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Communication strategies and supplier performance evaluations in an industrial supply chain.

机译:工业供应链中的沟通策略和供应商绩效评估。

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摘要

Supplier development programs are implemented in an attempt to improve supplier performance. One type of supplier development program is the buying firm's communication of the supplier evaluation. Previous research on supplier evaluations has been studied from the buying firm's perspective. However, there has been only limited research from the industrial supplier's perspective.; To better understand the impact of the buying firm's evaluation on the supplier, an empirical study using a cross-sectional survey was performed. Structural equation modeling was used to consider the impact of three communication strategies on the supplier. The three communication strategies were: formality, feedback, and indirect influence, such as education, training and site visits.; Responses from top business executives at 139 first-tier automotive suppliers, representing a 25 percent response rate, suggest that the suppliers are receptive to the buying firm's communication of the evaluation. Indirect influence, formal channels of communication, and feedback positively influence the supplier's perceptions of the buyer-supplier relationship. The buyer-seller relationship was composed of two first-order factors: the buying firm's commitment and cooperation. The strength of the buyer-supplier relationship was found to positively influence the supplier's commitment to the buying firm. A high level of supplier's commitment was found to positively influence the supplier's operational performance. Communication strategy and the buyer-seller relationship were not found to directly influence the supplier's performance.; The results of this research explain why supplier development programs are successful with some suppliers, but not with others. The supplier must be committed to the buying firm. The supplier development program is a catalyst for strengthening the buyer-supplier relationship and the supplier's commitment. Effective communication of the supplier development program includes a formal structure, feedback opportunities, and an indirect influence strategy, such as through education, training and site visits.
机译:供应商发展计划的实施旨在改善供应商的绩效。供应商发展计划的一种类型是采购公司对供应商评估的沟通。先前从采购公司的角度研究了供应商评估的研究。但是,从工业供应商的角度来看,研究很少。为了更好地了解购买公司的评估对供应商的影响,进行了使用横断面调查的实证研究。使用结构方程模型来考虑三种沟通策略对供应商的影响。这三种沟通策略是:形式,反馈和间接影响,例如教育,培训和实地考察。 139家一级汽车供应商的最高业务主管的答复表示回应率为25%,表明这些供应商愿意接受购买公司的评估交流。间接影响,正式的沟通渠道和反馈会积极影响供应商对买卖双方关系的看法。买卖双方的关系由两个首要因素组成:买方公司的承诺和合作。发现买家与供应商之间关系的强度对供应商对购买公司的承诺产生积极影响。发现高水平的供应商承诺会对供应商的运营绩效产生积极影响。没有发现沟通策略和买卖双方关系直接影响供应商的绩效。这项研究的结果说明了为什么供应商开发计划对某些供应商成功,但对其他供应商却不成功。供应商必须致力于购买公司。供应商发展计划是加强买卖双方关系和供应商承诺的催化剂。供应商发展计划的有效沟通包括正式结构,反馈机会和间接影响策略,例如通过教育,培训和实地考察。

著录项

  • 作者

    Prahinski, Carol Ann.;

  • 作者单位

    The Ohio State University.;

  • 授予单位 The Ohio State University.;
  • 学科 Business Administration Management.
  • 学位 Ph.D.
  • 年度 2001
  • 页码 215 p.
  • 总页数 215
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 贸易经济;
  • 关键词

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