results, the organizations can enhance the SCM performance by improving the current practices/strategies through focusing on the determinants that significantly influence SCM performance. Further research can be carried out by using data of various supply chains of other sectors and industries of India to generalize the research.
Effects of the External (Macro) And Internal (Micro) Source (Factors) of Inno...inventionjournals
In an attempt to use the resource-based theoretical approach, this article tried to empirically investigate the influence and impact of theinternal (micro) and external (macro) environmental factors of innovation performance using a sample of small and medium sized firms in the telecommunication cluster in Ghana with the main focus on examining variables such as customer inputs, the intensive role of R&D, cooperative networks, the uncertain environment and the complex environment of the firm. A sample of 31 SMEs in the telecommunication cluster was selected with 109 questionnaires administered. The results indicate that the macro environmental sources as cooperative network and customer inputs actually impact positively on the innovation performance of SMEs in the communication cluster in Ghana. However, firm size, network size and complex environment were shown to be negatively related to firm innovation performance.
JOSCM | Journal of Operations and Supply Chain Management - Volume 9 number 2 - July/December 2016
In this issue of Journal of Operations and Supply Chain Management we present to you five papers that cover different areas of our field. Shashi et al. (2016) explore the key success factors to manage sustainable cold supply chains. Still in the SCM field, Handayati et al. (2016) use agent-based simulation to understand contracting issues. Martins et al. (2016), in their turn, analyze intermodal terminals in Brazil and point interesting ways of improving them, considering shippers’ points of view. Devangan (2016) also explores logistic issues by look for ways to optimize the allocation of warehouses, taking into account production and distribution aspects. Finally, Rajashekharaiah (2016) recoups a recurrent and important theme in the operations management field – the use of six sigma techniques to improve process capability.
For more information on this issue, visit the FGV Library System: http://bit.ly/2livcwo
Impact of Inventory Management on the Effectiveness of Supply Chain Managemen...paperpublications3
Abstract: The main objective of the study was to assess factors affecting the effectiveness of supply chain management practices in Kenyan public sector with, specific reference to the Ministry of Finance. The study’s specific objective being; to establish the effect of inventory management on the effectiveness of supply chain management practices. The study adopted a descriptive case research design and the study population comprised of 120 management staff working at the Ministry of finances’ procurement, finance and administration departments. A stratified random sampling technique was employed to select a sample size of 60 respondents. Questionnaires were used as the main data collection instrument. Descriptive statistics data analysis method was applied to analyze numerical data gathered using closed ended questions aided by Statistical Package for Social Sciences (SPSS). Pearson correlation was carried out to establish the relationship between the research variables. Inventory management was also found to have a strong positive correlation with effectiveness of SCM practices (r = 0.915). The study recommend implementation of EOQ inventory management methods for and IT based SCM systems.
JOSCM | Journal of Operations and Supply Chain Management - Volume 8 number 2 - July/December 2015
This issue of Journal of Operations and Supply Chain Management counts with eight papers that focus on strategic, tactical and operational aspects of supply chain management.
The paper from Nyaoga, Magutu and Aduda (2015) explores the link between supply chain strategies and firm performance. Based on data from 627 companies, the authors show that supply chain strategies account for a significant share of firms´ performance; reinforcing that companies should investments in supply chain practices. Radanliev (2015), in its turn, develops a framework based on the supply chain architecture, design, and engineering literature that offers guidelines on how practitioners can decompose and build a green-field (new and non-existent) supply chain. We also have three papers on specific supply chain strategies. Pereira and Silva (2015) and Bradaschia and Pereira (2015), for instance, explore the concept of supply chain resilience and its antecedents. With the use of case studies, the former shows how the management of buyer and supplier interfaces, of risk, and of knowledge can enhance resilience in a supply chain while the latter adds that flexibility is also a vital enabler of supply chain resilience. Ferreira, Bertan and Pimenta (2015) then show the importance of inter-organizational integration to achieve the outcomes expected by companies.
This volume also counts with papers focused on logistic services, transportation, and inventory management - key decision areas in supply chain management. Liane Okdinawati, Simatupang and Sunitiyoso (2015) review the literature on collaborative transportation management and suggest areas for future research in the field and Yang (2015) provides an overview of the third-party logistics providers in the United States for investigating how the industry has evolved to meets customers' needs in an environment marked by global supply chains. Finally, this issue has a technical note on a stochastic two-echelon model to solve the petrol station replenishment problem. This model offers insights on how firms can devise a replenishment policy to minimize inventory costs, in the long run, given the demand pattern.
For more information on this issue, visit the FGV Library System: http://bit.ly/2livlzW
A Study on Determining the Supply Chain Risks Perception Levels of Manufactur...inventionjournals
In this study, the purpose is to determine the supply chain risks of the manufacturing companies that are active in Adıyaman, Gaziantep and Kilis in TRC1 Region. For this purpose a scale consisting of 25 statements was used to collect data from 302 manufacturing companies in TRC1 Region Organized Industrial Zones. The One Way ANOVA Test was used in order to determine whether there are significant differences between the 8-Dimensional structure that was obtained as a result of the Factor Analysis and the demographical variables. At the end of the analyses it was determined that there was a significant difference between the supply chain risk perception levels of the companies according to their cities, sectors, the number of their employees and activity durations.
Factors affecting the use of Public Procurement and Disposal Act of 2005 in P...paperpublications3
Abstract: Kenya is undertaking public procurement reforms, by enacting the Public Procurement and Disposal Act (PPDA) of 2005 which became operational in 2007. This research considered the factors which affect the implementation of PPDA in public secondary schools by considering four factors; procurement skills, enforcement, organizational procurement culture and familiarity with procurement regulations. The researcher adopted purposive sampling and questionnaires were administered to the respondents, who included the members of the tender and procurement committees. Data collected was analyzed by use of SPSS and presented in percentages, frequency tables, and inferential statistics. The study showed that there is a significant relationships between; procurement skills, enforcement of PPDA, organizational procurement culture and familiarity with the regulations and the implementation of the PPDA. 80% of the respondents agree that lack of familiarity with the procurement regulations, inhibited the implementation of the PPDA. 85% of schools in Trans- Nzoia County have not engaged procurement professionals. 53% of the respondents agree that lack of training has hindered the implementation of PPDA. 80% agree that lack of enforcement has somehow hindered its implementation. It is recommended that the procurement officers in public secondary schools to read, understand and implement the Public Procurement and Disposal Act 2005 and that the school management should train their procurement officers to gain procurement skills, which will enhance the effective implementation of the PPDA.
Keywords: Compliance, Enforcement, Organization culture, Professionalism, Public procurement, School management, Value for money.
This study pursued to investigate the effects of supply chain management practices on organizational
performance in the food complex industries in Asella town. A cross-sectional survey research design was
employed in this study. The population of interest comprised of all suppliers, employees, customers, retailers
were involved and multistage sampling was employed and 158 sample
7. hapzi ali, et al., 2016, mercu buana univversity,ijer scopusHapzi Ali
Prof. Dr. Hapzi Ali, CMA
Universitas Mercu Buana (Mercu Buana University), Jakarta Indonesia
Bidang Ilmu: Marketing & Business Management, Research Method, MIS, Good Corporate Governance
www.mercubuana.ac.id.
email: hapzi.ali@gmail.com, hapzi.ali@mercubuana.ac.id
Marketing capabilities and innovation-based strategies for environmental sustainability: An exploratory investigation of B2B firms by
Babu John Mariadoss a,1, Patriya Silpakit Tansuhaj a,1, Nacef Mouri
Analysis of the Determinants of Fish Quality in Export MarketsYogeshIJTSRD
Quality of a product is ultimately defined by customers based on the conformance and performance of the product. Attainment of quality requires the performance of a wide variety of identifiable activities. The introduction of modern technology, highly skilled employees and other activities alone do not determine quality unless there is customers’ involvements in the specification of quality determinants. This paper explained the importance of business relationships and customer involvements on the determination of quality fish products in export markets. Dr. Le Nguyen Doan Khoi "Analysis of the Determinants of Fish Quality in Export Markets" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-5 , August 2021, URL: https://www.ijtsrd.com/papers/ijtsrd43928.pdf Paper URL: https://www.ijtsrd.com/economics/market-economy/43928/analysis-of-the-determinants-of-fish-quality-in-export-markets/dr-le-nguyen-doan-khoi
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/a-taxonomy-of-logistics-innovations/
In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature.
