Introduction: The focus of this thesis is set on how green innovation can be facilitated through supplier relationships. Early supplier integration (ESI) can be defined as a collaboration between a purchasing firm and its supplier at an early stage of the product conceptualization and green innovation can be defined as the implementation of several management activities aimed at reducing environmental impact. Throughout the years researchers have examined the advantages and impact of green innovation, however, how manufacturing companies can manage early supplier integration to foster green innovation has not been explicitly studied. Purpose: The purpose of this research is to explore how early supplier integration can foster green innovation between manufacturer and supplier. Furthermore, this research proposes a conceptual model that addresses how early supplier integration can foster green innovation. Research Questions: Which are the current corporate practices for green innovation related to supplier relationships? What are the main prerequisites for green innovation in ESI? How can manufacturers manage their early supplier integration to foster green innovation?  Methodology: Based on the purpose and research questions in this thesis the authors deemed a qualitative research approach to be the most applicable research design. To gather in-depth data for the thesis, semi-structured interviews were chosen as the most appropriate data collection method. Respondents that were included based on their extensive knowledge regarding internal green integration, supplier selection, early supplier integration, co-development, and green innovation. Conclusion: This study provides knowledge regarding how early supplier integration can foster green innovation between manufacturer and supplier. It can be concluded that in order for early supplier integration to actively foster green innovation it is necessary to consider a holistic perspective by adapting four chronological concepts that are managed in the order: internal green integration, supplier selection, early supplier integration, and co-development.

För att möta kundernas strikta krav på korta ledtider och krav på lågkostnadsprodukter med hög kvalitet, har många organisationer kommit att bero allt mer på underleverantörer för att utveckla konkurrenskraftiga produkter. Omfattningen av leverantörsintegrering kan beskrivas med mängden ansvar en leverantör får i beställarens produktutveckling och hur samarbetet ser ut mellan parterna. Graden av ansvarsdelning kan innebära allt från rådgivning till fullständigt ansvar för alla processer i produktutvecklingskedjan. Perspektivet i detta arbete har fokuserat på underleverantören och hur den kan skapa värde i beställarens produktutveckling. Vidare syftar denna rapport att ta reda på vilka faktorer som påverkas beroende på när en leverantör integreras i produktutvecklingen. Rapporten undersöker specifikt hur faktorer som tid till produktion, utvecklingskostnader och produktkvalitet påverkas av tidig integration med leverantören. Arbetet bygger på en förstudie av tidigare forskning inom integration av underleverantörer i produktutveckling samt en kvalitativ intervjustudie med två svenska företag. Företagens relation till varandra är kund och leverantör. Arbetet kommer fram till slutsatsen att tidig integration och nära samarbeten med en underleverantör kan ha positiva effekter på pris och kvalitet, men mindre tydliga effekter på tid till produktion. Arbetet visar även vikten av bra kommunikation mellan leverantör och kund för bättre resultat i produktutvecklingen. Faktorer som geografisk plats, mängden resurser som båda parter investerar påverkar dessa resultat i stor utsträckning. / In order to meet clients' demands for short development times and cheap products with high quality, many organizations are relying more and more on suppliers to develop products that can compete on today's ferocious global marketplaces. The focus of this paper is on the supplier and how it can affect the client’s product development positively. Furthermore, this paper aims to conclude which factors that are affected when the supplier is integrated into the client’s product development. This report looks at how specific factors such as time to production, development costs and quality of the products are affected by early integration with the supplier. The scope of supplier integration can be defined by the amount of shared responsibility of the product development between the supplier and the buying organization. The level of shared responsibility can mean everything from strictly consulting to complete responsibility of the entire product development process. This paper is based on a study of previous research of supplier integration into product development, including a qualitative interview study with two Swedish companies. The internal relationship of the two companies that take part in this study is that of client and supplier. The conclusions are that early integration and close cooperation with suppliers have positive effects on price and quality, but only marginal effects on development times. The paper shows that regular communication between client and supplier generates better results in product development. Factors such as geographical location and the amount of resources that both parts invest affect these results.

