Supplier Evaluation Processes

The Shaping and Reshaping of Supplier Performance

Kim Sundtoft Hald, Chris Ellegaard

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

Purpose – The purpose of this paper is to illuminate how supplier evaluation practices are linked to supplier performance improvements. Specifically, the paper investigates how performance information travelling between the evaluating buyer and the evaluated suppliers is shaped and reshaped in the evaluation process.

Design/methodology/approach – The paper relies on a multiple, longitudinal case research methodology. The two cases show two companies' efforts in designing, implementing, and using supplier evaluation in order to improve supplier performance.

Findings – The findings show how the dynamics of representing, reducing, amplifying, dampening, and directing shape and reshape supplier evaluation information. In both companies, evaluation practices were defined, redefined, and re-directed by the involved actors' perception and decision making, as well as organisational structures, IT systems, and available data sources.

Research limitations/implications – The identified factors and dynamics could be empirically tested on larger samples to increase generalisability.

Practical implications – The results provide insights into how an evaluating buyer may analyse and control supplier evaluation processes thereby improving their effects. Managers must know how performance information is altered before reaching key supplier actors in order to optimise supplier performance.

Originality/value – Current studies on supplier evaluation practices are limited in their focus on design, implementation, or use. This paper explores all three phases empirically, and proposes a set of dynamics to better understand and control the often taken for granted link between intentions and outcome of such practices. In relation to future research, the authors propose a more holistic direction, which will take the entire supplier evaluation process as its unit of analysis.
Original languageEnglish
JournalInternational Journal of Operations and Production Management
Volume31
Issue number8
Pages (from-to)888-910
ISSN0144-3577
DOIs
Publication statusPublished - 2011

Keywords

  • Supplier Evaluation
  • Performance Measurement
  • Buyer-Supplier Relationship

Cite this

@article{84f178ed89eb42768b309ce6ba9236a5,
title = "Supplier Evaluation Processes: The Shaping and Reshaping of Supplier Performance",
abstract = "Purpose – The purpose of this paper is to illuminate how supplier evaluation practices are linked to supplier performance improvements. Specifically, the paper investigates how performance information travelling between the evaluating buyer and the evaluated suppliers is shaped and reshaped in the evaluation process.Design/methodology/approach – The paper relies on a multiple, longitudinal case research methodology. The two cases show two companies' efforts in designing, implementing, and using supplier evaluation in order to improve supplier performance.Findings – The findings show how the dynamics of representing, reducing, amplifying, dampening, and directing shape and reshape supplier evaluation information. In both companies, evaluation practices were defined, redefined, and re-directed by the involved actors' perception and decision making, as well as organisational structures, IT systems, and available data sources.Research limitations/implications – The identified factors and dynamics could be empirically tested on larger samples to increase generalisability.Practical implications – The results provide insights into how an evaluating buyer may analyse and control supplier evaluation processes thereby improving their effects. Managers must know how performance information is altered before reaching key supplier actors in order to optimise supplier performance.Originality/value – Current studies on supplier evaluation practices are limited in their focus on design, implementation, or use. This paper explores all three phases empirically, and proposes a set of dynamics to better understand and control the often taken for granted link between intentions and outcome of such practices. In relation to future research, the authors propose a more holistic direction, which will take the entire supplier evaluation process as its unit of analysis.",
keywords = "Supplier Evaluation, Performance Measurement, Buyer-Supplier Relationship",
author = "Hald, {Kim Sundtoft} and Chris Ellegaard",
year = "2011",
doi = "10.1108/01443571111153085",
language = "English",
volume = "31",
pages = "888--910",
journal = "International Journal of Operations and Production Management",
issn = "0144-3577",
publisher = "Emerald Group Publishing",
number = "8",

}

Supplier Evaluation Processes : The Shaping and Reshaping of Supplier Performance . / Hald, Kim Sundtoft; Ellegaard, Chris.

In: International Journal of Operations and Production Management, Vol. 31, No. 8, 2011, p. 888-910.

Research output: Contribution to journalJournal articleResearchpeer-review

TY - JOUR

T1 - Supplier Evaluation Processes

T2 - The Shaping and Reshaping of Supplier Performance

AU - Hald, Kim Sundtoft

AU - Ellegaard, Chris

PY - 2011

Y1 - 2011

N2 - Purpose – The purpose of this paper is to illuminate how supplier evaluation practices are linked to supplier performance improvements. Specifically, the paper investigates how performance information travelling between the evaluating buyer and the evaluated suppliers is shaped and reshaped in the evaluation process.Design/methodology/approach – The paper relies on a multiple, longitudinal case research methodology. The two cases show two companies' efforts in designing, implementing, and using supplier evaluation in order to improve supplier performance.Findings – The findings show how the dynamics of representing, reducing, amplifying, dampening, and directing shape and reshape supplier evaluation information. In both companies, evaluation practices were defined, redefined, and re-directed by the involved actors' perception and decision making, as well as organisational structures, IT systems, and available data sources.Research limitations/implications – The identified factors and dynamics could be empirically tested on larger samples to increase generalisability.Practical implications – The results provide insights into how an evaluating buyer may analyse and control supplier evaluation processes thereby improving their effects. Managers must know how performance information is altered before reaching key supplier actors in order to optimise supplier performance.Originality/value – Current studies on supplier evaluation practices are limited in their focus on design, implementation, or use. This paper explores all three phases empirically, and proposes a set of dynamics to better understand and control the often taken for granted link between intentions and outcome of such practices. In relation to future research, the authors propose a more holistic direction, which will take the entire supplier evaluation process as its unit of analysis.

AB - Purpose – The purpose of this paper is to illuminate how supplier evaluation practices are linked to supplier performance improvements. Specifically, the paper investigates how performance information travelling between the evaluating buyer and the evaluated suppliers is shaped and reshaped in the evaluation process.Design/methodology/approach – The paper relies on a multiple, longitudinal case research methodology. The two cases show two companies' efforts in designing, implementing, and using supplier evaluation in order to improve supplier performance.Findings – The findings show how the dynamics of representing, reducing, amplifying, dampening, and directing shape and reshape supplier evaluation information. In both companies, evaluation practices were defined, redefined, and re-directed by the involved actors' perception and decision making, as well as organisational structures, IT systems, and available data sources.Research limitations/implications – The identified factors and dynamics could be empirically tested on larger samples to increase generalisability.Practical implications – The results provide insights into how an evaluating buyer may analyse and control supplier evaluation processes thereby improving their effects. Managers must know how performance information is altered before reaching key supplier actors in order to optimise supplier performance.Originality/value – Current studies on supplier evaluation practices are limited in their focus on design, implementation, or use. This paper explores all three phases empirically, and proposes a set of dynamics to better understand and control the often taken for granted link between intentions and outcome of such practices. In relation to future research, the authors propose a more holistic direction, which will take the entire supplier evaluation process as its unit of analysis.

KW - Supplier Evaluation

KW - Performance Measurement

KW - Buyer-Supplier Relationship

U2 - 10.1108/01443571111153085

DO - 10.1108/01443571111153085

M3 - Journal article

VL - 31

SP - 888

EP - 910

JO - International Journal of Operations and Production Management

JF - International Journal of Operations and Production Management

SN - 0144-3577

IS - 8

ER -