طراحی مدلی برای انتخاب راهبرد همکاری با تأمین‌کننده با پایش هزینه‌های پیش‌بینی‌نشده

نوع مقاله : پژوهشی

نویسندگان

1 دانشجوی دکتری، گروه مهندسی صنایع، دانشکده مدیریت و مهندسی صنایع، دانشگاه صنعتی مالک اشتر، تهران، ایران

2 استادیار، گروه مهندسی صنایع، دانشکده مدیریت و مهندسی صنایع، دانشگاه صنعتی مالک اشتر، تهران، ایران

3 دانشیار، گروه مهندسی صنایع، دانشکده مدیریت و مهندسی صنایع، دانشگاه صنعتی مالک اشتر، تهران، ایران

چکیده

راهبرد همکاری با تأمین‌کننده نقش مهمی در قدرت سازمان در بازار امروز دارد. توانایی نظارت بر عملکرد تأمین‌کننده و پایش راهبرد همکاری بین سازمان و تأمین‌کننده یک قابلیت حیاتی برای حفظ رابطه قوی سازمان و تأمین‌کننده است. این مقاله با پایش مستمر عملکرد تأمین‌کننده در طول زمان به بررسی انتخاب مدل همکاری با تأمین‌کننده و پایش راهبرد همکاری در طول زمان می‌پردازد. در این مقاله یک مدل پایش پروفایلی چندگانه چندمتغیره در دو مرحله برای پایش هزینه‌های پیش‌بینی‌نشده تأمین‌کننده ارائه‌شده است. در گام نخست معیارها و شاخص‌ها برای ارزیابی فرآیند تحویل و کیفیت با توجه به منابع کتابخانه‌ای و نظر کارشناسان و نخبگان صنعت موردنظر استخراج می‌شود. در مرحله بعد، در فاز یک‌پایش با استفاده از روش  پارامترهای مدل مبنی بر تفاوت‌های متوالی محاسبه و پایش می‌شوند و در فاز دوم از روش نسبت درست­نمایی برای نظارت بر هزینه‌های پیش‌بینی‌نشده تأمین‌کننده در طول زمان استفاده می‌شود تا در صورت وجود هشدار در کمترین زمان ممکن نمودار کنترلی آن را نشان دهد. در آخرین مرحله با استفاده از نتایج پروفایل‌ فرآیند تحویل و کیفیت و پایش هزینه‌های پیش‌بینی‌نشده به تصمیم‌گیری در مورد انتخاب و پایش راهبرد همکاری با تأمین‌کننده پرداخته می‌شود. این مدل در صنعت خودروسازی (شرکت ایران‌خودرو) و تأمین‌کننده قطعات گیربکس توسط شرکت نیرومحرکه اجراشده است.

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

Designing a Model for Supplier Strategy Selection with Monitoring of Unforeseen Costs

نویسندگان [English]

  • Poorya naseri 1
  • mortaza abbasi 2
  • karim atashgar 3
1 Malik Ashtar University of Technology
2 Malek Ashtar University of Technology
3 Malik Ashtar University of Technology
چکیده [English]

Supplier cooperation strategy plays an important role in the strength of the organization in today's market. The ability to monitor supplier performance and monitor the cooperation strategy between the organization and the supplier is a critical capability to maintain a strong organization-supplier relationship. This article examines the selection of the cooperation model with the supplier and monitoring the cooperation strategy over time by continuously monitoring the performance of the supplier over time. In this paper, a multi-variable multi-profile monitoring model is presented in two stages for monitoring the supplier's unanticipated costs. In the first step, criteria and  indicators to evaluate the delivery process, quality are extracted according to library resources and the opinion of experts and elites of the industry. In the next phase, in the first phase of monitoring, using the T^2 method, model parameters based on successive differences are            calculated and monitored, and in the second phase, the likelihood ratio method is used to monitor the supplier's unforeseen costs over time. to show its control chart in the shortest possible time if there is a warning. In the last stage, by using the results of the profile of the delivery process and the quality and monitoring of the unforeseen costs, a decision is made regarding the selection and monitoring of the cooperation strategy with the supplier. This model has been implemented in the automotive industry of Iran Khodro Company and the supplier of gearbox parts by Niro Travezah Company.
 

