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1.Buyer-Supplier The research Explains the relationship The paper is of
Relationships and methodology is based between buyers and great importance
The Resource- on a sample of 130 suppliers leading to buyer- as it identifies the
Advantage transactional supplier competiveness. determinants
Perspective: An companies which affecting the
Illustrative operate on a world supply chain
Example of wide scale. This has performance and
Relational and been done by using a competition
Transactional structural equation
Drivers of model in the paper.
by Mateve and
Breni Maja
2. Supply Chain This study has been The paper uncovers the As the objective is
Alliances: conducted by using a reality that good buyer- to study in depth
Rhetoric and multimethod that is; supplier relations are buyer-supplier
Reality by survey and interview important for effective relationships, this
Fawcett, Mccarter approach to determine supply chain management paper uncovers the
and Magnan. the nature of alliance and supports the fact that truth that success
management in success depends on close depends on close
modern supply chains. buyer-supplier relationships buyer-supplier
as well as alliance relations.
3) Ravindran, A. We develop two The objective of this paper is Most
Ravi,Ufuk Bilsel, different types to develop multi criteria manufacturers are
R.,Wadhwa, Vijay of risk models, value- supplier continuously
, Yang, Tao at-risk (VaR) and selection models incorporati seeking their
miss-the-target ng supplier risk and apply supplier base
(MtT). them to a real company around the world
and look for an
4) Lee, Amy H. I. Provides a This article evaluates the With increasingly
mathematical model f model for buyer-supplier fierce global
or the selection of the relationships with the competition, firms
most appropriate form consideration of benefits, in various industrie
of buyer-supplier opportunities, costs and risks s need to build a
relationship cooperative buyer-

Supply chain management (SCM) is a key strategic factor for increasing organizational
Effectiveness and for better realization of organizational goals such as enhanced
competitiveness, better customer care and increased profitability (Gunasekaran et al.
2001, p. 71). The objective of this paper is to develop multi criteria supplier selection models
incorporating supplier risk and apply them to a real company. Most manufacturers are
continuously seeking their supplier base around the world and look for an opportunity to
significantly reduce supply chain
costs. Singular emphasis on
supply chain cost, however, can
make the supply chain brittle and
more susceptible to the risk of
disruptions. . We develop two different types of risk models, value-at-risk (VaR) and miss-the-
target (MtT). We model the risk-adjusted supplier selection problem as a multi criteria
optimization problem and solve it in two phases. Phase 1 is the pre-qualification step, where a
large set of initial suppliers is reduced to a smaller set of manageable suppliers using various
multi-objective ranking methods. In Phase 2, order quantities are allocated among the short listed
suppliers using a multi-objective optimization model. In the multi-objective formulation, price,
lead-time, VaR type risk of disruption due to natural event and MtT type risk of quality are
explicitly considered as four conflicting objectives that have to be minimized simultaneously. We
solve the multi-objective optimization problem using four different variants of goal
programming. The models are illustrated with an actual application to a global IT company.
(Ravindran, A. Ravi,Ufuk Bilsel, R.,Wadhwa, Vijay , Yang, Tao)

Many companies are trying to find tools for performance improvement in response to turbulent
business markets and for efficiently controlling their business activities. The objectives of
performance measurement are to improve the efficiency and effectiveness of a supply chain
(Beamon 1999; Gunasekaran et al. 2001). In addition, Keeber (2000) also stated that the purpose
of performance measurement is to reduce operating costs and customer service in logistics
activities, improve firms revenue growth, and enhance shareholder value. This article evaluates
the model for buyer-supplier relationships with the consideration of benefits, opportunities, costs
and risks. With increasingly fierce global competition, firms in various industries need to build a
cooperative buyer-supplier relationship to survive and to acquire reasonable profit. Even though
the literature on various types of collaboration between firms is abundant and the works on
supplier selection models are numerous, the research that provides a mathematical model for the
selection of the most appropriate form of buyer-supplier relationship is very limited. Existing
buyer-supplier evaluation models usually only consider the benefits from the relationship, but not
the opportunities, costs
and risks that may need to
be confronted. The main
objective of this study is
to propose an analytical
approach to evaluate the
forms of buyer-supplier
relationship between a
manufacturer and its
supplier. A fuzzy analytic
hierarchy process (AHP)
model, which applies fuzzy
set theory and the benefits,
opportunities, costs and risks
(BOCR) concept, is constructed to deal with uncertainty and to consider various aspects of
alternatives. Multiple factors that affect the success of the relationship are analyzed by
incorporating experts' opinions on their priority of importance, and a performance ranking of the
buyer-supplier forms is obtained. A case study of selecting the most appropriate buyer-supplier
form between a TFT-LCD manufacturer and its color filter supplier is presented, and the
proposed model is applied to facilitate the decision process. The proposed model is a general
form that can be tailored and applied by firms that are making decisions on buyer-supplier
relationship. (Lee, Amy H. I)