EFFECTS OF SUPPLIER EFFICIENCY ON PROCUREMENT PERFORMANCE IN KENYA SEED COMPA...paperpublications3
Abstract: Recruitment and keeping qualified suppliers is very important in procurement performance in any organization. However, many factors affect a firm's ability to determine and select the most efficient supplier. This study was undertaken with the main objective to assess the supplier selection and evaluation practices in the Kenya Seed Company. The study was guided by three specific objectives; to establish the criteria used for supplier evaluation in the Company; to find out the challenges of implementing Supplier Evaluation in the Company and to determine the relationship between Supplier Evaluation Criteria and procurement Performance in the Company. It employed a descriptive research design. The target population was 250 employees in the Company. A sample of 154 was selected to give response to the study. The response rate was 100%. Questionnaires were used to collect data which was analyzed using SPSS software version 20. Findings revealed that the Company base their selection on following criteria; quality of the supplier services , financial position of the supplier, flexibility of the supplier, supplier efficiency in service delivery, supplier charges, constitution and the PPOA guidelines, supplier technical capability, supplier profile, experience of the supplier in offering certain services/products as well as compliance with procurement procedures. However, supplier evaluation in these organizations is faced by several challenges including corruption, incompetent procurement officers, inefficiencies in procurement processes, lack of incentives, pressure of implementing PPOA and PPDA guidelines, cost of implementing procurement systems as well as maintaining procurement system greatly affects supplier selection process. The study recommended that the management of the Company need to effectively design the most effective evaluation criteria that would facilitate its procurement performance that ensured only most competent suppliers are selected and competent personnel are in place to manage supply chain processes in the organizations.
Determinants of Supply Chain Performance of Indian Manufacturing OrganizationsWaqas Tariq
This paper aims at proposing various determinants of supply chain performance of Indian manufacturing organizations. The determinants are summarized based on extensive literature review of empirical research articles on supply chain management (SCM) and performance measurement approaches. This study is a part of a larger research project exploring SC related practices. A critical analysis is carried out so as to identify research gaps in context of performance measurement of supply chains, as well as to propose directions for future research. A conceptual model is also proposed. Critical investigation of selected articles led to an idea that there can be significant effect of selected variables on SC Performance. It is to be seen that how various parameters, taken from the literature review, affect SC performance and ultimately contributing to its competitiveness. The various parameters like supplier-buyer relations, external supply chain, environmental factors, human metrics, information sharing and performance measurement approaches are taken in a single study in the context of Indian manufacturing organizations. Based on a pilot study with sample size of 100, empirical tests resulted in reduction of items. Based on the obtained results, the organizations can enhance the SCM performance by improving the current practices/strategies through focusing on the determinants that significantly influence SCM performance. Further research can be carried out by using data of various supply chains of other sectors and industries of India to generalize the research.
Effects of the External (Macro) And Internal (Micro) Source (Factors) of Inno...inventionjournals
In an attempt to use the resource-based theoretical approach, this article tried to empirically investigate the influence and impact of theinternal (micro) and external (macro) environmental factors of innovation performance using a sample of small and medium sized firms in the telecommunication cluster in Ghana with the main focus on examining variables such as customer inputs, the intensive role of R&D, cooperative networks, the uncertain environment and the complex environment of the firm. A sample of 31 SMEs in the telecommunication cluster was selected with 109 questionnaires administered. The results indicate that the macro environmental sources as cooperative network and customer inputs actually impact positively on the innovation performance of SMEs in the communication cluster in Ghana. However, firm size, network size and complex environment were shown to be negatively related to firm innovation performance.
JOSCM | Journal of Operations and Supply Chain Management - Volume 9 number 2 - July/December 2016
In this issue of Journal of Operations and Supply Chain Management we present to you five papers that cover different areas of our field. Shashi et al. (2016) explore the key success factors to manage sustainable cold supply chains. Still in the SCM field, Handayati et al. (2016) use agent-based simulation to understand contracting issues. Martins et al. (2016), in their turn, analyze intermodal terminals in Brazil and point interesting ways of improving them, considering shippers’ points of view. Devangan (2016) also explores logistic issues by look for ways to optimize the allocation of warehouses, taking into account production and distribution aspects. Finally, Rajashekharaiah (2016) recoups a recurrent and important theme in the operations management field – the use of six sigma techniques to improve process capability.
For more information on this issue, visit the FGV Library System: http://bit.ly/2livcwo
Impact of Inventory Management on the Effectiveness of Supply Chain Managemen...paperpublications3
Abstract: The main objective of the study was to assess factors affecting the effectiveness of supply chain management practices in Kenyan public sector with, specific reference to the Ministry of Finance. The study’s specific objective being; to establish the effect of inventory management on the effectiveness of supply chain management practices. The study adopted a descriptive case research design and the study population comprised of 120 management staff working at the Ministry of finances’ procurement, finance and administration departments. A stratified random sampling technique was employed to select a sample size of 60 respondents. Questionnaires were used as the main data collection instrument. Descriptive statistics data analysis method was applied to analyze numerical data gathered using closed ended questions aided by Statistical Package for Social Sciences (SPSS). Pearson correlation was carried out to establish the relationship between the research variables. Inventory management was also found to have a strong positive correlation with effectiveness of SCM practices (r = 0.915). The study recommend implementation of EOQ inventory management methods for and IT based SCM systems.
JOSCM | Journal of Operations and Supply Chain Management - Volume 8 number 2 - July/December 2015
This issue of Journal of Operations and Supply Chain Management counts with eight papers that focus on strategic, tactical and operational aspects of supply chain management.
The paper from Nyaoga, Magutu and Aduda (2015) explores the link between supply chain strategies and firm performance. Based on data from 627 companies, the authors show that supply chain strategies account for a significant share of firms´ performance; reinforcing that companies should investments in supply chain practices. Radanliev (2015), in its turn, develops a framework based on the supply chain architecture, design, and engineering literature that offers guidelines on how practitioners can decompose and build a green-field (new and non-existent) supply chain. We also have three papers on specific supply chain strategies. Pereira and Silva (2015) and Bradaschia and Pereira (2015), for instance, explore the concept of supply chain resilience and its antecedents. With the use of case studies, the former shows how the management of buyer and supplier interfaces, of risk, and of knowledge can enhance resilience in a supply chain while the latter adds that flexibility is also a vital enabler of supply chain resilience. Ferreira, Bertan and Pimenta (2015) then show the importance of inter-organizational integration to achieve the outcomes expected by companies.
This volume also counts with papers focused on logistic services, transportation, and inventory management - key decision areas in supply chain management. Liane Okdinawati, Simatupang and Sunitiyoso (2015) review the literature on collaborative transportation management and suggest areas for future research in the field and Yang (2015) provides an overview of the third-party logistics providers in the United States for investigating how the industry has evolved to meets customers' needs in an environment marked by global supply chains. Finally, this issue has a technical note on a stochastic two-echelon model to solve the petrol station replenishment problem. This model offers insights on how firms can devise a replenishment policy to minimize inventory costs, in the long run, given the demand pattern.
