英语论文网

role in transformation during supplier development efforts. The main factors which were found to be of extreme importance to supplier development are: Strategic processing, Upper management involvement, Long term commitment/Rewards, Supplier commitment and Effective communication. The literature review validated all the success factors stated by interviewees.

Strategic process emphasizes strong supplier development efforts to improve alignment in the suppliers (Handfield, Krause, Scannel, & Monczka, 2000). Firms approaching strategic supplier development focus on classifying critical commodities with the intent to create a world class supply base. In contrast firms taking reactive approach are motivated by supplier non-performance including defects, delays or poor services. (Krause, Handfield, & Scannell, An empirical investigation of supplier development: reactive and strategic processes, 1998). Scope of strategic process focuses on whole supply base where in reactive approach focus is on eliminating specific supplier deficiencies. Also strategic processing encourages development of suppliers by closer collaboration between both the parties and upper management involvement. Development of whole supply chain is impossible without strategic approach (Monnczka, Trent, & Callahan, 1993). Thus with the support of interview and literature review following hypotheses were proposed:

Strategic processing plays a positive role in success of supplier development.

Strategic processing plays a positive role in upper management involvement.

Strategic processing plays a positive role in supplier recognition in form of long term contracts.

Many interviewed managers stated that managers of suppliers were not willing to accept help in form of supplier development. The reason behind that is suppliers do not see the value addition with the development program (Handfield, Krause, Scannel, & Monczka, 2000). The reason for this perception is lack of communication which can be overcome by upper management involvement. Upper management is mainly responsible within company to remain competitive in the marketplace (Krause & Ellram, Critical elements of supplier development, 1997). Upper management initiates effective communication within suppliers and buyers followed by successful supplier development program. Thus the following hypotheses were proposed:

Upper management involvement plays a positive role in enhancing communication

Upper management involvement plays a positive role success of supplier development process.

In any chain network especially supply chain network commitment of buyer depends on suppliers commitment (Anderson & Weitz, 1992).Thus lack of commitment from the supplier side leads to failure of supplier development programs (Lascelles & Dale, 1989) . Here in this study the supplier commitment is defined as the degree with which the supplier is obligated to continue the supplier development program. In early meeting with supplier top managers, a buyer team must clearly delineate potential rewards for the supplier organization otherwise suppliers won't be fully committed to the effort (Handfield, Krause, Scannel, & 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。