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Article
Publication date: 1 October 1996

Subrata Chakraborty and Tiny Philip

Unprecedented changes sweeping the world during the last few years have given rise to the need for the development and adoption of contingency strategies. This requires firms to…

2562

Abstract

Unprecedented changes sweeping the world during the last few years have given rise to the need for the development and adoption of contingency strategies. This requires firms to have strategic flexibility in every aspect of their operation. Vendor development strategies constitute an important component in achieving this flexibility. Attempts to draw up an explicit conceptual link between generic business unit strategies and generic vendor development strategies. Proposes a vendor structure framework with three dimensions representing vendor structure scope, vendor structure relationship and vendor structure focus. Uses the framework to develop certain generic vendor development strategies. Considers the four generic strategies suggested by Porter, namely industry‐wide cost leadership strategy, industry‐wide differentiation strategy, segment cost leadership strategy and segment differentiation strategy and, for each one of these, proposes appropriate vendor development strategies.

Details

International Journal of Operations & Production Management, vol. 16 no. 10
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 1 December 1998

James H. Walther

Reviews the various scenarios which exist for library‐vendor relations. Considers the questions which should be asked when evaluating the individual products, services and options…

850

Abstract

Reviews the various scenarios which exist for library‐vendor relations. Considers the questions which should be asked when evaluating the individual products, services and options of vendors; and the pros and cons of using one or many vendors. Describes a new model ‐ the project approach. Presents examples of various library‐vendor communications ‐ both positive and negative.

Details

The Bottom Line, vol. 11 no. 4
Type: Research Article
ISSN: 0888-045X

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Article
Publication date: 1 May 2000

Charles A. Weber, John Current and Anand Desai

Presents an approach for evaluating the number of vendors to employ in a procurement situation using multi‐objective programming (MOP) and data envelopment analysis (DEA). The…

2734

Abstract

Presents an approach for evaluating the number of vendors to employ in a procurement situation using multi‐objective programming (MOP) and data envelopment analysis (DEA). The approach advocates developing vendor‐order quantity solutions (referred to as supervendors) using MOP and then evaluating the efficiency of these supervendors on multiple criteria using DEA. Formulations are presented for both the MOP and DEA models. A case study is presented for a Fortune 500 company in a just‐in‐time (JIT) manufacturing environment.

Details

Supply Chain Management: An International Journal, vol. 5 no. 2
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 26 September 2008

Pralay Pal and Bimal Kumar

The purpose of this paper is to provide a “trait based approach” for vendor selection and evaluation for expensive procurements in large businesses through a simple and…

2233

Abstract

Purpose

The purpose of this paper is to provide a “trait based approach” for vendor selection and evaluation for expensive procurements in large businesses through a simple and easy‐to‐use mathematical model using safety, quality, delivery and cost criteria. Design/methodology/approach – We use 16 traits addressing safety (S), quality (Q), delivery (D) and cost (C) areas for evaluating performance of a vendor on a linear 10 point scale. We start with evaluating each “supplier‐supply item” combination and compute gross averages for each of the SQDC areas and finally arrive at an “Overall Performance Index” for each supplier‐supply item combination. These indices form a “Vendor Performance Dashboard” for decision making. Findings – The case study shows that the proposed method is quick and easy to adopt, and provides a logical framework for vendor selection and management, based on performance in the four critical (SQDC) areas. Research limitations/implications – A lot of monotonous computations are required for the proposed vendor evaluation process. Hence, the scope for software development warrants further investigation. There is also a need to develop a process for weighting the different SQDC elements for application in different industry/market contexts. Originality/value – This paper presents a unique and simple approach for generating dashboard data for decisions regarding evaluation of vendors and distribution of sub‐contracts in a dynamic technology intensive market with practical examples. The proposed model for vendor selection and determination of order sizes is less dependent on complex algorithms and more practical and logically framed than existing models.

