دانلود رایگان مقاله یکپارچگی قدرت است مطالعه ادغام مدیریت ارتباط با عرضه کننده

abstract

Researches on the supply chain management within the last decade demonstrate that business processes integration can increase the performance effectiveness and efficiency across the chain. This study intends to investigate the integration of the supplier relationship management (SRM) process between the manufacturer and its first upstream tier of suppliers within the construction equipment industry. This research also strives to identify the potential obstacles to the SRM integration and provides solution suggestions to overcome these barriers. In this regard, the review of the literature and subsequent analyses of the empirical findings from European construction equipment manufacturers illustrate that the SRM process integration can take place through the integration of its several sub-processes into strategic and operational characteristics. In this context, the lack of goal congruence, commitment, and trust between the manufacturer and its supplier are the major potential barriers to the SRM integration.

5. Discussion

The theoretical and empirical findings show that the integration of the SRM process between the manufacturer and its first upstream tier of supplier within the case studies can take place through the integration of the SRM sub-processes. Nonetheless, firms must also tackle some obstacles to enable the SRM sub-processes integration within the studied cases. The summary of the analyses of research question 1 is as follows. The summary of the analyses of research question 2 is also as follows. In light of the information provided above, the manufacturer and its first upstream tier of supplier can integrate 11 sub-processes (1 sub-process is internal) within the studied cases in order to perform the SRM process with higher efficiency and effectiveness. The integration of strategic sub-processes between the partners can take place through major discussions and negotiations over the PSA. Partners should agree upon various themes such as the process improvement profit sharing and the metrics for the performance measurement, and clearly define the results of the agreement within the respective clause of the PSA in order to avoid further potential disputes. During the PSA negotiations, the integrated partners should have a team-orientation to enable the maximization of mutual benefits. The integration of the strategic sub-processes is rather informational because this integration requires exchange of significant quality of knowledge and information (Forslund & Jonsson, 2007)