For more information on this issue, visit the FGV Library System: http://bit.ly/2livlzW
Supplier Management 101: Drive Spend Toward Preferred Suppliers and Reduce Risk SAP Ariba
Attend this session for an introduction to the new SAP Ariba Supplier Management portfolio, which includes the SAP Ariba Supplier Lifecycle and Performance and SAP Ariba Supplier Risk solutions. Fully integrated with your ERP system and procurement processes, these comprehensive tools can help you onboard, qualify, segment, and manage supplier performance while reducing supplier risk.
Supplier management is in many ways like the art of motorcycle maintenance – hands on, requiring discipline, and you can't leave anything to chance. Your suppliers have a deep impact on your sourcing and procurement process, and managing them effectively is the missing link between finalizing a strategic sourcing deal and realizing those benefits on the ground. This session will explore how the coming together of scalable supplier onboarding, effective supplier performance, and a host of best practices can help you manage your suppliers strategically.
Assessing the impact of digital transformation on customer experience in the ...Njthakur
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
Assessing the impact of digital transformation on customer experience in the banking industry.
ROLE OF SUPPLIER MANAGEMENT PRACTICES IN OPTIMIZATION OF OPERATIONAL PERFORM...muo charles
ROLE OF SUPPLIER MANAGEMENT PRACTICES IN OPTIMIZATION OF OPERATIONAL PERFORMANCE IN TELECOMMUNICATION SERVICE INDUSTRY IN KENYA. A CASE OF SAFARICOM LIMITED KENYA
2nd Generation Construction procurement Reform -Published at IPPC 2012 at Se...Veluppillai Mohan
This objective of this paper is, to identify the 2nd Generation Construction procurement Reform from the procurement global construction survey and to attend to the views of the buyers (owners) of construction services and look at their take on the current state of the industry, their levels of satisfaction and importantly, some of the key issues facing future project planning and the appointment of contractors. Survey carried out research which sought to identify those issues which keep the CEOs of major contracting companies to say, the business risks facing contractors and the management of construction projects. The research survey carried out by owners, chief executives and senior executives of major leading global companies to explore three main areas: 1.Current business trends, 2.Managing the building process and 3.The future.
AUDIT EXERCISEWhen trying to determine the ability of the organi.docxikirkton
AUDIT EXERCISE
When trying to determine the ability of the organization to manage technology and innovation, it is important for managers to understand the firm s capabilities. Capabilities are the set of characteristics an organization possesses to facilitate and support its strategies. In the management of innovation and technology, there are a number of frameworks for determining the innovative capabilities of the organization. The Innovative Capabilities Audit Framework22 indicates five categories of variables for a business to consider. These categories are:
1. Resource availability and allocation
2. Capacity to understand competitors' strategies and industry evolution with respect to innovation
3. Capacity to understand technological developments relevant to the business
4. Structural and cultural context of the business unit affecting intrepreneurship (internal entrepreneurship)
5. Strategic capacity to deal with innovation initiatives by internal entrepreneurs
What type of information would you need to collect in each of these five areas to determine when, where, how, if, and what innovations should be undertaken in the business? Be specific and justify your answer.
DISCUSSION QUESTIONS
1. Discuss the definition of technology from a strategic point of view.
2. Discuss the role of innovation in the strategic management process.
3. Define management of technology and give an example based on your knowledge.
4. Define management of innovation and give an example of how a firm can manage innovation processes.
5. Give an example of GE s management of technology and how they were able to gain a competitive advantage from those activities.
PART ONE OPENING CASE: GENERAL ELECTRIC
The GE case illustrates the changes a company can go through because of a change in technology and innovation. What changes in technology do you think GE has undertaken? In process? In product? What type of innovation do you think these changes illustrate (see Figure 1.4)
(White 29)
White, Margaret A., Garry Bruton. The Management of Technology and Innovation: A Strategic Approach, 2nd Edition. South-Western, 2014-08-04. VitalBook file.
The citation provided is a guideline. Please check each citation for accuracy before use.
APPENDIX 1 Social Responsibility and Management of Technology and Innovation
This appendix discusses social responsibility and managing technology and innovation. In recent years, societys expectations of business have changed. Society expects that firms will act in the public interest rather than focus on maximizing profits at any cost. The expectations that firms will act to benefit society will continue in the future and in fact will be expected to become even stronger.1 As a result the social issues surrounding either internal innovation or externally obtaining technology will increase both the complexity of technology management and the impact on firm performance. Thus, by considering social issues, managers may not only impact the firms ...
Selection of Supplier by Using Saw and Vikor MethodsIJERA Editor
Now a days, Lean manufacturing becomes a key strategy for global competition. In this environment the most important process is the efficient selection of suppliers. In any organization various criteria such as quality, cost, location etc are used for the selection of supplier which plays a vital role in the industry. In the present work multi criteria decision making (MCDM) methods are used such as SAW method and VIKOR method. It is used to select the best supplier for implementing the spring manufacturing industry. Choice of the efficient supplier could be a complicated and is a complex problem and this draw back associate degreed a key success for an organization. In this paper linguistic fuzzy data is used to search out the ratings and weights and also the introduced methodologies employed to pick the efficient supplier
Effects of Supply Chain Management Practices On The Performance Of Banks In K...Editor IJCATR
The paper examines the adoption of the Supply Chain Management practices on the performance
of Banks in Kenya. This research conceptualizes and develops four dimensions of SCM practice
(outsourcing of goods & services, information & communication technology, strategic supplier
partnership, and globalization) and tests the relationships between SCM practices, and
organizational performance. The study employed descriptive design. Data for the study was
collected using a self-administered questionnaire procedure, where the questionnaires were
administered to the selected respondents through drop and pick later technique. A sample size of
33 respondents was drawn from the sample frame using simple stratified random sampling
technique to promote the needs for efficiency and representativeness from various branches and
outlets of Postbank as an organization in Nairobi County and the relationships proposed in the
framework was tested using Chi-square, T-test among other statistical tools. Data was analyzed
by aid of Statistical Package for Social Sciences (SPSS). The study will be useful in the academic
circles as it will contribute immensely towards filling the gaps in knowledge in the area of service
industry. The study found that outsourcing was important to the banks only when the appropriate
methods are employed. It also found that ICT had a major role in determining the performance of
banks as it dictated the mode of transaction and data they displayed to clients. Strategic
partnership was also important based on what it intended to achieve in enhancing the performance
of banks. Lastly, globalization is equally vital as it increases competition and exposes local banks
to global scene to experience how performance of banks can be improved. The study recommends
that correct ICT methods should be applied to promote the competitiveness of banks and improve
performance. Also it recommends that outsourcing be done only if they promote the objectives and
goals of the banking institute.
Effects of Supply Chain Management Practices On The Performance Of Banks In K...Editor IJCATR
The paper examines the adoption of the Supply Chain Management practices on the performance
of Banks in Kenya. This research conceptualizes and develops four dimensions of SCM practice
(outsourcing of goods & services, information & communication technology, strategic supplier
partnership, and globalization) and tests the relationships between SCM practices, and
organizational performance. The study employed descriptive design. Data for the study was
collected using a self-administered questionnaire procedure, where the questionnaires were
administered to the selected respondents through drop and pick later technique. A sample size of
33 respondents was drawn from the sample frame using simple stratified random sampling
technique to promote the needs for efficiency and representativeness from various branches and
outlets of Postbank as an organization in Nairobi County and the relationships proposed in the
framework was tested using Chi-square, T-test among other statistical tools. Data was analyzed
by aid of Statistical Package for Social Sciences (SPSS). The study will be useful in the academic
circles as it will contribute immensely towards filling the gaps in knowledge in the area of service
industry. The study found that outsourcing was important to the banks only when the appropriate
methods are employed. It also found that ICT had a major role in determining the performance of
banks as it dictated the mode of transaction and data they displayed to clients. Strategic
partnership was also important based on what it intended to achieve in enhancing the performance
of banks. Lastly, globalization is equally vital as it increases competition and exposes local banks
to global scene to experience how performance of banks can be improved. The study recommends
that correct ICT methods should be applied to promote the competitiveness of banks and improve
performance. Also it recommends that outsourcing be done only if they promote the objectives and
goals of the banking institute.