Details

Supply Chain Management: An International Journal, vol. 13 no. 6
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 24 January 2023

Andrés J. Navarro-Paule, M. Mercedes Romerosa-Martínez and Francisco Javier Lloréns-Montes

This paper aims to explain how small- and medium-sized firms (SMEs) create information technology (IT) business value through blended IT outsourcing (ITO). The explanatory…

Abstract

Purpose

This paper aims to explain how small- and medium-sized firms (SMEs) create information technology (IT) business value through blended IT outsourcing (ITO). The explanatory framework it proposes enables SMEs to replicate IT capability outcomes (i.e. enhance their economic, strategic and technological competences, namely, ITO success) by endorsing an ITO strategy catalyzed by IT vendor integration.

Design/methodology/approach

This study uses covariance-based structural equation modeling to test the proposed research model. Data are collected from 251 knowledge-intensive business SMEs located in Science and Technology Parks in Spain.

Findings

The results demonstrate empirically that SMEs can replicate IT capability benefits (i.e. enhance their non-IT competences) through blended ITO in which IT, conceptualized as a transversal supporting activity, is outsourced to an IT vendor while the value creation process remains with the buyer. The integration (i.e. process integration and information sharing) of an IT-proficient vendor catalyzes ITO success. More specifically, the results show that, although process integration is not directly related to competence enhancement, fosters information sharing, which directly facilitates ITO success. The results also show that IT vendor proficiency accounts for ex ante trust.

Practical implications

Managers should think of transformational ITO as a strategy to enhance firm competences. For blended ITO strategies to succeed, managers must have a comprehensive understanding of the business they run, as it is important to create conditions that foster inter-firm information sharing. To achieve these conditions, managers should take special care in selecting boundary spanners, who are the pivotal links in competence enhancement.

Originality/value

While most research focuses on ongoing trust (i.e. trust develops as ITO evolves), this study focuses on initial (i.e. ex ante) trust and analyzes IT vendor proficiency (expert, experienced and reputed) to examine trust as an antecedent of ITO. This study also draws on previous conceptualizations of vendor integration to develop and analyze a two-step integration model to explain how IT vendor integration (i.e. process integration and information sharing) catalyzes enhancement of the buyer’s non-IT competences. This study focuses on SMEs, which are often neglected in ITO studies.

Details

Journal of Business & Industrial Marketing, vol. 38 no. 10
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 1 April 1989

Majid Jaraiedi and Eugene Bem

Most companies with incoming raw materials in bulk form receive test results from the vendor. The receiving department either does not test the material for acceptance at all, or…

Abstract

Most companies with incoming raw materials in bulk form receive test results from the vendor. The receiving department either does not test the material for acceptance at all, or duplicates the testing done by the vendor. A joint quality programme is presented between the vendor and the buyer that will reduce inspection costs and improve the quality and consistency. The vendor in this plan will practise process control and forward the results to the receiving department of the buyer. The buyer will exercise a multi‐level skip‐lot sampling plan to accept or reject incoming lots, based on the comparison of the vendor′s test data with its own test results. Detailed information for full implementation of this plan is provided.

Details

International Journal of Quality & Reliability Management, vol. 6 no. 4
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 20 August 2018

Rohit Kumar Singh, Surendra Kansara and Niraj Kumar Vishwakarma

The aim of this paper is to identify the criteria that are used for vendor or supplier rating, prioritize these criteria based on the industry inputs and develop a vendor rating…

Abstract

Purpose

The aim of this paper is to identify the criteria that are used for vendor or supplier rating, prioritize these criteria based on the industry inputs and develop a vendor rating model. The data were collected from an Indian start-up working in product development using three-dimensional printing (3DP).

Design/methodology/approach

Factors of importance for vendor rating were identified through industry visits, and interacting with the industry experts from the start-up under consideration, substantiated by extensive review of relevant literature. A questionnaire-based survey was carried out to further narrow down the factors important to the industry, prioritizing them with a pairwise comparison analysis as envisaged in the analytical hierarchy process (AHP) technique along with the calculation of consistency ratios. Technique for order preference by similarity to ideal solution (TOPSIS) methodology was further used for data aggregation.

Findings

This research brought forward the criteria that are useful for rating vendors or suppliers with reference to 3DP sector.

Originality/value

This paper integrates AHP and TOPSIS to solve a multi-criteria vendor rating problem. The attempt was made to make vendor rating process universal so that it can encompass all the vendors of the firm.