The concept of industry 4.0 has long been a topic of discussion, research, and cultural impact, it has also rapidly increased effectiveness, profitability, and growth for the involved parties. At the pinnacle of industry 4.0 smart factories have emerged as a concept, describing the factories of competitive manufacturing leaders who best utilize the advanced tools of the era. The journey toward progressing conventional factories, making them smart, requires collaboration with suppliers who are well-equipped to support this transition. Therefore, this thesis aims to take on a supplier perspective through the lens of strategy to gain a deeper understanding of how suppliers should act towards original equipment manufacturers (OEMs) in the smart factory era. Specifically, investigating how suppliers can seize business opportunities in the smart factory maturity (SFM) journey of OEMs.  The study was conducted through a qualitative single case study performed with an industrial supplier towards OEMs in the motor vehicle industry (MVI). Data collection included performing semi-structured interviews with employees at the case company as well as observations such as break room discussions and visits at OEMs. Moreover, thematic analysis was carried out which resulted in three themes which deepens the understanding of the supplier’s role in the context. The discussion of the themes concludes that suppliers should: 1. Understand the state of the OEMs' smart factory journey, by identifying the OEMs SFM and what drives them forward. 2. Use the found enablers in their strategy to assist the journey, i.e. by developing strategic partnerships, expanding the software offering, establishing a smart factory vision, and changing the mindset towards solution selling. 3. Prepare for and manage the identified challenges of the smart factory era, which are factory legacy, new competency needs, cyber security, silo mindset, and change management. The research contributes to industry 4.0 maturity model literature by adding a more managerial view on the area and a supplier perspective. Furthermore, the study contributes to strategic management literature by adding onto the dynamic capabilities framework by providing a practical context on how organizations can seize business opportunities.

整個產業的競爭已由企業個體對企業個體，轉變為供應者與購買者結合而成的供應鏈與供應鏈間的競爭，因此整個供應鏈管理被認為是一個新競爭優勢的來源。建構供應鏈管理之首要活動為供應商的評估與選擇，選擇良好的供應商為供應鏈運作順暢與發揮最大效益的基礎，因此如何選擇具有發展潛力的供應商以幫助自身策略之達成便格外重要。除慎選供應商外，為使供應商達到並維持企業設立之多項標準，企業尚須投入努力以執行供應商發展活動，藉以提升供應商之績效和能力，且企業亦須定期地仔細監督和評估供應商之績效，以確保現有供應商能符合企業之需求及未來非預期之需求。 企業與供應商並非保持單一關係類型，而是維持一個不同關係類型的組合，因而為了達到最適之供應商管理效率和效果，且分配最適之資源給不同的供應商，企業須針對不同關係類型之供應商採取不同之供應商管理模式。 本研究採個案研究法，再輔以問卷分析加以支持。以國內某資訊電子企業為對象，探討伴隨供應商與企業之關係類型不同，企業採取之供應商選擇評估標準、供應商發展活動以及供應商績效評估制度各為何以及有何異同，經整理分析，發現之結果如下： 一、個案公司與供應商之關係類型可分為三類。 二、個案公司對供應商之選擇評估標準會隨著與供應商之關係類型不同 而有所不同。 三、個案公司對供應商採行之供應商發展活動會隨著與供應商之關係類型 不同而有所不同。 四、個案公司對供應商採行之供應商績效評估項目會隨著與供應商之關 係類型不同而有所不同。 五、個案公司與其供應商之間，對於個案公司所採取之供應商管理制度具 有一些認知上差異。 六、個案公司對策略夥伴型供應商，在選擇評估標準、績效評估項目上重 視及要求的程度皆最高，且對其執行之發展活動亦最為頻繁。 / Competition in the industry is changing from among firms to among supply chains forming by suppliers and buyers. Thus, supply chain management is increasingly recognized as an important source of a firm’s competition advantage. The first step of supply chain management is to select and evaluate suppliers. Since selecting good suppliers is the basis of running supply chain smoothly and creating maximum benefits; therefore, how to select potential suppliers to help achieving the strategy goal has become the most important thing. Besides selecting suppliers carefully, in order to attaining and maintaining various standards set up by firms, they have to put effort to implement supplier development activities to promote the performance and abilities of suppliers. Also, firms must monitor and evaluate supplier performance carefully and regularly to ensure that its current suppliers are meeting the needs and unexpected future needs of the firm. Firms do not have a “one-size-fits-all” strategy for relationship types with suppliers, but manage a portfolio of relationships. Firms should adopt different types of supplier management in accordance with types of relationships to achieve the objective of managing supply chain efficiently and effectively and distribute proper resources to suppliers. This study uses case study research, and is supported by the questionnaire. This study takes certain electronic enterprise as the object company, and tries to discuss that with different relationship types between suppliers and firms, what will be the selection criterion, the development activity, and the performance evaluation system for suppliers; moreover, how are they different. Through collection and analysis, we found the following conclusions: 1.The types of relationship can be divided into three types. 2.Supplier selection criteria adopted by the firm are different from types of relationships. 3.Supplier development activities implemented by the firm are different from types of relationships. 4.Supplier performance evaluation items adopted by the firm are different from types of relationships 5.There are little agreements between the firm and it’s suppliers as for the supplier management system. 6.On the selection criterion and performance evaluation items, the firm pays most attention and requires most on strategic partnership suppliers. Moreover, the development activities are most frequently executed.