Empirical Research: Supply Chain and BYOD – Hand in Hand for the FutureRahul Bansal
This study is aimed at reducing the investments of companies in buying devices for the employees and help employees to use their own devices to improve their efficiency at work and in turn improving the efficiency of the Supply Chain
Purchase Decision Analysis Marketing Mix (Case Study Mandiri E-Cash Transacti...inventionjournals
PT. Bank Mandiri experiencing some problems that the level of use of Mandiri e-Cash Registered and Unregistered who have too big difference. The problems are caused by factors of product, price, promotion, distribution channels in the decision Mandiri e-Cash. This study aims to determine the effect of marketing mix on purchase decisions in Mandiri e-Cash Transaction Banking Retail Group. The study used quantitative methods using a type of survey, data collection methods with questionnaires. The population in this study are all users of Mandirie-Cash both Registered and Unregistered much as 302.435 which consists of the Mandiri e-Cash Registered and Unregistered 36.462 and 265.973 number. Probability sampling technique with Slovin formula obtained a sample of 399.39 or 400 respondents. Data were analyzed using SEM (The Structural Equation Model). The results showed that the products and distribution channels are not significantly influence the purchasing decision. Prices and promotions influence on purchase decisions Mandiri e-Cash.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...IJRTEMJOURNAL
Recent era, the world have been witnessed the Information Technology development in various
industrial sectors. This has led to change in organization performance, where many researchers are motivated to
investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study
aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company.
Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved
result signify a significant influence of Marketing mix strategies on organization performance in Safeway
Company. In the light of the before mentioned findings, the study recommend to such glossary industry some
supportive operations to encourage creativity in various functional departments.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various
industrial sectors. This has led to change in organization performance, where many researchers are motivated to
investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study
aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company.
Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved
result signify a significant influence of Marketing mix strategies on organization performance in Safeway
Company. In the light of the before mentioned findings, the study recommend to such glossary industry some
supportive operations to encourage creativity in various functional departments.
Marketing Mix Startegies and Its Impact on Organizational Performance Efficie...journal ijrtem
Recent era, the world have been witnessed the Information Technology development in various industrial sectors. This has led to change in organization performance, where many researchers are motivated to investigate in reasoning that effect in organization performance and Marketing mix strategies. Hence, this study aims to identify the impact of Marketing mix strategies on organization performance in Safeway Company. Therefore, the methodology of this study follows appropriate analyzing descriptive approach. The achieved result signify a significant influence of Marketing mix strategies on organization performance in Safeway Company. In the light of the before mentioned findings, the study recommend to such glossary industry some supportive operations to encourage creativity in various functional departments.
336 PART 5 Controlling 15 chapter Innovating and.docxlorainedeserre
336 PART 5 | Controlling
15
chapter
Innovating and
Changing
After studying Chapter 15, you should
be able to
LO1 Summarize how to assess
technology needs.
LO2 Identify the criteria on which to
base technology decisions.
LO3 Compare key ways of acquiring
new technologies.
LO4 Evaluate the elements of an
innovative organization.
LO5 Discuss what it takes to be
world-class.
LO6 Describe how to manage change
effectively.
LO7 List tactics for creating a
successful future.
Learning Objectives
bat62597_ch15_336-362.indd 336bat62597_ch15_336-362.indd 336 29/09/14 10:12 pm29/09/14 10:12 pm
Final PDF to printer
CHAPTER 15 | Innovating and Changing 337
LO1 Summarize how to assess technology
needs
can help a manager anticipate, monitor, and manage technolo-
gies more effectively.
• There must be a need, or demand, for the technology. Without this
need driving the process, there is no reason for technological inno-
vation to occur.
• Meeting the need must be theoretically possible, and the knowl-
edge to do so must be available from basic science.
• We must be able to convert the scientific knowledge into practice
in engineering and economic terms. If doing something is theoreti-
cally possible but economically impractical, the technology cannot
be expected to emerge.
• The funding, skilled labor, time, space, and other resources needed
to develop the technology must be available.
• Entrepreneurial initiative must identify and pull all the necessary
elements together.
This chapter discusses how technology can affect an orga-
nization’s competitiveness and how managers identify which
technologies an organization should adopt. Then we assess
the primary ways in which organizations develop or acquire
those technologies, including the leadership and management
decisions that help new technology succeed. Of course tech-
nology is not the only way organizations innovate and change.
The remainder of the chapter looks more broadly at innovation,
including change efforts aimed at achieving world-class status,
the process of managing change, and efforts you can make to
shape your own career.
1 | DECIDING TO
ADOPT NEW
TECHNOLOGY
Decisions about technology and innovation are strategic, and
managers need to approach them systematically. In Chapter 5
we discussed two generic strategies a company can use to posi-
tion itself in the market: 4
1. Low cost —The company has an advantage from maintaining a
lower cost than its competitors.
2. Differentiation —The advantage comes from offering a unique good
or service for which customers are willing to pay a premium price.
For either strategy, managers must assess technology needs,
decide whether to adopt a new technology, and if they adopt
the technology, determine the best method for developing or
acquiring it.
T
There are two fundamen ...
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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Strategic Supplier Selection: The Trend of E-Manufacturing
1. TAMPERE UNIVERSITY OF TECHNOLOGY
Tampere School of Business and Technology
STRATEGIC SUPPLIER SELECTION: The Trend of E-Manufacturing
Seminar Report
Onur Tamur
Aznar Eduardo Moncayo Pinzon
Georgios Karakonstantis
2. ii
ABSTRACT
During the past few decades, globalization did not only affect the lifestyle of
human beings, but also the work processes in the business world. The markets grew
dramatically and new business opportunities appeared, raising the need of different
approaches in the procurement processes. The buyer-supplier relations have always
been a critical task for the success of a business. Now, more than ever before, this
task becomes very complicated in some cases. Multi-criteria approaches are needed
in order to have rational and profitable results.
This paper gives an insight of different theories that can be applied in order to
achieve a rational supplier evaluation and selection. Such theories, in combination
with an extensive analysis of the possible alternatives that a company may have,
can lead to high revenues and significant advantage over competitors. In this case,
the reader can acquire a basic understanding of the different criteria, methods and
models, which are used by the businesses during the supplier evaluation and
selection process.
Moreover, the paper identifies critical changes in the sector of e-manufacturing,
regarding the decision-making of the top management while selecting the
appropriate supplier. Emphasis is given to the technological changes that create
new opportunities and consequently new criteria for the vendors‟ evaluation by
comparing the existing criteria that have been used in traditional manufacturing and
the affect of the e-manufacturing trend on the existing criteria.
Tamur, O. Moncayo, A. Karakonstantis, G.
3. iii
PREFACE
Global business operations have become a very important part of the business
environment nowadays. One of the most interesting aspects of the global business
operations is the supplier evaluation and selection. As all the members of our group
are pursuing an International Master‟s program in TUT, related to sourcing, we felt
motivated to study, identify and analyze the field of supplier selection, emphasizing
on e-manufacturing that lately evolves very fast. More specifically, in this paper we
illustrate and analyze the buyer-supplier relations, the supplier evaluation and
selection criteria, processes, methods and models, and finally we attempt to apply
the acquired knowledge to the sector of e-manufacturing. It has not been an easy
task to conduct this report, and thus we would like to thank the assistant of the
course LIKU-8306 Logistics strategies and outsourcing, Ms. Erika Kallionpää for
her help and guidance during this process.