The success of a supply chain in such an industry primarily hinges on shorter lead times, the
quality of products provided and the morale of employees associated with the manufacturer. The
case study argues that in order to minimize product costs makes effective supply chain
management vital. The organization should have good relation with the supplier to enhance
efficiency. An organization that employs effective supply chain officers is able to achieve
efficiency of its operations since only those values adding activities (VAA) are counted. This
ensures that the organizations processes flow seamlessly and output remains coupled with the
organization's needs. The employees who are highly motivated work towards achieving the goals
of the organization. The organization should ensure that they have competent supply chain staffs
who focus on ensuring buyer supplier relationships are met. These insights presented in the case
make this case study an ideal selection for the task at hand. The relationship between buyer and
supplier depends greatly on this therefore this article is an important edition in our research as
the subject of supply chain management is continuously going through the process of evolution.
In this regard it can be seen that in todays supply chain network great emphasis is laid on how a
buyer efficiently manages its multiple suppliers which is critical and failure of which can lead to
supply chain breakdowns. (Steve V. Walton, Robert B. Handfield, and Steven A. Melnyk (1998))

It has been observed that today the trend to reduce the number of suppliers has become
prevalent. In an era of increasing global competition there is a growing interest in managing
long-term buyer-
supplier relationships
as the management of
these relationships
has benefits for both
parties. The buyer can
strengthen his
competitiveness and
secure the access to
external resources
that the company
needs. The supplier
can reach higher profits by maintaining long-term relationships. One of the buyers main
strategic goals is to try to reduce the number of supplier that the buyer is dealing directly with.
This can be achieved by forming systems of suppliers, with suppliers in different tiers. Another
strategic goal is to reduce the costs for purchasing which accounts for a large amount of a
companys total costs. It is also of great interest to analyze the local and national suppliers role
in this supply network. To become a supplier on first tier the company has to be large enough,
and also be able to provide some added value to the buyer. Todays buyer works on having local
suppliers for those products where it is possible. The benefits are closeness, geographically as
well as culturally, but there are also benefits for the local society. The holistic view of buyer-
supplier relationship from the buyers side presented in this paper forms the basis of our research
and thus it justifies its inclusion in the research. (Nicole Darnall, G. Jason Jolley and Robert
Handeld (2008) However, the reality is that truly synergistic relationships between buyers and
suppliers are very rare. This study has been conducted by using a multimethod that is; survey
and interview approach to determine the nature of alliance management in modern supply chains.
The results showed that synergistic working relationships among buyers and suppliers are
actually low. Managers who were interviewed actually admitted that distance between preferred
supplier and synergistic alliance is quite enormous. We also looked at a doctoral thesis-
Management of Buyer-Supplier Relationships in the Supply Chain This had several case
studies of Automotive and Telecom Supply Chains. This consisted of two parts. The first part is
about Managing buyer supplier relationships in auto production chains a case study of Volvo
and its supplier relationship management. The second part is about Managing buyer supplier
relationships in telecom supply chains a case study of Ericsson and its supplier relationship
models in different business situation. Great changes have taken place in manufacturing during
the past two decades. These include an increasing interest in purchasing, specifically in the
development of supplier relationships, which have resulted in a multitude of new structures in
the organization of purchasing and supply chain management. The auto industry is normally
considered as a pilot industry for leading this great change. The question arises, Why are supply
chains needed? Japanese success in the auto industry has proved its motto: Manage the supply
chain for competitive advantage rather than to reduce costs. Namely, the supply chain can be an
important source of competitive advantage to any company willing and able to devote time and
effort to supplier cooperation and development. The success of supply processes is dependent on
how well a company manages its supply chain with horizontal or vertical integration to fulfill its
customers' demands. The studies aimed to answer the research problem by analyzing how a
company fulfills customer demand in the best way through different supplier relationships, and
how alternative relationship types are used in reality, and why. (Fawcett, Mccarter and