Documents disponibles écrits par cet auteur

An exploration of supplier selection practices across the supply chain / Thomas Y. Choi in Journal of operations management, Vol. 14 N°4 (Novembre 1996) 

Public ISBD [article]  in Journal of operations management > Vol. 14 N°4 (Novembre 1996) . - pp. 333–343 Titre : An exploration of supplier selection practices across the supply chain Type de document : texte imprimé Auteurs : Thomas Y. Choi, Auteur ; Janet L. Hartley, Auteur Année de publication : 2007 Article en page(s) : pp. 333–343 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Out-sourcing  Supplier  chain  Supplier-selection  practices Résumé : The US auto industry has undergone tremendous changes during the past decade. Companies have increased their level of out-sourcing and are relying more heavily on their supply chain as a source of their competitive advantage. Thus, determining which suppliers to include in the supplier chain has become a key strategic consideration. However, previous studies of supplier selection have not considered a company's position in the supply chain. In this paper, we compare supplier-selection practices based on a survey of companies at different levels in the auto industry. Our findings rebut the common thinking that indirect suppliers who are more involved in commodity purchasing emphasize initial price and de-emphasize relational considerations. We learned that selecting suppliers based on the potential for a cooperative, long-term relationship is just as important to direct and indirect suppliers as it is to the auto assemblers. We also learned that price is one of the least important selection items, regardless of position on the supply chain. Further, contrary to the existing understanding that quality and delivery are separate constructs, they formed a single construct in our study. To summarize the empirical results, no differences among the auto assemblers, direct suppliers, and indirect suppliers were found for the importance placed on consistency (quality and delivery), reliability, relationship, flexibility, price, and service. Statistically significant differences were found between the auto assemblers and indirect suppliers on the importance placed on technological capability and financial issues. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696396000915 [article] An exploration of supplier selection practices across the supply chain [texte imprimé] / Thomas Y. Choi, Auteur ; Janet L. Hartley, Auteur . - 2007 . - pp. 333–343. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 14 N°4 (Novembre 1996) . - pp. 333–343 Mots-clés : Out-sourcing  Supplier  chain  Supplier-selection  practices Résumé : The US auto industry has undergone tremendous changes during the past decade. Companies have increased their level of out-sourcing and are relying more heavily on their supply chain as a source of their competitive advantage. Thus, determining which suppliers to include in the supplier chain has become a key strategic consideration. However, previous studies of supplier selection have not considered a company's position in the supply chain. In this paper, we compare supplier-selection practices based on a survey of companies at different levels in the auto industry. Our findings rebut the common thinking that indirect suppliers who are more involved in commodity purchasing emphasize initial price and de-emphasize relational considerations. We learned that selecting suppliers based on the potential for a cooperative, long-term relationship is just as important to direct and indirect suppliers as it is to the auto assemblers. We also learned that price is one of the least important selection items, regardless of position on the supply chain. Further, contrary to the existing understanding that quality and delivery are separate constructs, they formed a single construct in our study. To summarize the empirical results, no differences among the auto assemblers, direct suppliers, and indirect suppliers were found for the importance placed on consistency (quality and delivery), reliability, relationship, flexibility, price, and service. Statistically significant differences were found between the auto assemblers and indirect suppliers on the importance placed on technological capability and financial issues. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696396000915

Managing the buyer-supplier interface for on-time performance in product development / Janet L. Hartley in Journal of operations management, Vol. 15 N°1 (Fevrier 1997) 

Public ISBD [article]  in Journal of operations management > Vol. 15 N°1 (Fevrier 1997) . - pp. 57–70 Titre : Managing the buyer-supplier interface for on-time performance in product development Type de document : texte imprimé Auteurs : Janet L. Hartley, Auteur ; B. J. Zirger, Auteur ; Rajan R. Kamath, Auteur Année de publication : 2007 Article en page(s) : pp. 57–70 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Empirical  research  Product  development  Purchasing Résumé : Reducing the time required to develop new products has become an important factor of competition in many industries. This paper empirically tests whether management of the buyer-supplier interface affects supplier-related delays and, in turn, if these delays slow the overall project. Product development engineers and engineering managers in 79 assembly industry firms were surveyed to gather the data for this study. Results of analysis of covariance show that working with a supplier that has strong technical capabilities reduces supplier-related delays. However, the benefits of commonly cited interface management techniques such as early supplier involvement, increasing the supplier's responsibility for design, and greater buyer-supplier communication were not confirmed. A significant relationship was found between supplier-related delays and overall project delays. The priority that the buyer's top management places on the project and the degree of technical change were also significantly related to overall project delays. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696396000897 [article] Managing the buyer-supplier interface for on-time performance in product development [texte imprimé] / Janet L. Hartley, Auteur ; B. J. Zirger, Auteur ; Rajan R. Kamath, Auteur . - 2007 . - pp. 57–70. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 15 N°1 (Fevrier 1997) . - pp. 57–70 Mots-clés : Empirical  research  Product  development  Purchasing Résumé : Reducing the time required to develop new products has become an important factor of competition in many industries. This paper empirically tests whether management of the buyer-supplier interface affects supplier-related delays and, in turn, if these delays slow the overall project. Product development engineers and engineering managers in 79 assembly industry firms were surveyed to gather the data for this study. Results of analysis of covariance show that working with a supplier that has strong technical capabilities reduces supplier-related delays. However, the benefits of commonly cited interface management techniques such as early supplier involvement, increasing the supplier's responsibility for design, and greater buyer-supplier communication were not confirmed. A significant relationship was found between supplier-related delays and overall project delays. The priority that the buyer's top management places on the project and the degree of technical change were also significantly related to overall project delays. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696396000897