The group,
Aznar Moncayo
Georgios Karakonstantis
Onur Tamur
Tampere, April 2011
Tamur, O. Moncayo, A. Karakonstantis, G.
4. iv
TABLE OF CONTENTS
ABSTRACT ______________________________________________________ ii
PREFACE _______________________________________________________ iii
1 INTRODUCTION ____________________________________________ 1
1.1 Background __________________________________________________ 1
1.2 Objective of the Paper __________________________________________ 1
2 MANUFACTURER – SUPPLIER RELATIONS IN B2B ____________ 3
2.1 The Challenges of B2B Markets __________________________________ 3
2.2 The Dynamics of Buyer – Supplier Relations _______________________ 4
2.3 Long Term Relations in B2B Environment _________________________ 4
3 STRATEGIC SUPPLIER SELECTION __________________________ 7
3.1 Supplier Evaluation and Selection Criteria _________________________ 7
3.2 The Process ___________________________________________________ 9
3.3 Supplier Evaluation and Selection Methods _______________________ 10
4 SUPPLIER SELECTION IN E-MANUFACTURING ______________ 13
4.1 What Is E-Manufacturing? _____________________________________ 13
4.2 Why E-Manufacturing? _______________________________________ 15
4.3 Evolution of Supplier Selection in E-Manufacturing ________________ 16
5 CONCLUSION ______________________________________________ 19
REFERENCES __________________________________________________ 20
Tamur, O. Moncayo, A. Karakonstantis, G.
5. 1
1 INTRODUCTION
1.1 BACKGROUND
According to Lee and Carter (2005), globalization is an inevitable and irreversible
process fundamental to the future of world economic development. The growing
integration of national economies around the world will lead to rapid economic
growth and poverty reduction in developed and developing countries. However
there are also some arguments supporting that globalization exacerbates poverty
and inequality between rich and poor, cultural convergence and spread of deadly
diseases (Lee and Carter 2005).
Whether it is good or not, it is a fact that globalization led to structural changes of
business operations. Successful business operations provide significant profits and
benefits to companies. Though, the modern business environment demands
complex operations that sometimes are difficult to manage. Daskalakis (2010)
argues that one of the most important operations for modern businesses is the
procurement, and consequently the supplier evaluation and selection process. The
decision-making related to the supplier selection results directly to the total
operation costs, final costs and quality of the goods, and finally to the
competitiveness of the company. Thus, managers have to take into account many
factors in order to proceed to a reliable decision. Qualitative and quantitative
criteria contribute to the final decision and since the 60‟s many studies have been
conducted in order to create methods that can help managers to select the best
alternative.
As every aspect is very dynamic in business, supplier selection methods are also
affected by the changes in environment. After e-manufacturing concept started to
gain popularity and be used by many large organizations, companies tried to find
alternative ways to optimize their supplier selection criteria to be able to get better
results in long-term. E-Manufacturing is still an evolving process and changing
rapidly with the technological improvements in IT sector. Thus, it is hard to deduce
what is right or wrong in the supplier selection process and how it matches with the
current situation but it is possible to analyze the trends and optimize the selections
in the same way.
1.2 OBJECTIVE OF THE PAPER
After the rise of e-manufacturing, the supplier selection criteria started to evolve
accordingly. Companies started to search for alternative ways to evaluate their
Tamur, O. Moncayo, A. Karakonstantis, G.
6. 2
suppliers according to their manufacturing structure that they follow in their
business. The objective of the paper is to...
...highlight the importance of selecting a good supplier for business
continuity and how e-manufacturing trend affected the supplier selection in
current business environment.
The paper consists of five chapters. First, the background information about
globalization and supplier selection with a short explanation about the e-
manufacturing trend and its impact on supplier selection will be defined. Second,
the challenges of B2B markets, the importance of buyer-supplier relations and how
the relations affect the business and the long term relations between peers and its
impact on negotiations will be examined. Then, supplier selection criteria and
methods will be introduced and compared. Next, e-manufacturing trend and the
evolution of supplier selection related to the e-manufacturing trend will be
highlighted. Finally, key results and the conclusion will be stated.
Tamur, O. Moncayo, A. Karakonstantis, G.
7. 3
2 MANUFACTURER – SUPPLIER RELATIONS IN B2B
2.1 THE CHALLENGES OF B2B MARKETS
The intention to make profit is the most important characteristic when buying
products in B2B markets (Lyly-Yrjänäinen et al. 2010). Thus, purchasing process is
much formal and takes longer time because of long price negotiations. Many
companies tend to build long-term relationship to be able to derive their demand
when needed. This long term relationship results in close personal relationships
which are difficult for competitors to break (Lyly-Yrjänäinen et al. 2010).
According to Calhoun et al. (2007), segmentation is far more challenging in B2B
than in consumer markets. Sales cycles are long, and offerings are complex.
Moreover, many customers care less about initial product costs and more about the
total costs of ownership, including service, maintenance, upgrades, and other
factors. Competitors‟ offerings and strategies shift so quickly that managers cannot
reliably compare the impact of changes in a given marketing lever over more than
one quarter of business. In addition, customer relationship management systems
cannot easily capture the decisions and actions that led to success or failure with
any particular account, because such information is largely anecdotal, not
quantitative (Calhoun et al. 2007).
Matthyssens et al. (2008) has examined the challenges in B2B marketing in terms
of globalization. First challenge is delocalization of the customers. As
multinational companies are moving their production and assembly units to low-
labour cost countries, industrial suppliers and subcontractors see their home market
shrinking. Secondly, purchasing function is globalizing as the purchasers from
multinational companies seek global purchasing synergies (Quintens et al. 2006).
Next, the importance of global networks is increasing. Lastly, the fourth challenge
faced by B2B companies is the transition to electronic forms of exchange. E-
internationalization is still challenging for companies because they may lose their
intellectual property on the web and B2B relationships are more difficult to manage
in the electronic highway (Samiee 2008).
Despite the above-mentioned challenges, more and more B2B companies expand
their operations internationally since international activities are fundamental to
their performance (Katsiekas 2006).
Tamur, O. Moncayo, A. Karakonstantis, G.
8. 4
2.2 THE DYNAMICS OF BUYER – SUPPLIER RELATIONS
It is important to understand the buyer-supplier relations in B2B environment to be
able to understand about B2B pricing where the prices are highly interrelated with
the costs of the supplied materials. According to Johnson and Tellis (2008),
manufacturer price reduction pressure on suppliers is an important contributor to
helping a manufacturer maintain a strong competitive position by keeping costs
low. However, manufacturer price reduction pressure and trusting working
relations with the pressured suppliers, are not mutually exclusive, they can co-exist
(Johnson and Tellis 2008).
According to Das and Teng (1998), there are three critical elements that comprise a
successful co-operative relationship between manufacturers and suppliers:
Trust
Communication and information sharing
Commitment
First, trust is an essential component of most business-to-business relationship
models. Thus, the greater the manufacturer price reduction pressure on suppliers, the
lower will be the pressured suppliers‟ trust of the manufacturer (Johnson and Tellis
2008). Second, communication and information sharing is an important concept
where each party can set the priorities and co-ordinate the activities necessary to
achieve each other‟s objectives (Mohr et al. 1996). Thus, The greater the
manufacturer price reduction pressure on suppliers, the less likely will the
pressured suppliers perceive their manufacturer customers are communicating
timely and adequate information to them in an open and honest manner (Johnson
and Tellis 2008). Third, commitment to the relationship by each partner is
necessary if the relationship is to work and each party is to realize positive
outcomes (Anderson and Narus 1990). Thus, the greater the manufacturer price
reduction pressure on suppliers, the less likely will the pressured suppliers perceive
the manufacturer is acting in a manner that reinforces their commitment to their
suppliers (Johnson and Tellis 2008).
