Over the last few decades, the status of a supplier changed from a simple supplier of goods to a strategic partner. Numerous companies have recognised this development and drive for collaboration with their suppliers, in order to enable mutual growth.
The literature review will firstly discuss supply chain management in general, followed by a presentation of the different SCM practices for supply chain improvement. The strategic supplier partnership will be further discussed, and the different buyer-supplier relationships will then be presented. Multiple studies will be listed which disclose the positive impact of a successful and long-term buyer-supplier relationship.
Nevertheless, should exceptional long-lasting buyer-supplier relationships not be seen as a universal key to success, therefore a management system for supplier relationships will be introduced. The results from the literature review will be compared with the collected primary data. The primary research consists of 5 semi-structured interviews with representatives from global acting companies, which have an implemented SRM system.
The findings of the research show, that all of the involved organisations see their suppliers as strategic partners, but at the same time allocate different relationship types to their different suppliers. In addition, the numerous processual and organisational impacts on the supply chain after the implementation of an SRM system have been disclosed.
These include the centralisation and standardization of processes and supplier data as well as a significant increase in companywide transparency. Furthermore, a positive impact of an SRM system on the company’s performance has been identified, throughout the completion of the research project. Therefore, an SRM system should be seen as a tool that promotes and extracts the benefits of a successful buyer-supplier relationship.
Table of Contents
1 Introduction
1.1 Background to the Research Topic
1.2 Research Topic
1.3 Background to the Research Area
1.4 Research Aims and Objectives
1.5 Dissertation Structure
2 Literature Review
2.1 Introduction to the Literature Review
2.2 Supply Chain Management
2.2.1 Introduction
2.2.2 Supply Chain Management Definitions
2.2.3 SCM Practices
2.2.4 Measure System
2.2.5 Supply Chain Collaboration
2.2.6 Results from previous Studies
2.3 Strategic Supplier Partnership
2.3.1 Buyer-Supplier Relationships
2.3.2 Strategic Buyer-Supplier Relationship
2.3.3 Transaction Cost Theory
2.3.4 Factors to measure the Success of a Buyer-Supplier Relationship
2.3.5 Results from previous Studies and Critics
2.4 Supplier Relationship Management
2.4.1 Supplier Relationship Management System
2.4.2 The Process of Supplier Relationship Management
2.4.3 Summary and Literature Limitations
3 Methodology
3.1 Introduction
3.2 Research Philosophy
3.3 Research Strategy
3.4 Interviews
3.5 Interview Questions
3.6 Sampling
3.7 Ethical Consideration
3.8 Limitations
3.9 Data Analysis
3.10 Summary
4 Research and findings
4.1 Introduction
4.2 Organisational Problems without an SRM System
4.3 Process changes after the Implementation of an SRM System
4.4 Organisational wide Changes with the Implementation of an SRM System
4.5 Criticism of the implemented SRM System
4.6 Buyer-Supplier Relationship
4.7 Strategic Supplier Management
5 Conclusion
5.1 Introduction
5.2 Aims and Objectives revisited
5.2.1 Disclose the different Buyer-Supplier Relationships and build a Connection to the use of an SRM System
5.2.2 Identify the main organisational Challenges without an implemented SRM System and the main Drivers to initiate a Change Process
5.2.3 Identify the Impact of an established SRM System on the Supply Chain.
5.2.4 Determine if an SRM System has a positive Impact on the Company’s Performance
5.3 Limitations
5.4 Future Research
5.5 Summary
Research Objectives and Key Themes
This dissertation examines the influence of implemented Supplier Relationship Management (SRM) systems on supply chain efficiency and overall corporate performance, specifically exploring how these digital tools transform buyer-supplier interactions from transactional to strategic partnerships.
- Evolution of buyer-supplier relationships into strategic partnerships
- Organizational challenges preceding SRM implementation
- Process standardization and transparency improvements
- Correlation between SRM utilization and corporate performance
- Qualitative analysis of industry expert experiences
Excerpt from the Book
4.2 Organisational Problems without an SRM System
This chapter will summarize the participant's views of the organisational and processual issues before implementing an SRM system. In the next step, they will be compared to the initiated changes after the integration an SRM system, and it will be disclosed which factors have been improved.
Before the implementation of an SRM systems, the involved companies did their supplier relationship management mainly over simplified excel forms. The internal communication, as well as the communication with the supplier, was exclusively done via email or telephone. There was no integration between the different tools, which often led to a significant increase in manual work for transferring and collecting the different supplier data (Participant A).
None of the interviewed companies before the implementation of a system, provided guidance or policies to the supplier management processes of the users. In addition, a structured approach for managing the suppliers was missing and as participant E and D stated the process was highly dependent on the experience or decision making of the buyers:
“Each procurement employee did it the way he thought it would be the best way. Maybe based on his experience or on the personal interest […]”. (Participant E).
Summary of Chapters
1 Introduction: Introduces the research topic, context, and objectives regarding the impact of SRM systems on company performance.
2 Literature Review: Critically analyzes existing academic knowledge concerning supply chain management, strategic partnerships, and SRM systems.
3 Methodology: Details the qualitative research approach, including semi-structured interviews, sampling strategies, and data analysis techniques.
4 Research and findings: Presents and discusses the primary data collected from industry experts regarding organizational changes and SRM impacts.
5 Conclusion: Synthesizes the research findings to answer the initial research questions and suggests future research avenues.
Keywords
Supply Chain Management, SRM, Supplier Relationship Management, Strategic Partnerships, Buyer-Supplier Relationship, Organizational Performance, Process Standardization, Procurement, E-Sourcing, Supplier Evaluation, Supplier Classification, Transparency, Qualitative Research, Business Efficiency, Corporate Strategy
Frequently Asked Questions
What is the core focus of this dissertation?
The thesis investigates the impact of implementing an SRM system on a company's supply chain and its overall organizational performance.
What are the primary thematic areas covered?
The work covers supplier classification, strategic partnership development, process standardization, and the transition from manual procurement methods to integrated digital solutions.
What is the main research question or objective?
The primary objective is to evaluate how SRM systems change buyer-supplier interactions and determine if these systems provide measurable improvements to company performance.
Which scientific methodology is employed?
The study utilizes a qualitative research approach based on semi-structured interviews with industry experts currently using SRM systems.
What topics are discussed in the main body of the work?
The main body examines the state of supplier management before and after SRM implementation, including organizational challenges, process changes, and critical evaluations by users.
Which terms best characterize this study?
Keywords include Supplier Relationship Management, Strategic Partnerships, Supply Chain Transparency, and Business Process Improvement.
How does the absence of an SRM system typically affect a company?
The research indicates that companies without an SRM system often struggle with decentralized data, manual processes using tools like Excel, and inconsistent supplier evaluation criteria.
What are the common criticisms of SRM systems reported by users?
Participants noted that SRM systems can sometimes lead to a loss of flexibility for individual buyers and increase the number of process steps, which may initially feel like a time burden.
What role does transparency play in modern supplier relationships?
Transparency is highlighted as a critical benefit, enabling leadership and managers to access real-time data, harmonize supplier requirements, and minimize operational risks.
- Arbeit zitieren
- Anonym (Autor:in), 2018, The Impact of an SRM System on the Supply Chain and a Company's Performance, München, GRIN Verlag, https://www.grin.com/document/432623
