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At Deere and Delphi, a $100,000 investment in supplier development yields at least three to ten times the original investment (Nelson, Moody, & Stegner, 2005). This illustrates that large firms adopted supplier development and it became strategic tool for them to improve quality, reduce cost and improve the delivery. The basic development process started with reduction in supplier base and then developing the remaining suppliers. Also it was adopted in service based companies from product based companies. But more focus was on the product based companies. Service based relies on the competitive pressure of market forces instigate supplier performance to a greater extent than product based firms and that then to use. In UK most companies rationalized or optimized their supple base to include fewer total suppliers. Western countries were not getting involved in direct supplier development; Japanese companies were successful because they were involved in direct supplier development. Toyota is purchasing product from the same supplier since 1937. GM adopted this strategic supplier development in Europe. Motorola and Ford also adopted similar kind of supplier development

Countries and large firms started to realize the benefits of supplier development, they recognized that supplier development must be worth if it's emerging everywhere in Japan. From the national perspective, benefits of supplier development were improvement in domestic suppliers, reduction in off shoring and increase in GDP (Krause & Ellram, 1997). From the corporate and large firm perspective, supplier development helped in improving quality, reliability and manufacturability of new design. Besides that supplier development also helped in knowledge sharing and improved collaboration. Furthermore responsiveness to customer needs and market dynamics also increased with supplier development (Krause & Ellram, 1997). The data gathered with 527 purchasing executives by (Krause D. R., Supplier development: Current practices and outcomes, 1997) revealed that supplier development attributed to timely delivery, completed orders, reduction in defects & scrap and reduced order cycle time. Research by (Blonska, Rozemeijer, & Wetzels) established that supplier development guide towards getting a preferential buyer status and supplier adaptability. Supplier adaptation is perceived as an attainment of a goal of supplier development aimed at supplier performance improvement (Blonska, Rozemeijer, & Wetzels). With help of two in depth case studies (Reed & Walsh, 2002) established that supplier development activities enhance technological capabilities in their suppliers. Also some of the firms expected technological improvement should follow from improved business processes. Supplier development also helped in developing mutual trust in between buyers and suppliers (Reed & Walsh, 2002). 

As mentioned earlier this increase in reliance was due to improvement in performance after implementing supplier development program. BMW strives to be 20% above industry average in quality performance. Management believed supplie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。