2.3 LONG TERM RELATIONS IN B2B ENVIRONMENT
The customer-supplier relationship has different levels of closeness according to
the number of transactions and longevity of the relationship. Figure 1 shows
different kinds of partnerships in the B2B context, separated by their duration. The
range of marketing relationships has been adapted from Webster, 1992.
Tamur, O. Moncayo, A. Karakonstantis, G.
9. 5
Figure 1. Customer relationships in B2B markets
Additionally, Goffin et al. categorize long term relationships into three different
types: short term partnerships, long term partnerships and long term relationships
with no end. The definition of each marketing relationship mentioned is presented
in Table 1.
Table 1. Customer Relationships
Marketing Relationship Definition
Considered an arm‟s length relationship. The
required information is available in the price and the
Transactions
only thing necessary for the company is to find
buyers.
Still an arm‟s length relationship. In industrial
Repeated Transactions markets it is important to develop trust and credibility
as part of the marketing strategy.
Long term relationships begin by short term
partnerships and can develop up to long term
relationships with no end. Usually vendors and
Long term relationships
buyers are no longer in an arm‟s length relationship,
but it takes some time for them to adjust to the new
relationship.
These partnerships are based on the concept of
reciprocity. There is a total interdependence between
Buyer-seller partnerships buyer and seller, which are committed to their long-
term relationship. Usually provides an outcome of
stability.
Strategic alliances and joint ventures are categorized
in the same manner since they serve a similar
purpose. In strategic alliances, both partners
Strategic alliances (Joint ventures) collaborate and give capital and resources to enhance
their competitive place in the market. On the other
hand, joint ventures are started by the partners with
the objective of having one entity.
The network develops and manages alliances,
relationships with customers, core competence and
Network organizations
strategy and coordinates the financial resources.
Composed of multiple strategic alliances.
Vertical integration Either supplier or customer owns the other part.
Tamur, O. Moncayo, A. Karakonstantis, G.
10. 6
Among the previously mentioned customer relationships it is possible to find the
long term relationships. When shifting from single transactions to long term
relationships, the highest level that can be achieved is a partnership-like
relationship, which brings advantages like better quality, lower costs and accurate
delivery but at the same time demands resources and commitment from both parts.
Trust is also a necessary condition for the development of any long term oriented
business relationships (Ryu et al., 2007).
Long term customer relationships tend to provide more value to the company, since
they can focus on those customers that will provide more profit and opportunities,
and at the same time, to the customer, since the company will be taking care of
providing services and support in order to guarantee the customer‟s satisfaction.
The closeness in long term customer relationships is related to geographical,
technological, cultural and social factors, as well as the current length of the
relationship. (Goffin et al., 2006) Furthermore, in some technological markets, the
customer is required to adjust to the provider‟s technological platform therefore
creates a high level of commitment between the customer and the provider. Since
these contracts are usually very expensive, this creates a long-term relationship by
default.
Long term customer relationships are relevant for suppliers in two main cases:
when buyers have other product alternatives (highly competitive ambiance) and
when buyers constantly or periodically require a service or product. Under the
same conditions, buyers obtain benefits such as better prices than the other
alternatives in the market and priority sourcing in cases where there is a low
availability of a good or service. (Berry 1983) The development of long term
customer relationships is good when it is mutually beneficial, therefore, both
supplier and buyer must benefit from the development of the relationship.
Tamur, O. Moncayo, A. Karakonstantis, G.
11. 7
3 STRATEGIC SUPPLIER SELECTION
3.1 SUPPLIER EVALUATION AND SELECTION CRITERIA
Suppliers are a very important part of businesses nowadays. Their importance lies
on the fact that the right evaluation and selection of a supplier can generate
significant profits and ensure the efficiency of business processes. Some suppliers
are able to approach their potential customers, but most of the times the companies
have to search, find, evaluate and select their suppliers. This process usually
follows the paths of professional fairs, B2B magazines and other companies.
The process of evaluation and selection of suppliers is very complex. Thus, many
studies have been conducted since the 60‟s in order to identify a pattern that can
propose the best possible solution. As a result, nowadays businesses use different
methods that are based on some specific criteria. Though, according to
Papagiannakis (2009) the number of those criteria makes the evaluation and
selection system unwieldy regarding its content and time consuming regarding its
management.
Thus, more recent studies addressed their focus on minimizing and mixing those
criteria, without affecting the quality of the evaluation process. Dickson (1966)
argues that there are 23 criteria that businesses should take into account when
selecting a vendor. Table 2 shows the findings of Dickson‟s study, including the
importance and main rating for each of them.
Table 2. Supplier Partnership Selection Criteria (Ellram 1990)
Rank Criteria Main Rating Evaluation
1 Quality 3,508
2 Delivery 3,417
Extreme Importance
3 Performance History 2,998
4 Warranties & Claims Policies 2,849
5 Production Facilities & Capacity 2,775
6 Price 2,758
7 Technical Capability 2,545
Considerable
8 Financial Position 2,514
Importance
9 Procedural Compliance 2,488
10 Communication System 2,426
11 Reputation & Position 2,412
Tamur, O. Moncayo, A. Karakonstantis, G.
12. 8
12 Desire for Business 2,256
13 Management & Organization 2,216
14 Operating controls 2,211
15 Repair Service 2,187
16 Attitude 2,120
17 Impression 2,054
18 Packaging Capability 2,009
Average Importance
19 Labor Relations Record 2,003
20 Geographical Location 1,872
21 Amount of Past Business 1,597
22 Training Aids 1,537
23 Reciprocal Arrangements 0,610 Slight Importance
Although Dickson‟s study was very useful for few decades, the industries emerged
and created a need for different approach. Some criteria became more important
than they were before. Ellram (1990) presented her own framework, in which she
included 12 criteria. Table 3 shows Ellram‟s findings.
Table 3. Supplier Evaluation and Selection Methodologies (Papagiannakis 2009).
Rank Supplier Partnership Selection Criteria
1 Economic Performance
2 Financial Stability
3 Trust
4 Management Attitude
5 Strategic Fit
6 Top Management
7 Compatibility
8 Organizational Structure
Manufacturing Current and Future
9
Capabilities
10 Design Capabilities
11 Development Speed
12 Safety Record
Ellram did not ignore the importance of Dickson‟s quality criteria, but she focused
on finding complementary criteria that would support the supplier-buyer long-term
relationships.
Tamur, O. Moncayo, A. Karakonstantis, G.
13. 9
There is not a general rule to evaluate an approach as right or wrong. Thus, some of
the criteria might be applicable in a specific case and some not. The importance of
the studies lies on the fact that those criteria help and support the supplier
evaluation process, which is analyzed next.
3.2 THE PROCESS
According to Papagiannakis (2009), there is not an absolute best way to evaluate
and select suppliers. Every case is different and most of the times it is required a
combination of different approaches to achieve the best solution. The objective of
this process is to minimize risks and maximize the perceived value for the buyer.
Long-term relationships usually help businesses to achieve this objective.
Supplier evaluation methods usually follow a strict, structured approach through
the use of research methods. A supplier selection research, in order to be
successful, has to be complete, objective, reliable, flexible and finally
mathematically simple. Hence, businesses have to follow specific steps to ensure
that their supplier selection research will be successful.
According to Monczka et al. (2002), a supplier evaluation and selection process
should include seven steps, as the following figure illustrates:
Figure 2. Supplier Evaluation and Selection Process (Monczka et al. 2002)
Tamur, O. Moncayo, A. Karakonstantis, G.
