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This paper aims to empirically test the relationship between supplier relations and satisfaction with overall supplier performance in a services context at a process level of analysis.

Two hypotheses are developed, one predicting a positive relationship between a multi‐dimensional construct of supplier relations and satisfaction with overall supplier performance, and one five‐part hypothesis predicting positive relationships between the underlying components of supplier relations and satisfaction with overall supplier performance. Using a sample of 108 financial services processes, the first hypothesis is tested using regression analysis, and the second hypothesis is tested using correlation analysis.

After controlling for supplier efficiency and responsiveness, use of information technology, electronic information‐sharing, supplier type, and firm size, better supplier relations are associated with satisfaction with overall supplier performance. However, while the “partnering” components of the relationship (i.e. cooperation and long‐term commitment) are correlated with satisfaction with overall supplier performance, the “operational” components of the relationship (i.e. high degree of coordination, information‐sharing, and feedback) are not.

Limited informant population, primarily single respondents, some single‐item variables.

The research results suggest not only the importance of improving overall supplier relations, but also the particular benefits of building partnerships within the service supply chain through co‐operation and long‐term commitment in order to increase satisfaction with overall supplier performance.

Unlike most empirical supply chain management studies, which use data from manufacturers at the strategic business unit or firm level, and recognizing that services and manufacturers differ in certain respects that are salient for supply chain management, this study uses data from a services industry (i.e. financial services) collected at the process level and provides unique insights into services and process level supply chain management.

This article is about managing industrial buyer‐supplier relations as seen from the customer perspective. Two successful examples of supplier network management are described, and the limits to broader applicability of these supply management principles discussed. Next the focus is on managing the dyadic relation. Contributions from four of the most influential groups of researchers on the subject are overviewed. Empirical findings from a case study from industry are presented, leading to a short conceptual presentation of an alternative supply management approach. The empirical contribution comes from two case studies carried out at the Danish industrial company Danfoss Drives, which produces frequency converters and is a division of the Danfoss industrial corporation. One case study is about the characteristics of a supplier network supplying aluminum components to Danfoss Drives. The other is about the evolution of one of the industrial buyer‐supplier relations in the aluminum network – between Danfoss Drives and a supplier of extruded aluminum components.

Manufacturer price reduction pressure on suppliers is an important contributor to helping a manufacturer maintain a strong competitive position by keeping costs low. The benefits of trusting supplier working relations also help strengthen a manufacturer's competitive position. The purpose of this paper is to determine if manufacturer price reduction pressure and trusting working relations with the pressured suppliers, typically considered to be mutually exclusive, can co‐exist.

A structural equation modeling approach was used to analyze data covering 946 production buying situations involving 279 suppliers and six NA automotive OEMs.

Manufacturer price reduction pressure and trusting working relations with the pressured suppliers, are not mutually exclusive, they can co‐exist.

The research found that it is not the pressure that impacts the manufacturer – supplier relations, but rather it is the manner by which the manufacturer goes about pressuring its suppliers that impacts its supplier working relations. The research, however, does not directly address how a manufacturer can achieve both ends simultaneously.

Manufacturers no longer have to choose between exerting price reduction pressures on suppliers or working to achieve trusting relations with suppliers. They can successfully do both. At the same time, suppliers must recognize that these conditions may occur and when applied simultaneously ultimately benefit both parties.

This research adds to the critically under‐researched B2B pricing processes and pricing impact areas, while helping to influence managerial actions, an area in which academic B2B research is considered to be lacking.

This paper explores what suppliers and customers do in order to integrate their operations across the supply chain. It also identifies on what contextual factors these specific CSI practices are contingent.

The paper uses the multiple case study methodology as a basis for theory formulation. Insights from nine cases of OEM‐supplier relationships in the Italian high precision air conditioning industry are used to address the research questions and formulate theoretical propositions.

The paper develops four theoretical propositions derived from a framework that identifies four CSI forms contingent on two contextual variables – the value impact of goods purchased from each supplier and the degree of purchasing goods customization.

This paper provides a framework that advances the understanding of effective supplier relations management in two ways. Firstly, it gets over the traditional dichotomy between arm's length relationships and strategic partnerships by identifying a more articulated typology of CSI forms. Secondly, it characterizes each of the four CSI forms in terms of the practices buyers and suppliers apply to manage four key business processes.

The paper provides a template to configure integration in customer‐supplier relations and suggests the different mix of integrative practices business partners should use in diverse supply chain environments.

The proposed framework improves existing theory that either considers one single aspect of customer‐supplier relations (i.e. pricing, logistics, or new product development) or interprets interfirm collaboration as a single dimension phenomenon.

Describes the utility of supply chain partnerships as a mechanism for the diffusion of change in employee relations. Uses case study and survey evidence to explain the means by which this can be achieved. Examines data relating to both customer and supplier organizations in the manufacturing sector. Concludes that the customer‐supplier relationship can act as an agent of change in human resource management, particularly as they do not need to be artificially created, and can reach “peripheral” as well as “core” firms. Suggests that the local economic development agencies may be able to encourage the formation of networks of organizations in a particular industry and promote the spread of innovations in employee relations in this way.

The study aims to establish an impact of supplier relationship and information and communication technology through purchasing practices on firm performance.