کلیدواژه‌ها [English]

  • Supplier Cooperation Strategy
  • Unanticipated Cost
  • Quality
  • Delivery
  • Multivariate Multi-Profile Monitoring

Smiley face

[1] H. I. Lee Amy, “A fuzzy AHP evaluation model for        buyer–supplier relationships with the consideration of benefits, opportunities, costs and risks”, International Journal of Production Research, 47:15, pp. 4255-4280, 2007, DOI: 10.1080/00207540801908084.
[2] I. F. Williams, "Policy for inter-firm networking and clustering: A practitioner’s perspective," in Italian Ministry of Industry Bologna conference, 2000.
[3] K. Lai, “Linking Exchange Governance with Supplier Cooperation and Commitment: A Case of Container Terminal Operations,” Journal of Business Logistics, vol. 30 (1), pp.      243–263, 2009, DOI: 10.1002/j.2158-1592.2009.tb00107.x.
[4] G. S. Day, “The Capabilities of Market-Driven Organizations” Journal of Marketing 58 (4): 37–52, 1994, DOI: 10.1177/002224299405800404.
[5] S.Talluri and J. Sarkis, “A model for performance monitoring of suppliers,” Int. J. Prod. Res, 40, 4257–4269, 2002, DOI: 10.1080/00207540210152894.
[6] Z. G., N. W. Nix, Zacharia, and R. F. Lusch. “Capabilities that Enhance Outcomes of an Episodic Supply Chain Collaboration. ”Journal of Operations Management 29 (6): 591–603, 2011, https://doi.org/10.1016/j.jom.2011.02.001.
[7] A., M. Eamonn, Donna, and L. Daniel. “Buyer Supplier Perspectives on Supply Chain Relationships.” International Journal of Operations & Production Management 30 (12): 1269–1290, 2010, DOI:10.1108/01443571011094262.
[8] J. H. Dyer and H. Singh, “The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage.” Academy of Management Review 23 (4): 660–679, 1998, DOI:10.2307/259056.
[9] M. Pagell and C. Sheu, “Buyer Behaviours and the Performance of the Supply Chain: An International Exploration.” International Journal of Production Research 39 (13): 2783–2801, 2001, DOI:10.1080/00207540110051923.
 [10] C. Morgan,  A. Dewhurst,  “Multiple retailer supplier performance: An exploratory investigation into using SPC techniques”, Int. J. Production Economics, 111 13–26, 2008, doi:10.1016/j.ijpe.2006.11.018.
 [11] W. Autry, L. Golicic,  “Evaluating buyer–supplier relationship–performance spirals: A longitudinal study”, Journal of Operations Management, 28 87–100, 2010, doi:10.1016/j.jom.2009.07.003.
[12] T. G. Gregory and  P. C. Joseph,  “Trust but verify”? The performance implications of verification strategies in trusting relationships” ORIGINAL EMPIRICAL RESEARCH, 38:399–417, 2010, DOI 10.1007/s11747-009-0180-y.
[13] S.P. Chen,  and W. Y. Wu,  “A Systematic Procedure to Evaluate an Automobile Manufacturer–Distributor Partnership” European Journal of Operational Research 205 (3): 687–698, 2017, DOI: 10.1016/j.ejor.2010.01.036.
[14] C. Storey and C. Kocabasoglu-Hillmer,  “Making partner relationship management systems work: The role of partnership governance mechanisms”, Industrial Marketing Management, 42 862–871, 2013, http://dx.doi.org/10.1016/j.indmarman.2013.05.019.
[15] E. Pernot and F. Roodhooft,  “The impact of inter-organizational management control systems on performance: A retrospective case study of an automotive supplier relationship”, Int. J. Production Economics, 158 156-170, 2014, http://dx.doi.org/10.1016/j.ijpe.2014.07.029.
[16] V. Maestrini,  V. Martinez,  Neely, A. D. Luzzini, F. Caniato,  and P. Maccarrone,  “The relationship regulator: a buyer-supplier collaborative performance measurement system”, nternational Journal of Operations & Production Managemen, DOI 10.1108/IJOPM-10-2016-0595.
