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Sourcing for merchandiser
Published in R. Rathinamoorthy, R. Surjit, Apparel Merchandising, 2017
Supplier evaluation is a term used in business and refers to the process of evaluating and approving potential suppliers by quantitative assessment. The purpose of supplier evaluation is to ensure a portfolio of best in class supplier is available for use. There are several techniques that are used by companies to evaluate suppliers and measure performance. The first step in implementing any of the techniques being discussed is to determine the attributes that should be considered. A firm should focus on the attributes that it finds most important. Some attributes are easy to measure while others are not. Some models are proficient in considering total costs, but they are usually very difficult to implement and time‐consuming. Thus, the resources available to the firms purchasing function will drive the firms model choice.
Towards sustainable supply networks
Published in Thomas E. Johnsen, Mickey Howard, Joe Miemczyk, Purchasing and Supply Chain Management, 2018
Thomas E. Johnsen, Mickey Howard, Joe Miemczyk
Supplier assessment results should be used to determine areas for supplier performance improvement and many companies regard supplier evaluation as a critical part of, or even a prerequisite for, successful supplier development programmes. Using purchasing portfolio models to differentiate different types of suppliers (Kraljic, 1983; Bensaou, 1999), companies increasingly devote their efforts to developing and managing a small number of critical, or strategic, supplier relationships. These are typically well-established, mature relationships developed over a long period of time and often represent high supply value and risk (Kraljic, 1983; Gelderman and Van Weele, 2005).
A novel hierarchical fuzzy inference system for supplier selection and performance improvement in the oil & gas industry
Published in Journal of Decision Systems, 2023
Amir Homayoun Sarfaraz, Amir Karbassi Yazdi, Peter Wanke, Elaheh Ashtari Nezhad, Raheleh Sadat Hosseini
The company under study is responsible for executing all foundational plans upstream (oil industry), including refining, storage, and transport of petroleum products worldwide. With 50 years of experience, this company is active in feasibility, designing & engineering, goods supply, building, and commissioning of plans. One of the main activities is the supply and procurement of goods. The company supplies 30,000 items, including spare parts and chemical items. It has 700 employees, and its annual financial transactions reach about US$ 500 million. One of its current projects is considered in this study, which is an EPC project where 5% of the project’s total value is related to design & engineering, 65% of the project is related to goods procurement and supply, and the remaining 30% refers to construction and installation. Since most of the project relates to goods procurement, it is obvious that supplier evaluation has a significant importance. We have studied supplier evaluation as one of the critical functions of goods supply, resulting in a framework proposed to map the future cooperation strategy with suppliers. This company is a leader in its field and since it has a lot of projects, it needs to outsource projects.
Outsourcing in non-developed supplier markets: a lean thinking approach
Published in International Journal of Production Research, 2018
This research makes two distinct empirical contributions. First, the study contributes to the production and supply chain management body of knowledge, especially in the under-researched area of non-developed supplier markets. The contribution lies in extending the supplier evaluation and selection method by considering supplier production and operations systems during the evaluation stage of outsourcing. This helps outsourcing organisation in directly gauging and measuring supplier capability and capacity. Second, the study at hand contributes towards advancing the lean body of knowledge by introducing lean thinking in the context of outsourcing from non-developed supplier markets, along with the production and operational systems perspective. In particular, we exploited one of the production and operational-level tools, value stream analysis, as lean thinking to devise a framework and identify influence operational/production-level factors, in addition to procurement factors. This holistic approach, and integrations of the aforementioned concepts, should address ambiguity and lack of supplier selection criteria studies from non-developed markets (low-wage countries), as addressed in Oke, Maltz, and Erik Christiansen (2009). This framework, along with the regress research methodologies presented in this study, create an opportunity for further development in different industries, other than the automotive industry, and other related studies.