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r development made it possible to attain that quality standard and increase in revenue (Rhodes, Warren, & Carter, 2006). Also in Honda dramatic improvement was seen in product quality since Honda began to develop suppliers in North America, In 1985 quality level was 7000 parts defective per million and In 1995 quality level was increased to 100 defective parts per million (Berlow, 1995). A team of purchasing professionals from Honda of America worked with 12 stamping suppliers to reduce cost by $4million in six months in 1995 with its supplier development efforts (Berlow, 1995).

In the context of supplier development, suppliers and buyers state that they want to practice more supplier development methods to enjoy its benefits but there are myriads of barriers that hinder the effective supplier development strategies. Research by (Lascelles & Dale, 1989) utilizing survey responses from UK based suppliers to 3 major customers in automotive industry illustrated that poor communication and feedback, unstructured quality improvement programs, credibility of buyers, misconception regarding purchasing power and supplier satisfaction are the foremost barriers in the supplier development programs. Also in an empirical study with 89 minority goods and service providers (Krause, Ragatz, & Hughley, Supplier development from the minority supplier's perspective, 1999) demonstrated that the main barriers towards minority owned supplier development are poor communication, non-profit situation and racial biases. 

Results also indicated that small minority owned suppliers were less positive about supplier development activities as compared to large minority owned suppliers (Novak, 2008). Survey by (Handfield, Krause, Scannel, & Monczka, 2000) on supplier development strategies with 84 companies established several other barriers apart from already mentioned that deter supplier development strategies. It includes Lack of supplier commitment, insufficient supplier resources, lack of trust, and poor alignment of organizational cultures, unsupportive upper management and insufficient inducement to suppliers. Research by (McDuffie & Helper, 1997) established that supplier development might fail if suppliers are not having a strong identification or if suppliers are not dependent on buyers. It will show the way to break down in learning relationship. Another major barrier towards supplier development program found from research by (Forker, Ruch, & Hershauer, 1999) is difference between perceptions of buyer and suppliers about supplier development practices. These differences in perception are due to disparity in understanding in preference, intention, and process of supplier development program (Forker, Ruch, & Hershauer, 1999). Supplier might agree initially for the proposal but later fail to implement due to difference in understanding. This problem can be cured with the help of clarification of issues.

Researchers came up with number of conceptual models for building solutions to overcome these barriers. A ten step generic process model was developed based on the examination of in-depth response to open ended survey questions. Such a model was a step towards strategic supplier development. It was ranging from identification of critical commoditi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。