Supply chain coordination voyage towards supplier relationship management: a critical review

2018 ◽  
Vol 11 (5) ◽  
pp. 586
Author(s):  
Aishwarya Dash ◽  
Ranjit Kumar Das ◽  
Sushanta Tripathy ◽  
Sudarson Nayak
Keyword(s):  
Supply Chain ◽  
Critical Review ◽  
Supply Chain Coordination ◽  
Relationship Management ◽  
Supplier Relationship Management ◽  
Supplier Relationship

scholarly journals Influence of Information Quality on Retailer Satisfaction through Supply Chain Flexibility and Supplier Relationship Management in the Retail Industry

2020 ◽  
Vol 22 (2) ◽  
pp. 93-102
Author(s):  
Ardiono Putra ◽  
Zeplin Jiwa Husada Tarigan ◽  
Hotlan Siagian
Keyword(s):  
Supply Chain ◽  
Information Quality ◽  
Relationship Management ◽  
Supplier Relationship Management ◽  
Chain Flexibility ◽  
Building Relationships ◽  
Supply Chain Flexibility ◽  
South Sulawesi ◽  
Version 2.0 ◽  
Supplier Relationship

Businesses always compete to improve customer satisfaction. A firm engaged in as a distributor as well, always try to provide satisfaction to their customer, in this case, retailer and wholesales. The distributor can improve retailer satisfaction by providing such information that suits retailer requirements in the pursuit that the supply chain flow can move quickly, particularly on the flow of products from the manufacturing ordered by the distributors. This study aims to obtain a relationship between distributors and retailer companies. This study surveyed 100 retailers, and wholesale companies engaged in Fast Moving Consumer Goods (FMCG) and the supplier domiciled in the city of Makassar, South Sulawesi, with revenues of more than IDR 300,000,000. - / year. SmartPLS software version 2.0 was used to test the hypothesis. The results of the study found that information quality can provide a positive increase in improving supplier relationship management. Adequate information quality cannot significantly increase supply chain flexibility and retailer satisfaction. Supplier relationship management built by distributors can have an impact of 0.611 on supply chain flexibility in retail and retail satisfaction companies of 0.367. The stronger distributor and retailer relationship can increase distributor flexibility and retail satisfaction. Supply chain flexibility built by distributor companies can have a significant impact on retailer satisfaction of 0.463. This research provides an improvement in the development of supply chain management theory, in particular, building relationships with customers.

Supplier relationship management leverages intellectual capital for increased competitive advantage

2005 ◽  
Vol 5 (1) ◽  
Author(s):  
C. R. Van Zyl
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Relationship Management ◽  
Successful Implementation ◽  
Supplier Relationship Management ◽  
Supplier Relationships ◽  
Supply Chain Efficiency ◽  
Business Cases ◽  
Supplier Relationship

The main purpose of this article is to demonstrate how supplier relationship management (SRM) enables the capture and creation of intellectual capital, thereby attaining and sustaining a strategic competitive advantage and increasing supply chain profitability. In order to achieve this purpose, a large part of the article is devoted to exploring the relatively new and unknown field of SRM. It is shown that an organisation must possess a thorough understanding of good supplier characteristics and of the drivers, benefits and requirements for the successful implementation of SRM, in order to enable that organisation to leverage their supplier relationships to ensure the capture of supplier expertise, patents, experiences etc. (i.e. their intellectual capital). The article then explores how the integration of technology in SRM applications can improve the efficiency of supplier collaboration and intellectual capital capture and creation. It is then demonstrated how efficient and collaborative supplier relationships improve supply chain profitability and competitiveness. Lastly, the article explores the implementation pitfalls and trends of SRM that must be constantly considered and monitored by an organisation in order to continually capture and create intellectual capital and reap the full benefits of SRM. This exploration involved an examination of contemporary literature, theories and business cases and subsequently revealed that SRM is a vital discipline/philosophy that must be implemented by any organisation wishing to achieve greater supply chain efficiency and competitiveness. This competitiveness can only be achieved through the mutual unlocking, sharing and leveraging of intellectual capital.

Buyer’s dependence in value creating supplier relationships

2015 ◽  
Vol 20 (2) ◽  
pp. 151-162 ◽  
Author(s):  
Anni-Kaisa Kähkönen ◽  
Katrina Lintukangas ◽  
Jukka Hallikas
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Value Creation ◽  
Relationship Management ◽  
Supplier Relationship Management ◽  
Supplier Relationships ◽  
Content Type ◽  
Research Gap ◽  
Power And Dependence ◽  
Supplier Relationship

Purpose – The purpose of this paper is to examine what kind of supplier relationship management activities can be seen as value-creating activities and how those might affect the buyer’s dependence on its suppliers. Power and dependence provide specific insights into the supplier relationship management and value creation in supply chains. Design/methodology/approach – The study utilizes a survey data with 165 cases collected in Finland. The concepts are tested by means of regression analysis. Findings – The findings of the study indicate that the value-creating activities of inter-firm learning and early supplier involvement increase buyer’s dependence, but a supplier orientation does not have similar effects. Practical implications – The results have implications for supply chain managers and practitioners in terms of shedding light on the approaches of dependence and value creation at the same time. Managers need to understand the factors that create dependence, but which also have a substantial influence on value creation in supply chains and networks. Originality/value – The literature review reveals that the supply chain situations in which the supplier is strategically important and its role in the value-creation process is significant, and when the buyer is dependent on the supplier, have rarely been discussed. Moreover, by focusing on the supplier relationship management activities that can be seen as value-creating activities and by combining this to the dependence perspective, this study aims to narrow the research gap identified from the previous research.

scholarly journals The importance of key supplier relationship management in supply chains

2016 ◽  
Vol 44 (2) ◽  
pp. 109-123 ◽  
Author(s):  
Christoph Teller ◽  
Herbert Kotzab ◽  
David B. Grant ◽  
Christina Holweg
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Structural Equation ◽  
Business Processes ◽  
Relationship Management ◽  
Supplier Relationship Management ◽  
Content Type ◽  
Internal Resources ◽  
The Impact ◽  
Supplier Relationship

Purpose – The purpose of this paper is to investigate the impact of key supplier relationship management (KSRM) – understood as an aggregated supply chain management (SCM) process in the upstream direction – on the overall level of the execution of SCM within organizations. Design/methodology/approach – A conceptual model is developed from a theoretical framework and proposes the capability to do KSRM as a mediator between internal and external SCM resources and SCM execution. A survey of 174 managers representing different supply chain stages is used to test the model through variance-based structural equation modelling. Findings – The findings reveal that external SCM resources directly affect the capability to do KSRM. Nevertheless, internal resources show a considerable indirect impact through external resources and can thus be considered an indirect determinant. The capability to do KSRM in turn impacts upon the level of SCM execution, measured in terms of the integration of business processes, directly and substantially, as well as mediating the effect between SCM resources and the level of SCM execution. Originality/value – The main contribution of this paper is to empirically demonstrate the potential of KSRM for enhancing the level of SCM execution within organizations and consequently the level of integration in supply chains, leading to higher customer and shareholder value.

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