Collaborative practices with suppliers in Indian manufacturing multinationals

Manoj Hudnurkar · Urvashi Rathod

23 citations0/0 files storedJournal of Global Operations and Strategic Sourcing

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Quality and Supply Management Customer Service Quality and Loyalty Outsourcing and Supply Chain Management

Abstract

Purpose The aim of this research was to study collaborative practices with suppliers in multinational manufacturing companies operating in India and to develop a framework for collaboration with suppliers. Design/methodology/approach This study adopted a four-step mixed-methods approach that included qualitative and quantitative methods. Qualitative technique was used to explore the factors and develop a balanced scorecard-based (BSC – balanced scorecard) framework using them. Quantitative technique was used to validate the framework statistically and also by using fuzzy analytical hierarchy process using perception-based ranks given by practitioners. Findings The exploratory research resulted in 26 antecedents for collaboration with suppliers in supply chains. Out of these 26, only 19 were considered based on importance given by practitioners. Further, the identified antecedents were classified and mapped based on the perspectives of the BSC. The extended BSC adds business environment and partnership perspectives to existing BSC framework. Some of the important factors identified under these perspectives were transparency of transactions, long-term commitment and trust. The customer perspective was given the utmost importance by the practitioners. Research limitations/implications There are certain issues that may limit the completeness of the work in a global context. The number of organizations (21) and respondents (45) may also be insufficient to convey the complete knowledge embedded in the practice of the field. Originality/value The study provides practical insights about the factors affecting collaboration with suppliers. A BSC-based framework for collaboration with suppliers was also developed along with the associated importance of each perspective and factors under each perspective, which can prove to be of great value to academics and practitioners involved in relationship with suppliers in supply chain.

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References

1992The balanced scorecard : measures that drive performance 1998The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage 1997The balanced scorecard: Translating strategy into action 1992The balanced scorecard--measures that drive performance.1996Using the balanced scorecard as a strategic management system 1983A fuzzy extension of Saaty's priority theory 2010Supply chain collaboration: Impact on collaborative advantage and firm performance 2001Performance measures and metrics in a supply chain environment

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