Review of relevant literature resulted in constructs, namely, supplier relationships, information and communication technology, purchasing practices and firm performance. A survey of 179 manufacturing companies through structured questionnaire was conducted. The responses were analysed through structural equation modelling using the partial least squares method.

It is observed that the firm performance is directly influenced by purchasing practices and indirectly by supplier relationships and information technology. The use of information technology in materials management affects supplier relationships and purchasing practices both.

The study provides a model for purchasing practitioners by highlighting the importance of supplier relationship management. Though the firms are running after improving technology, it can only affect firm performance through proper purchasing practices.

The study provides empirical evidence to the practical notions that exist in purchasing practitioners.

The purpose of this paper is to assess the quality practices of European pharmaceutical manufacturers to determine the level of readiness of this industrial sector to implement and/or sustain lean manufacturing (LM).

An assessment framework developed by Al-Najem et al. (2013) was adapted to evaluate how ready European pharmaceutical manufacturers are to implement and/or sustain LM. Therefore, the lean readiness (LR) level of these organisations was assessed through six quality practices related to LM. These included: processes, planning and control, human resources, top management and leadership, customer relations, and supplier relations. One research question and three hypotheses were formulated and tested using a combination of descriptive statistics and non-parametric Mann-Whitney tests. Data were collected through a survey questionnaire distributed to 310 European pharmaceutical manufacturers and responded by 37 of these organisations.

Overall, the results of this study indicate an inadequate level of LR for the participating firms. Simultaneously, it was concluded that factors such as company size, type of relationships with suppliers and ISO 9000 certification do not have an effect on the quality practices, and hence LR level, of European pharmaceutical manufacturing organisations.

This study provides crucial information regarding the LR level of European pharmaceutical manufacturers, which can now be aware of the areas in their practices that require further improvement towards a successful lean journey. Simultaneously, organisations in the pharmaceutical sector that intend to implement LM can consider the results of this study and evaluate their readiness level. Managers can, therefore, refer to this research and use it as a platform to take better decisions regarding what quality aspects of their operations need to be enhanced to successfully deploy or sustain a lean strategy.

This research is one of the very few studies that have focussed on evaluating whether the European pharmaceutical manufacturing industry is ready to successfully implement or sustain LM. Therefore, this research expands the limited existent body of knowledge of LM in this industry.

The purpose of this paper is to determine agile supply chain management (ASCM) among SMEs in manufacturing-related services sector. The study propose that entrepreneurial orientation (EO), participative management style, supplier relations, resource management, just-in-time (JIT) methodology and technology utilization (TU) are several drivers of ASCM – an effective management decision-making approach.

A total of 197 questionnaires were collected among SMEs to empirically test the proposed model. Structural equation modelling was employed using partial least squares approach to assess measurement and structural model for reflective and formative constructs.

The results reveal that EO, supplier relations, resource management, JIT methodology and TU positively influence ASCM while participative management style is not a predictor towards an effective ASCM. Moreover, EO was found to be a second-order formative construct comprising of innovativeness, risk taking and proactiveness, and ASCM is a first-order formative construct.

Prior literature regarding supply chain management (SCM) has focussed mainly on critical success factors of SCM and green SCM. Limited empirical studies have examined the influence of EO, participative management style, supplier relations, resource management, JIT methodology and TU on ASCM among SMEs in manufacturing-related services sector.

Prime contractors spent a substantial part of their turnover on purchasing. The management of the purchasing function therefore has a large influence on the overall performance of a prime contractor. The more developed the purchasing function is, the greater its contribution to success of the companies. The purpose of this paper is to measure and explain the development in maturity of the purchasing function in construction firms.

Based on a literature review, a theoretical framework for the assessment of purchasing maturity is provided first. Then a longitudinal multiple case study is executed in order to assess the maturity development of the purchasing function in seven construction companies. Results are compared with a historical baseline assessment.

The results demonstrate an increase in the maturity of the purchasing function in general and in particular in the management of strategic relations. The case companies have reached a maturity in which they start to coordinate activities in their supply chains. Increased use of IT solutions enables a more integrated approach of the construction process.

IT and in particular Building Information Modelling pave the path towards an integrated supply chain, which in turn enables the reduction of waste in the processes. Nevertheless, companies still struggle with the tension between project-based flexibility and long-term relations with suppliers.

The development of purchasing maturity was measured in a baseline measurement and in a second assessment performed five years later by using the exact same model and exact same case companies.

The aim of this paper is to report the findings from a survey of UK conference and event managers, which highlights the benefits that can accrue from supplier management within this sector.

A survey of venue managers covering a cross‐section of venue types was used.

A significant proportion of venue managers report having long‐term supplier relationships, placing considerable value on the non‐financial benefits that can accrue from long‐term supplier relations featuring mutual trust and good working relationships. These include consistency, responsiveness and flexibility in service delivery. Additionally, the familiarity of regular suppliers with the venue and its procedures, can lead to seamless service delivery to the customer and free‐up venue managers time.

The research design provides a one‐sided view of supplier relationships.

Attention is drawn to the performance benefits arising from building supplier relationships and offers guidance as to how these can be sustained by avoiding the pitfalls on long‐term relationships. In doing so, the findings legitimise the importance of taking non‐financial considerations into account when awarding or renewing supply contracts.

This paper applies lessons emerging from research on supplier relationships to a growing, but under‐researched, sector of the hospitality industry.