We construct network centrality measures for customer and supplier industries in the U.S. economy. Consistent with Ahern, et al. (2014), we find central suppliers have higher levels of systematic risk than central customers and therefore more exposed to sectoral shocks. We posit that central suppliers have incentives to channel funds to their customers via trade credit. Our empirical results ar...

a r t i c l e i n f o Keywords: Supplier management Supplier development Preferred customer PLS Reliance on few competent suppliers has driven companies to be more involved in their suppliers' activities. Supplier development (SD) is a supplier management practice implemented with strategic suppliers. Whereas research adopting the customer's standpoint indicates that SD activities have a positi...

Process of purchase or supply is one of the most important factors of competitiveness of companies. Therefore, the supply managers of companies are expected to select and evaluate the suppliers, to provide the company needs. Evaluation of suppliers based on only one factor is not possible and it is necessary to adopt a method that several factors simultaneously be evaluated. Suppliers can be ev...

We study the effects of credit risk in a supply chain where one retailer deals with competing risky suppliers who may default during their production lead-times. The suppliers, who compete for business with the retailer by establishing wholesale prices, are leaders in a Stackelberg game with the retailer. The retailer, facing uncertain future demand, chooses order quantities while weighing the ...

It is not possible for any organization and/or nation to move alone in the global village and especially with rapid changes in technology and globalization of markets; it has become very difficult for organizations to “go it alone”. World-class companies, therefore, seek to enhance competitive performance by effectively linking them with the external operations of supply chain members. Future c...

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