14. 10
The framework of Monczka et al. includes more parameters in every of the seven
steps. Though, this paper will avoid to explore deeper the framework, so that it can
introduce some interesting supplier selection methods in the subchapter 3.3.
3.3 SUPPLIER EVALUATION AND SELECTION METHODS
According to Daskalakis (2010), each method covers some aspects of the suppliers‟
characteristics that are under investigation. Consequently there is no method that
can replace some other. Of course in some cases a method can include
characteristics of many other methods, but it is not possible to cover all the
characteristics of a candidate supplier.
Talluri and Narasimhan (2002) identified three basic methodologies to approach
the problem of supplier evaluation and selection. First, the conceptual approaches
that emphasize the strategic importance and influence of the supplier selection to
the buying process. Price, quality and delivery regulations are very important parts
of the conceptual approaches. Second, the empirical approaches, such as the one of
Chao and Hartley (1996) for the automotive industry, which proposed that there are
only slight differences regarding the importance of the selection criteria, between
the different levels of the buyer‟s supply chain. Finally, the most widespread
approach lies on the use of models to solve the supplier evaluation and selection
problem. These methodologies are greatly used nowadays, and hence some of them
are presented in Table 4.
Table 4. Supplier Evaluation and Selection Methodologies (Papagiannakis 2009).
Models Researchers
Linear Weighting Models Timmerman (1986), Monczka & Trecha (1988)
Statistical Model (Principal
Petroni & Braglia (2000)
Components Analysis)
Barbarosoglu & Yazgac (1997), Bhutta & Huq
Analytic Hierarchic Processes
(2002), Narasimhan (1983), Nydick & Hill (1992)
Ellram (1993), Degraeve et al. (2000), Bhutta &
Total Cost Models
Huq (2002),
Economic Model Tagaras & Lee (1996)
Weber et al. (1998), Narasimhan et al. (2001),
Data Envelopment Analysis
Talluri (2003)
Dahel (2003), Karpak et al. (1999), Weber &
Multi-objective Programming
Ellram (1993)
Game Model Zhu (2004), Talluri (2002)
Kwong (2002), Kuma et al. (2004), Lau et al.
Fuzzy Theory
(2002)
Dimensional Analysis Li et al. (1997), Willis (1993)
Tamur, O. Moncayo, A. Karakonstantis, G.
15. 11
MACBETH Models Bana e Costa & Vansnick (2008)
Some of the methodologies are able to improve significantly the decision-making,
and thus it is important to mention the models that are greatly in use. As
Papagiannakis (2009) identifies, the most important are:
Linear Weighting Models:
o Categorical Method (Timmerman, 1986)
o Weighted Method (Timmerman, 1986)
Total Cost Models:
o Total Cost of Ownership (Ellram, 2005)
o Cost Ratio (Timmerman, 1986)
Principal Components Analysis (Petroni & Braglia, 2000)
Analytic Hierarchic Processes (Nydick & Hill, 1992)
MACBETH Models (Bana e Costa & Vansnick, 2008)
In the Linear Weighting Models the evaluation is based on a pointing system
according to various criteria. The final points indicate the most suitable supplier.
The Total Cost Models are cost oriented and focus on financial aspects. On the
other hand, the AHP Models are based on a framework that prioritizes the
alternative choices and includes intuitive, logical, qualitative and quantitative
factors. Finally, the MACBETH Models attempt to improve the method of the AHP
models. The comparison of the models is shown in Table 5.
Table 5. Advantages and disadvantages of supplier selection methods (Papagiannakis 2009)
Methods Advantages Disadvantages
The same weight for all
Clear and systematic the criteria
Categorical evaluation Subjective pointing
Cheap implementation system
Not very reliable
Subjective pointing
Different weight for system
Weighted Point criteria respectively to Difficult to take into
their importance account qualitative
criteria
Flexibility
Cost Ratio Decreases the Complexity
subjectivity
Total Cost of Ownership Cost reduction Complexity
Reliable
Knowledge of advanced
Principal Component Manages the
statistical methods is
Analysis characteristics without
required
weights
Tamur, O. Moncayo, A. Karakonstantis, G.
16. 12
Simple
Analytic Hierarchical
Quantitative as well as Unstable
Process (AHP)
qualitative criteria
Use of software is
MACBETH Improvement of AHP
required
As seen in the table above, the linear weighting models are easy to implement and
simple to use. They are not very expensive but they are not very reliable as well.
On the contrary, the total cost models are flexible and very objective, but very
complex and difficult to implement. The principal components analysis is able to
manage multiple conflicting criteria. The AHP are simple to use and take into
account quantitative as well as qualitative criteria. Finally, the MACBETH is a new
method that improves the AHP.
Tamur, O. Moncayo, A. Karakonstantis, G.
17. 13
4 SUPPLIER SELECTION IN E-MANUFACTURING
4.1 WHAT IS E-MANUFACTURING?
E-Manufacturing term first introduced to business by a firm in semiconductor
industry to enable large production quantities in different locations in the world
(Sridhar CNV et al. 2010). With emerging applications of Internet and tether-free
communication technologies, companies are forced to change their traditional factory
integration philosophy to an e-factory philosophy where every step is controlled and
optimized by using an e-Manufacturing system (Koc et al. 2005). The main reasons
behind this shift are:
the threat posed by competitors
controlling costs
finding new opportunities
improving responsiveness
better customer focus and service
After the acceptance period in business, e-manufacturing started to get more
popular in the market. Many companies realized it is importance and the benefits it
provides in a short period of time. By using e-manufacturing systems, companies
started to fill the gaps existing in their traditional manufacturing systems. E-
Manufacturing enabled real time information sharing between the peers about
capabilities, costs and resources, synchronization with suppliers and vendors and
linkage with ERP systems in every step of the production. Moreover, it assured
reliability and maintainability and maximized the availability. As a result,
companies managed the increase their performance and decrease their costs at the
same time by benefiting from the power of e-manufacturing systems. The concept
of e-manufacturing is illustrated in figure 3.
Tamur, O. Moncayo, A. Karakonstantis, G.
18. 14
Figure 3. E-Manufacturing
According to Sridhar CNV et al. (2010), the benefits provided by a well
implemented e-manufacturing system are:
E-Manufacturing is to achieve predictive near-zero downtime performance
through the use of web-enabled technologies.
The real-time production information should be made available to the entire
organization.
E-Manufacturing gives agility to react quickly to the changes in market,
technology, and clients.
Total asset management that aims in improving the utilization of plant floor
assets using a holistic approach.
Sensitive communication between the clients and the server
Transparent, seamless, information exchange process between clients and
manufacturing firm.
It enables to meet the increasing demands through tightly coupled supply
chains.
Status of equipments, orders, products, changes in the processes across the
enterprise can be monitored.
There should not be any block holes in the real time flow of information,
including outsourcing suppliers, customers
The entire system is flexible enough to change with the varying market
demand conditions in a short lead-time.
The ability to quickly and accurately communicate technical information
throughout suppliers and manufacturers leads to pooling the best ideas and
faster decision-making.
Tamur, O. Moncayo, A. Karakonstantis, G.
19. 15
The benefits mentioned in the bullet list above provide endless opportunities to
companies against their competitors. The companies can optimize their inventories
and production capabilities by using just-in-time manufacturing and on-time
shipment so that they can control their costs and create a wider profit opportunity
for their organization. Now, e-manufacturing is seen as a core competency in which
companies can integrate all elements of their business in one solid framework.
