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...

Supplier selection plays an important role in the supply chain management and traditional criteria such as price, quality, and flexibility are considered for supplier performance evaluation in researches. In recent years sustainability has received more attention in the supply chain management literature with triple bottom line (TBL) describing the sustainability in supply chain management with...

Today supplier selection is a critical and demanding process for the industry, which provides the company with the accurate product/raw material and/or services at the right price at the right time and in the required quantities. Consequently, supplier selection become very important for maintaining planned association. The objective of this paper is to introduce a method of supplier selection ...

Consider a two-level inventory system consisting of one supplier and one retailer. The retailer faces a Poisson demand with a known rate and applies base stock (one-for-one ordering) policy. That is, his inventory position is set to a pre-determined level, so the demand pattern is transferred exactly to the supplier. The supplier has an inventory system and a service unit with exponentially dis...

Supplier selection and evaluation is increasingly seen as a strategic issue for companies. Unlike the past, an emerging trend is to select suppliers where a long-term relationship is desired and supplier involvement in product development is required and to sort suppliers into categories based on performances. This paper describes a supplier evaluation and management methodology for strategic s...

W e consider a supply chain with a supplier that sells to a retailer under a revenue-sharing arrangement. Demand is uncertain and unobservable to the supplier. We assume that the retailer is rational, that is, the retailer behaves opportunistically and underreports sales revenues to the supplier whenever such underreporting is profitable. Assuming the supplier has the ability to audit the retai...

In this paper we consider a two-echelon supply chain system consisting of a supplier and a retailer. The supplier has an inventory system and a service unit to process the orders received from the retailer. Demands arrive to the retailer according to a Poisson process. Both supplier and retailer apply one-for-one ordering policy. The supplier’s lead time and the service time of his service unit...

Recent years have witness the pervasive supply disruptions and their impacts on supply chain performance. We investigate single or dual sourcing emergency model with partial supply disruptions. Introducing the concept of disruption proportion and delivery allocation, we first explore partial interrupted proportion of main supplier and delivery proportion of backup supplier. Under partial disrup...

This paper presents a critique of the normative, buyer-supplier literature and in addition suggests that the more empirically-based literature needs to expand its scope of attention beyond its traditional confines of attention. Four main deficiencies are identified within much of the existing buyer-supplier literature. Firstly, collaborative buyer-supplier theories fail to discriminate sufficie...

With the development of e-commerce, many wholesale suppliers establish direct channels competing with their retailers. Such competition is often referred to as supplier encroachment. Previous studies assume the perfect rationality of retailers. However, supplier encroachment may trigger the fairness concerns of the retailers as a supplier is also a competitor of its retailer if the supplier enc...