The Evaluation of Supplier Performance: A Case Study of Volvo Cars and its Module Suppliers

2003 ◽  
Vol 2 (3) ◽  
pp. 365-384 ◽  
Author(s):  
Peter Fredriksson ◽  
Luis Araujo
Keyword(s):  
Supplier Performance ◽  
Volvo Cars

The Evaluation of Supplier Performance - A Case Study Approach

2011 ◽  
Vol 211-212 ◽  
pp. 803-807
Author(s):  
Li Chuan Wang ◽  
Chwei Jen Fan ◽  
Huan Ming Chuang
Keyword(s):  
Business Intelligence ◽  
Evaluation System ◽  
System Model ◽  
Formal Concept ◽  
Supplier Evaluation ◽  
Material Management ◽  
Erp System ◽  
Study Approach ◽  
Supplier Performance

This study adopted business intelligence tools to implement a platform for supplier evaluation, bases on data from the material management module of its ERP system firstly, and tried to further improve the acceptance of the system. Qualitative research method was applied on this regard. Intensive interviews with members from procurement, quality assurance, and material management departments were conducted with interview framework established from Information System Model. The information garnered from the interviews was analyzed with Formal Concept Analysis (FCA). Major conclusions were used to improve the supplier evaluation system. Based on statistics data about system usage, the improvement gained significant success.

scholarly journals Supplier performance assessment

2019 ◽  
Vol 27 (2) ◽  
pp. 817-838 ◽  
Author(s):  
Kristina Romule ◽  
Ozlem Bak ◽  
Claudia Colicchia ◽  
Sarah Shaw
Keyword(s):  
Performance Assessment ◽  
Performance Measures ◽  
Content Type ◽  
Implementation Challenges ◽  
Academic Literature ◽  
Delivery Performance ◽  
Supplier Performance ◽  
Manufacturing Company ◽  
Internal Business Process

Purpose The discussion of supplier performance assessment and implementation challenges has been evidenced well in the academic literature. However, the analysis of supplier performance assessment has been limited in terms of inclusion of suppliers’ perspective, especially in terms of what key performance indicators they deem to be relevant and aligned with their goals. Therefore, the purpose of this paper is to shed light on supplier performance assessment, taking into account both manufacturing company’s and suppliers’ perspective, to evaluate to what extent the utilised performance measures are beneficial to all parties. Design/methodology/approach Based on literature review on supplier performance assessment, ten categories of performance measures were established and explored in a case study involving a UK manufacturing company and its suppliers. A questionnaire was distributed to the manufacturing company and their 30 suppliers, resulting with a total of 41 responses. Findings From the established ten categories only five categories were highly rated which were: net profits, flexibility and responsiveness, delivery performance and time and cycle time, product quality and availability, which were aligned to financial and internal business process categories. Research limitations/implications This study focused on a UK-based company and its relationship with its suppliers and how performance measures were assessed within this context. A further study needs to be conducted in terms of comparing the results of the study to other companies’ supplier performance assessment. Originality/value The research on the topic of supplier performance assessment often relates to measurement and highlights measures for assessing suppliers’ performance to a particular industry or area of performance measurement. Hence, this study embeds three distinctive angles including the academic literature on supplier performance assessment, suppliers’ and the manufacturing company’s perspectives.

Semantic Supplier Contract Monitoring and Execution DSS Architecture

2010 ◽  
pp. 235-260
Author(s):  
A. F. Salam
Keyword(s):  
Decision Support ◽  
Business Case ◽  
Critical Issue ◽  
Extended Enterprise ◽  
Legal Documents ◽  
Supplier Performance ◽  
Business Case Study ◽  
Service Oriented ◽  
Contractual Obligations

This research is motivated by the critical problem of stark incompatibility between the contractual clauses (typically buried in legal documents) and the myriad of performance measures used to evaluate and reward (or penalize) supply participants in the extended enterprise. This difference between what is contractually expected and what is actually performed in addition to the lack of transparency of what is measured and how those measures relate to the contractual obligations make it difficult, error prone and confusing for different partner organizations. To address this critical issue, in this article, we present a supplier performance contract monitoring and execution decision support architecture and its prototype implementation using a business case study. We use the SWRL extension of OWL-DL to represent contract conditions and rules as part of the ontology and then use the Jess Rule Reasoner to execute the contract rules integrating with Service Oriented Computing to provide decision support to managers in the extended enterprise.

Evaluation of Supplier Performance and Efficiency

2017 ◽  
pp. 184-216
Author(s):  
Chandra Sekhar Patro
Keyword(s):  
Decision Making ◽  
Data Envelopment Analysis ◽  
Relative Efficiency ◽  
Efficient Frontier ◽  
Business Environment ◽  
Vital Role ◽  
Data Envelopment ◽  
Supplier Performance ◽  
Decision Making Units

In the present competitive business environment, it is essential for the management of any organisation to take wise decisions regarding supplier evaluation. It plays a vital role in establishing an effective supply chain for any organisation. Most of the experts agreed that there is no one best way to evaluate the suppliers and different organizations use different approaches for evaluating supplier efficiency. The overall objective of any approach is to reduce purchase risk and maximize overall value to the purchaser. In this paper Data Envelopment Analysis (DEA) technique is developed to evaluate the supplier efficiency for an organisation. DEA is a multifactor productivity technique to measure the relative efficiency of the decision making units. The super efficiency method of DEA provides a way, which indicates the extent to which the efficient suppliers exceed the efficient frontier formed by other efficient suppliers. A case study is undertaken to evaluate the supplier performance and efficiency using DEA approach.

Survey of IT Outstanding Experiences in US and UK Organizations

2002 ◽  
pp. 160-189
Author(s):  
Mary Cecelia Lacity ◽  
Leslie P. Willcocks
Keyword(s):  
Information Technology ◽  
Case Study Research ◽  
Report Card ◽  
It Outsourcing ◽  
It Infrastructure ◽  
Help Desk ◽  
Supplier Performance ◽  
The Usa ◽  
Market Practices

The global IT outsourcing market is estimated to exceed $121 billion by the year 2001. To assess current market practices and experiences, a survey was distributed to 600 US and UK CIOs. The 101 US and UK respondents are generally pleased with information technology (IT) outsourcing. In particular, respondents rated overall supplier performance as “good,” respondents mostly realized the benefits they expected from IT outsourcing, and respondents characterized the majority of problems/issues as only “minor” in nature. The healthy IT outsourcing report card is likely explained by the scope and type of IT outsourcing practiced by responding organizations. The vast majority of respondents pursue selective outsourcing which is less risky than total outsourcing. Most respondents also use multiple suppliers rather than a single supplier, which allows for best-of-breed supplier selection. The healthy report card may also be explained by the types of IT activities selected for outsourcing. Respondents generally targeted IT infrastructure activities—such as disaster recovery, mainframe operations, network management, midrange operations, PC support, and help desk operations—rather than IT development or IT strategy. UK and US practices and outcomes were very similar, although a few exceptions are noteworthy. On average, UK organizations (30%) totally insourced IT more frequently than US organizations (8%). US organizations (29%) more frequently used a single supplier than UK organizations (9%). UK organizations (50%) use only one stakeholder to negotiate/define contracts compared to US organizations (9%). Differences may be explained by a more matured approach to outsourcing in the USA together with the higher preponderance of larger deals and organizations studied. Findings are compared to prior survey and case study research.

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