4.2 WHY E-MANUFACTURING?
The main focus of a company for introducing an e-manufacturing strategy relies on
the competitive advantage it can gain. Specifically, manufacturers aim to improve
their efficiency in quality control, operations management and of resources, supply
chain management and visibility. By improving these aspects, companies will be
able to tailor their offerings of services and products to the requirements of the
customer, and will excel in performance. The following table shows the ongoing
problems in today‟s companies using the best manufacturing practices, and it also
shows the improvements with e-manufacturing.
Table 6. Comparison of traditional manufacturing and e-manufacturing.
Traditional Manufacturing E-Manufacturing
Parts with defects Less parts with defects
High downtime Low downtime
High energy use and cost Controlled energy use, reduced cost
Long changeover and ramp up time Shorter changeover and ramp up time
Long lead time for new product Short lead time for new product
realization realization
Slow decision making Fast decision making
Supply chain visibility Increased supply chain visibility
Among the important aspects of implementing e-manufacturing there are several
issues that are very important for a successful strategy. For example, having e-
manufacturing as part of the company‟s processes form an instant increase in the
exchange of all sort of information between the company and suppliers or
customers, specifically in the speed of the communication. This allows avoiding
problems at any kind of level with the customer, supplier, or anywhere along the
supply chain. Additionally, it is also important for companies that have outsourced
large parts of their operations, since it can communicate vital information in just
instants, therefore enhancing the decision making process. On a similar level, the
lead times for new product realization should be reduced to a minimum in order to
have the capability to react to the changing demand of different customers and
regions.
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20. 16
There are seven main benefits achieved by implementing the e-manufacturing
strategy to a company or enterprise. (Shivanand et al. 2008) These are:
Synchronization of the production processes with the business processes
Improving and consolidating the upstream information, material and work
flow
Automation of business processes inside the company
Increasing manager control providing more plant information and new
analysis tools
Integration of the design process among different units or companies
collaborating
Leveraging the bi-directional downstream information
Enhancing and enabling the collaborative maintenance and support for
manufacturing
4.3 EVOLUTION OF SUPPLIER SELECTION IN E-MANUFACTURING
Many authors have identified several criteria for supplier selection as these criteria
are vital in supplier evaluation and selection process since it helps to measure the
performance of supplier. However, the researched criteria mainly focus on tradition
manufacturing concept and e-manufacturing trend was not taken into consideration
during these researches. Nowadays, it is believed that e-manufacturing
distinguishes itself from traditional manufacturing by its characteristics and
capabilities. Thus, selection criteria must vary (Sridhar CNV et al. 2010).
The idea behind traditional manufacturing is to have a high level throughput
produced with a minimum amount of inventory. Usually, the fact of having a low
amount of inventory brings savings in warehousing costs. In order to guarantee a
successful strategy, several criteria should be satisfied. Quality is one of the most
important criteria of traditional management. Traditional manufacturing aims to
provide a high quality product by inspecting each part after it has been
manufactured. In case there is a defect, the production line is stopped to detect the
problem before it becomes bigger. The quality of the raw materials is also
thoroughly inspected in order to achieve a better product. Delivery times in
manufacturing depend from the just in time concept applied to purchasing,
manufacturing and distribution. In each of these stages, the raw materials, products,
and output are expected at a certain moment in order to avoid storage costs within
the company. As a result of saving on warehousing costs, the company will then
focus on the price of the product and try to eliminate any unnecessary costs to
reduce the production costs, and be able to reduce the customer price; for a better
competition in the market. The reputation and position of the company are an
important part of manufacturing since they help create a brand name and establish a
Tamur, O. Moncayo, A. Karakonstantis, G.
21. 17
domain over the market. It is always important to maintain a manufacturing
position since it can provide benefits when competing for the market. Additionally,
before globalization and the increase in global communication means, geographic
location was important for manufacturing since communicating and sharing
information with a supplier or customer was easier if they were physically close.
Transport costs were also cheaper, therefore, companies had the tendency to hire or
work with close suppliers and customers. Also, the manufacturing capabilities were
of great importance, since companies used to work with huge amounts of stocks
and products, thus making it very important to have the resources to manage these
stocks. Without these, the company loses productivity and competitive advantage
against rivals.
Figure 4. Evolution of supplier selection criteria in e-manufacturing environment.
E-Manufacturing is a business strategy for companies to be able to stay competitive
in current business environment. The main focus of e-manufacturing is to integrate
of all the elements of a business including suppliers, customer service network,
manufacturing enterprise, and plant floor assets with connectivity and intelligence
brought by the web-enabled and tether-free technologies which gained momentum
in the last decade.
Tamur, O. Moncayo, A. Karakonstantis, G.
22. 18
As seen in Figure 4, e-manufacturing forms a new perspective in supplier selection
criteria. The most important selection criteria in e-manufacturing are quality,
delivery time, price, reputation & position, lead time management and IT &
Communication systems. When compared to traditional manufacturing criteria, it is
seen that manufacturing capabilities and geographical location lost their importance
in the scale. The reason behind this argument is that e-manufacturing improved the
information sharing and internal communications of the organizations so that they
can work with less stock and be braver to pursue international opportunities by
relying on their business network. These trends increased the importance of lead
time management and IT & Communication systems. Lead time management
became more important in supplier selection because the business environment is
very dynamic and reacting to emerging trends is a key success factor nowadays. IT
& Communication systems also increased their popularity in supplier selection
since it is very critical in e-manufacturing concept to be able to share information
fast and efficiently. However quality, delivery time, price and reputation & position
are still keeping their position to be an important decisive factor in supplier
evolution because they have direct effect in cost and performance management of
an organization.
Currently many companies are basing their operations on traditional
manufacturing. However, when the company is very large enough and has the need
to increase supply chain visibility, as well as communication with suppliers and
customers, it fulfils the criteria to implement e-manufacturing. By implementing
this manufacturing, it can expect a drastic reduction of warehousing costs,
communication expenses, avoiding the excess of inventory and increasing the
production speed. All of these settings provide an increase in the productivity, a
decrease in the production cost and reduction of the sales cost for the customer.
Therefore, the company will offer a better product at a better price and this will be
reflected in the profitability of the company.
Tamur, O. Moncayo, A. Karakonstantis, G.
23. 19
5 CONCLUSION
Globalization trend has enabled new business opportunities for all companies
around the world. Many companies started to make business with suppliers from
abroad so that they can lower their costs and increase product quality. However,
this situation formed some challenges to companies as well in evaluating the best
supplier so that they can improve their performance. The supplier evaluation and
selection has always been one of the most important problems that companies need
to solve. The multi-criteria analysis methods can adapt to the needs of each
company and offer a reliable solution for this problem. Hence, these methods are
able to contribute significantly and improve the profitability of the buyer, if they
are used properly.
The objective of this paper was to highlight how efficient supplier selection can
provide business success and how the e-manufacturing trend affects the supplier
selection in current business environment. E-Manufacturing trend has plenty of
unique characteristics compared to traditional manufacturing so these aspects
should be taken into consideration before selecting a supplier to be able to get the
best performance and results.
Based on this research, this paper examines the concept of buyer-supplier relations
and how these relations affect the company‟s operations. Furthermore, the
evaluation and selection process has also become a very complex task for managers
in the modern business environment. Thus, the paper analyzes different criteria,
methods and models which are used in order to decide the most suitable supplier
for the company‟s operations. Multi-criteria methods are very popular and usually
provide the best results. Hence, they are also introduced and discussed in order to
acquire the basic knowledge regarding the supplier selection, so that the research
can proceed and analyze the case of e-manufacturing.
Finally this paper supports that e-manufacturing is a great opportunity for
companies in business nowadays. With the development in information technology,
it will keep on increasing its power and start to dominant the manufacturing
practices that are currently in use. Thus, companies should adapt to this trend and
alter their supplier selection criteria accordingly.
Tamur, O. Moncayo, A. Karakonstantis, G.
24. 20
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