[17] Li, M., Zheng, X., Zhuang, G., “Information technology-enabled interactions, mutual monitoring, and supplier-buyer cooperation: A network perspective”, Journal of Business Research, 2017, http://dx.doi.org/10.1016/j.jbusres.2016.12.022.
[18] V. H. Villena,  and C. W. Craighead. “On the Same Page? How Asymmetric Buyer–Supplier Relationships Affect Opportunism and Performance” Production and Operations Management 26: 491–508, 2017, DOI: 10.1111/poms.12648.
[19] B. G. Son,  C. Kocabasoglu-Hillmer, and S. Roden. “A Dyadic Perspective on Retailer–Supplier Relationships Through the Lens of Social Capital.” International Journal of Production Economics 178: 120–131, 2016, DOI: 10.1016/j.ijpe.2016.05.005.
[20] A Faraz, Z. Zacharia, M. Gerschberger. “Make Sure You Understood Your Strategic Partner in Your Buyer–Supplier Relationship” IEEE International Conference on Industrial Engineering and Engineering Management (IEEM), December 4–7, Bali, Indonesia, 2016, DOI: 10.1109/IEEM.2016.7797992.
[21] A. Faraz,  N. Sanders, Z. Zacharia,  M. Gerschberger,   “Monitoring type B buyer–supplier relationships”, International Journal of Production Research, 2018, DOI: 10.1080/00207543.2018.1444285.
[22] C. W. Autry,  B. D. Williams, and S. Golicic. “Relational and Process Multiplexity in Vertical Supply Chain Triads: An Exploration in the U.S. Restaurant Industry” Journal of Business Logistics 35 (1): 52–70, 2014, DOI: 10.1111/jbl.12034.
[23] A. Shafiq, F. Johnson,  R. Klassen,  A. Awaysheh,  "Exploring the implications of supply risk on sustainabilityperformance", International Journal of Operations & Production Management, https://doi.org/10.1108/IJOPM-01-2016-0029.
[24] J. Suraraksa, K.S. Shin,  Comparative Analysis of Factors for Supplier Selection and Monitoring: The Case of the Automotive Industry in Thailand”, Sustainability, 11(4), 981, 2019, https://doi.org/10.3390/su11040981.
[25] M. Giannakis, R. Dubey, I. Vlachos, Y. Ju, “Supplier sustainability performance evaluation using the analytic network process”, Journal of Cleaner Production, 2019, https://doi.org/10.1016/j.jclepro.2019.119439.
[26] S. K. Pradhan and S. Routroy, ” Improving supply chain performance by Supplier Development program through enhanced visibility”, 6th International Conference of Materials Processing and Characterization, 2016.
[27] Torres-Ruiz, Aineth, Ravindran, A. Ravi. “Multiple Criteria Framework for the Sustainability Risk Assessment of a Supplier Portfolio, Journal of Cleaner Production, 2017, https://doi.org/10.1016/j.jclepro.2017.10.304.
[28] V. Maestrini, D. Luzzini, F.  Caniato, S. Ronchi, “Effects of monitoring and incentives on supplier performance: an agency theory perspective”, International Journal of Production Economics, 2018, DOI: 10.1016/j.ijpe.2018.07.008.
[29] Y. Duan, C. Hofer, and J. Aloysius,  “Consumers care and firms should too: On the benefits of disclosing supplier monitoring activities”, Journal of Operations Management, 1-22, 2020, https://doi.org/10.1002/joom.1129.
[30] F. Li, D. Deng, L. Li, Z. Cheng, and H. Yu,  “A two-stage model for monitoring the green supplier performance considering dual-role and undesirable factors”, Asia Pacific Journal of Marketing and Logistics, 32. 1, 253-280, 2020, DOI: 10.1108/apjml-02-2019-0110.
[31] A. Jaaskelianen,  “The relational outcomes of performance management in buyer-supplier relationships”, Int. J. Production Economics, 232 107933, 2021, https://doi.org/10.1016/j.ijpe.2020.10793.
[32] A. Shafiq, P. F. Johnson, and R. D.  Klassen,  “monitoring: implications for buyer performance”, International Journal of Operations & Production Management, ISSN: 0144-3577, 2022.
