Supplier selection is a major strategy for manufacture to run the production process smoothly. Supplier categorization, selection and performance evaluation are decisions of strategic importance to companies. Global competition, mass customization, high customer expectations and harsh economic conditions are forcing companies to rely on external suppliers to contribute a larger portion of parts...

One great challenge for OEMs is to manage the complex supply processes. In order to reduce this complexity, they could integrate large suppliers into so-called Automotive Supplier Parks. In the end, large suppliers would have many small one-to-one plants in Supplier Parks with low economies of scale and high costs. This paper illustrates the key problems of traditional Supplier Parks and presen...

Research on supplier satisfaction in buyer–supplier relationships has been primarily conceptual. One purpose of the research described in this paper is to empirically test the influences of supply chain power on supplier satisfaction. Exploration of the effects of power on factors of supplier satisfaction will provide the key to understanding the power-satisfaction link in supply chain relation...

This paper is a commentary to the paper by Hammervoll published in this issue, which discusses the management of value creation in exchange relationships. His paper conceptualizes three particular types of interaction: unilateral supplier learning, unilateral supplier development and bilateral learning, and reports on a Norwegian survey to identify links between relationship governance, value c...

Introduction Supplier development and management systems of U.S. aircraft manufacturers have evolved rapidly during the 1990s in an environment of reduced military procurement and a worldwide slump in commercial aircraft sales. The result has been an ongoing restructuring within the aircraft industry supplier base, with significant implications for customer-supplier relationships and, potential...

Previous studies suggest that information technology (IT) is critical to the development of collaboration between supply chain partners. Our study posits that the effect of IT is not predetermined by its technological capabilities. Rather, its effect on interorganizational collaboration is the emergent properties of the interplay between IT and existing relationships between partners. Based on ...

We study a supply chain with two suppliers competing over a contract to supply components to a manufacturer. One of the suppliers is a big company for whom the manufacturer’s business constitutes a small part of his business. The other supplier is a small company for whom the manufacturer’s business constitutes a large portion of his business. We analyze the problem from the perspective of the ...

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0377-2217/$ see front matter 2010 Elsevier B.V. A doi:10.1016/j.ejor.2010.03.012 * Corresponding author. E-mail addresses: [email protected] (H. Xu), shinin [email protected] (S.-h. Ma), mskklai@cityu We investigate a contract setting problem faced by a manufacturer who can procure major modules from an overseas supplier, as well as a local supplier. The overseas supplier is prime and of...

We consider a supply chain in which a single supplier with fixed capacity sells to several independent retailers or manufacturers. The retailers have private information about their individual markets (e.g., mean market demand), which influences the size of their orders to the supplier. If the sum of all retailer orders exceeds the supplier’s capacity, the supplier uses a pre-declared rule, whi...