SD1 Supplier Evaluation
Wagner & Krause (2009): Supplier evaluation and feedback efforts represent evaluations of a supplier’s quality, delivery, cost, and service performance, and other facets of performance the buying firm may deem important.
SD2 Supplier Training
Carr et al. (2008): The buyer may send its employees to the supplier’s facility to offer training or the buyer may invite the supplier to participate in training that is offered at its facilities;
Lo & Yeung (2006): The buyer provides training and education for suppliers to improve their performance
SD3 Direct Incentive Joshi (2009): The tools that are “designed to induce suppliers to improve their performance based on a desire for increased business with the firm” (Krause et al., 2000; p. 36)
SD4 Performance Expectation
Humphreys et al. (2004): buyer’s expectation for supplier performance improvement; Increasing supplier performance goals is an efficient way of motivating suppliers since without the urging of buyers, suppliers are not likely to initiate programs designed to enhance performance
Powell (1995): Requiring suppliers to meet stricter Quality specification SD5 Financial
Assistance
Abdullah et al. (2008): providing soft loans to start production, as well as commercial loans for other purposes including purchase of machinery, advances against payments and the like
SD6 Physical Asset Support
Li et al. (2007): provide this supplier with equipment or tools for process improvement (provide this supplier with capital for new investments at their facilities
SD7 Technical Assistance
Abdullah et al. (2008): Technical assistance in terms of automation and modernization of machinery, upgrading of tooling and equipment, facilitating technical agreements, and the like
SD8 Managerial Assistance
Abdullah et al. (2008): Provide Management related assistance
Kim (2006): Provide managerial guidance/procedures to improve suppliers’ performance
SD9 Information Sharing
Krause et al. (2007): The degree to which each party discloses information that may facilitate the other party’s activities supplier evaluation and more ‘‘direct involvement’’ supplier development activities
Li et al. (2007): The extent to which critical and proprietary information is communicated to one’s supply chain partner
SD10 Supplier Rating Wen-li et al. (2003): Evaluate suppliers through a supplier rating system SD11 Supplier
Involvement
Humphreys et al., (2004), Sanchez-Rodriguez (2009): involvement of the supplier in the buyer’s new product design process
SD12 Plant Visit Krause et al. (2007): Regular visits to the supplier by the buying firm’s [engineering] personnel.
Krause (1997): Site visits by your firm to supplier’s premises to help supplier improve its performance
SD13 Invite Supplier to Visit
Lee & Humphreys (2007): inviting the personnel of the supplier to visit the buyer’s own plant.
Krause (1997): Inviting supplier’s personnel to your site to increase their awareness of how their product is used
SD14 Dynamic Communication
Humphreys et al (2004): Open and frequent communication between buying firm’s personnel and their suppliers was identified as a key approach in motivating suppliers
SD15 Supplier Certification
Modi & Mabert (2007): the use of [supplier certification program] to certify this supplier’s quality;
Krause & Scannell (2002): Use of a supplier certification program to certify supplier’s quality, thus making incoming inspection unnecessary
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Pressure
Modi & Mabert (2007): Use multiple suppliers for the purchased item to create competitive pressure
Krause & Scannell (2002), Krause et al. (2000): Use of two or more suppliers for this purchased item to create competition among suppliers
SD17 Co-Location Ragatz et al. (1997): Co-location of buyer/seller personnel
Li et al. (2007), Humphreys et al. (2004), Wen-li et al. (2003): Assign support personnel to the supplier’s facilities
Krause et al. (2007): the allocation of personnel to improve the supplier’s skill base
SD18 Supplier Council Fawcett et al. (2006): The supplier council is composed of a dozen senior level company managers and 16 senior executives from highly valued suppliers SD19 Quality-focused
Supplier Selection
Shin et al. (2000): Quality focus’ meaning that quality performance is the number one priority in selecting suppliers
Forker & Stannack (2000): the importance of quality (versus price or schedule) is greatest in their supplier selection decisions
Ahire et al. (1996): Quality is considered as a more important criterion than price in selecting supplier
SD20 Increase Supplier Intensity
Foster Jr & Ogden (2008): narrowing the numbers of suppliers Kaynak (2005): Reduce the number of suppliers
Shin et al. (2000): Rely on a small number of high quality suppliers Forker & Stannack (2000): Reliance on a few dependable suppliers SD21 Community of
Suppliers
Sako (1999): A platform or network, set up by the buyer, for suppliers to facilitate supplier learning ongoing communication
SD22 Promise of Business
Modi & Mabert (2007): a promise consideration for improved business in the future
Krause & Scannell (2002), Krause & Ellram (1997a), Krause (1997): a promise of future business or current benefits
Forker & Stannack (2000), Forker et al. (1999), Forker (1997): a promise of extension of long-term contracts to suppliers
SD23 Supply Rationalization
Langfield-Smith & Greenwood (1998): Supply Rationalization program focuses on developing a core family of suppliers that are more competitive (usually using supplier base reduction).
SD24 Quality Assurance
Dong et al. (2001): Quality assurance programs help improve suppliers’ product quality and facilitate JIT manufacturing
Tan et al. (1999): the use of quality assurance programs for monitoring supplier's processes and products
SD25 Employee Exchange
Wagner & Krause (2009): Employee Exchange consists of various ways to co- locate either buying firm or supplier firm employees so that they are able to learn from each other and communicate face-to-face and share even more tacit information during their residence with the other firm
SD26 Clear
Specification
Forker & Stannack (2000): Clarity of specifications provided to its suppliers by this customer
Powell (1995): Requiring suppliers to meet stricter Quality specifications SD27 Trust Building Li et al. (2007): The buyer’s trust in the information suppliers shared and
suppliers’ commitment. Ahire et al. (1996): Develop a long-term relationship with suppliers
Lo & Yeung (2006): Credibility is the proactive attitude of a company towards supplier development. Ragatz et al. (1997): Formal trust development process/practices
SD28 Evaluation Feedback
Sanchez-Rodriguez et al. (2005): Report supplier evaluation results to suppliers Wagner & Krause (2009): Provide suppliers with the feedback about their performance
Oh & Rhee (2008): Inform evaluation results after evaluating suppliers
Modi & Mabert (2007) , Krause et al. (2007): Provide feedback about results of the evaluation
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SD29 Joint Action Lettice et al. (2010): Work with supplier to improve performance, solve problems and build up their business
Ghijsen et al. (2010): Collaboration with suppliers in performance improvement
McGovern & Hicks (2006): build/form collaborative relationship with suppliers Narasimhan et al. (2008): Joint problem solving with suppliers
SD30 Buyer’s Involvement
Simpson & Power (2005): Buyer’s involvement in the process of suppliers’ performance improvement
Forker et al. (1999): Involvement with supplier’s product development process Monczka et al. (1998): Participate in supplier’s planning and goal-setting activities
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Appendix III: Cover Letter & Survey to SD Scholars