Details

Measuring Business Excellence, vol. 22 no. 3
Type: Research Article
ISSN: 1368-3047

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Article
Publication date: 1 January 1984

Andrew Lisowski and Judith Sessions

Contracting with a vendor to provide retrospective conversion services is an often considered alternative to an inhouse project. George Washington University's Gelman Library has…

Abstract

Contracting with a vendor to provide retrospective conversion services is an often considered alternative to an inhouse project. George Washington University's Gelman Library has used several vendors to augment its retrospective conversion project, depending upon the requirements of the project at a particular time. It is from this experience that this paper will seek to answer such questions as: when should a library consider using a conversion vendor; what methodologies are available from them; and what factors should be considered before selecting the vendor?

Details

Library Hi Tech, vol. 1 no. 4
Type: Research Article
ISSN: 0737-8831

Article
Publication date: 8 May 2017

Abhijeet Haldar, Umer Qamaruddin, Rakesh Raut, Sachin Kamble, Manoj Govind Kharat and Sheetal Jaisingh Kamble

The purpose of this paper is to propose a framework for evaluating and selecting the most optimal third-party logistics (3PL) service provider vendor among the available ones…

1140

Abstract

Purpose

The purpose of this paper is to propose a framework for evaluating and selecting the most optimal third-party logistics (3PL) service provider vendor among the available ones. Selection is done based on the performance values of the vendors on certain predefined criteria.

Design/methodology/approach

An integrated approach involving data envelopment analysis (DEA), technique for order of preference by similarity to ideal solution (TOPSIS) and linear programming (LP) problem has been used to develop a new model for the selection of 3PL vendor. First, DEA is used to evaluate the efficiency of each vendor according to the identified criteria. Second, TOPSIS is applied to rank the maximally efficient vendors. Finally, LP problem is stated and solved to ascertain the quantities to be allocated to each maximally efficient vendor in the context of multiple logistics provider. The proposed DEA–TOPSIS–LP (DETOLP) model is finally tested with real-time industry data for 3PL vendor evaluation and selection. The study, thus, proposes a three-step hierarchical technique for selection of 3PL vendor based on the multiple criteria decision-making approach.

Findings

The paper focuses on assessing the performance of 26 vendors using a combined approach of DEA, TOPSIS and LP. It is observed that vendor V4 outperforms all the considered vendors, which exactly corroborates with the present scenario within the company.

Research limitations/implications

Exclusion of qualitative criteria for 3PL vendor selection and the judgment of weights for TOPSIS can be considered as the limitations of the present work. The study has significant practical implications for organizations belonging to any sector or industry. It can help them in evaluating the existing 3PL vendors and selecting the most efficient among them.

Originality/value

This paper deals with a framework modeled for 3PL vendor selection. It is the first attempt to utilize an integrated approach, i.e. DETOLP model for evaluation and selection of 3PL. For assessment of the model, real data from an Indian company has been taken to analyze the result and compare it with the present scenario within the company.

Details

Journal of Modelling in Management, vol. 12 no. 2
Type: Research Article
ISSN: 1746-5664

Keywords

Article
Publication date: 1 June 1990

Maling Ebrahimpour and Paul M. Mangiameli

Important evaluation criteria as they are perceived by quality managers in American and US‐based Japanese firms are examined. For this study, three different groups of companies…

Abstract

Important evaluation criteria as they are perceived by quality managers in American and US‐based Japanese firms are examined. For this study, three different groups of companies contained within four industries were considered. They included American firms using a traditional approach to manufacturing management, Japanese firms operating in the United States, and American firms attempting a Japanese approach to manufacturing management. This study identified price, on‐time delivery, and the supplier′s product quality as the three major criteria for evaluating vendors. The attitudes of quality managers concerning the importance of these variables were counter to the impressions portrayed in the academic and managerial press. Also differing from the literature was how much the managers in these different types of firms linked the evaluation criteria and overall organisational performance.

Details

International Journal of Quality & Reliability Management, vol. 7 no. 6
Type: Research Article
ISSN: 0265-671X

Keywords

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