[33] O. Hu, J. Hu, and Z. Yang,  “Performance implications of peer monitoring among suppliers”,  Journal of Marketing and Logistics, 2022, https://doi.org/10.1108/IJOPM-03-2021-0149.
[34] I, A.  Changalima, A, J. Ismail, A., D.  Mchopa, “Effects of supplier selection and supplier monitoring on public procurement efficiency in Tanzania: a cost-reduction perspective”, Journal of Management, 2023, https://doi.org/10.1108/XJM-04-2022-0077.
[35] D. R. Krause, R. B. Handfield, and B. B. Tyler, “The relationships between supplier development, commitment, social capital accumulation and performance improvement”, Journal of operations management, vol. 25, no. 2, pp. 528-545, 2007, DOI: 10.1016/j.jom.2006.05.007.
[36] K. J. Petersen, R. B. Handfield, and   G. L. Ragatz, “Supplier integration into new product development: coordinating product, process and supply chain design”, Journal of operations management, 23 3, 371-388, 2005, DOI: 10.1016/j.jom.2004.07.009.
[37] S. Huang, H. Keskar,  “Comprehensive and configurable metrics for supplier selection”, International Journal of Production Economics, 105 2, 510-523, 2007, DOI: 10.1016/j.ijpe.2006.04.020.
[38] C. D. Ittner,  et al., “Supplier selection, monitoring practices, and firm performance”, Journal of Accounting Public Policy, 18 3, 253–281, 1999, DOI: 10.1016/s0278-4254(99)00003-4.
[39] A. S.  Carr and  A. S. Pearsonx, “Strategically managed buyer–supplier relationships and performance outcomes”, Journal of Operations Management, 17, 497-519, 1999, DOI: 10.1016/s0272-6963(99)00007-8.
[40] C. Prahinski, Y. Fan, “Supplier evaluations: the role of communication quality”, Journal of Supply Chain Management, 43 3, 16-28, 2007, DOI: 10.1111/j.1745-493x.2007.00032.x.
[41] J. B. Heide, K. H. Wathne, A. I. Rokkan, “Interfirm monitoring, social contracts, and relationship outcomes”, Journal of Marketing Research, 44 3, 425-433, 2007, DOI: 10.1509/jmkr.44.3.425.
[42] H.  Mahama, “Management control systems, cooperation and performance in strategic supply relationships: a survey in the mines”, Management Accounting Research, 17 3, 315-339, 2006, DOI: 10.1016/j.mar.2006.03.002.
[43] A. W.  Joshi, “Continuous supplier performance improvement: effects of collaborative communication and control”, Journal of Marketing, vol. 73(1), pp. 133-150, 2009, DOI: 10.1509/jmkg.73.1.133.
[44] P. D. Cousins, B. Lawson, and B. Squire, “Performance measurement in strategic buyer–supplier relationships: the mediating role of socialization mechanisms”, International Journal of Operations and Production Management, 28 3, 238-258, 2008, https://doi.org/10.1108/01443570810856170.
[45] W.-G. Eilon, and Christofides, “Distribution Management: Mathematical Modelling and Practical Analysis”, Charles Griffin and Company,London, 1971, DOI: 10.1109/tsmc.1974.4309370.
[46] H.C.W. Lau, , W.  Kai Pang,  and C.W.Y. Wong,  "Methodology for monitoring supply chain performance: a fuzzy logic approach",  Logistics Information Management, 15 4, 271-280, 2002,  https://doi.org/10.1108/09576050210436110.
[47] L. Kang,  and S. L. Albin,  “On-Line Monitoring When the Process Yields a Linear Profile”, Journal of Quality Technology 32, 418-426, 2000, DOI: 10.1080/00224065.2000.11980027.
[48] W. H. Woodall, D. J.  Spitzner, D. C. Montgomery,  and S. Gupta, “Using Control Charts to Monitor process and Product Profiles”, Journal of Quality Technology 36, 309-320, 2004, DOI: 10.1080/00224065.2004.11980276.
دوره 26، شماره 83 - شماره پیاپی 83
شماره پیا پی 83 پاییز 1403
شهریور 1403
صفحه 17-34
  • تاریخ دریافت: 15 آبان 1402
  • تاریخ بازنگری: 21 بهمن 1402
  • تاریخ پذیرش: 30 مرداد 1403
  • تاریخ انتشار: 01 شهریور 1403