Supply Chain Due Diligence (SCDD) is conducted by companies to minimise or even eliminate risks of being involved directly or indirectly in human rights violations. It is part of Human Rights Due Diligence (HRDD) requirement. Through their suppliers companies may be exposed to irresponsible business practices. Considering this, companies should be able to systematically formulate concise demand from their suppliers that they practice responsible business practices which respect human rights. Supplier Relationship Management (SRM) as management tool commonly assist companies to direct suppliers methodically in achieving their financial goals. This research attempts to repurpose SRM concepts to enable companies to conduct SCDD methodically. Defining human rights requirements into practical supplier’s evaluation system is a challenging task. Possible criteria and their indicators are discussed. The structure and processes to implement SRM framework for SCDD purposes are also described.:1. INTRODUCTION AND PROBLEM DESCRIPTION 2. INTENSIFICATION OF PURCHASING FUNCTION AND SUPPLIER RELATIONSHIP MANAGEMENT FOR IMPROVED COOPERATION WITH SUPPLIERS 2.1. Procurement and Purchasing Function in Integrative Supply Chain Management 2.2. Supplier Relationship Management and Purchasing Function 2.2.1. Supplier Relationship Management Framework 2.2.2. Strategy Development 2.2.3. Supplier Observation 2.2.4. Supplier Selection 2.2.5. Classification of Suppliers and Performance Assessment 2.2.6. Cooperation and Collaborating with Suppliers 2.2.7. Development of Suppliers 2.2.8. Disturbance and Dissolution Management 3. RESPECT FOR HUMAN RIGHTS AND IMPLEMENTATION OF SUPPLY CHAIN DUE DILIGENCE THROUGH IMPACT ASSESSMENT AND REPORTING 3.1. Relation between Business and Human Rights 3.2. Human Rights Due Diligence for Companies 3.2.1. Basic Concept of Human Rights Due Diligence 3.2.2. Relating Human Rights Due Diligence to Common Commercial Due Diligence 3.2.3. Business Case for Human Rights Due Diligence from Legal and Other Perspectives 3.3. Human Rights Due Diligence with Focus on Impact Assessment 3.3.1. Approaches and Guidelines to Conduct Human Rights Impact Assessment 3.3.2. Relevance of Human Rights Impact Assessment (HRIA) Approaches to Practical Implementation within Procurement Activities 3.4. Human Rights Reporting 3.5. Supply Chain Due Diligence Activities as Instrument to Conduct Human Rights Due Diligence 4. EVALUATION AND CLASSIFICATION OF SUPPLIERS’ PROSPECTIVE HUMAN RIGHTS PERFORMANCE AND HUMAN RIGHTS VIOLATION RISKS: DETERMINING CRITERIA AND THEIR INDICATORS 4.1. Performance Evaluation and Indicators Development 4.2. Rationalization in Grouping Human Rights Performance Criteria into Three groups of Criteria and Weighing/Scaling/Calculation System 4.3. Sourcing and Regulation 4.3.1. General Standards and Regulations 4.3.2. Specific Product Standards and Requirements 4.3.3. Supplier’s Code of Conduct and Industry Initiatives 4.4. Political and Social Circumstances 4.4.1. Political Condition in Country of Supplier 4.4.2. Risks of Corruption 4.4.3. Social Circumstance and Civil Society 4.5. Suppliers’ Internal Condition 4.5.1. Supplier’s Human Rights Policy 4.5.2. Supplier’s Human Rights Record and Reputation 4.5.3. Supplier’s Corporate Governance and Political Connections 4.6. General Remarks on Groups of Performance Criteria and Framework for Suppliers’ Classification 5. RESULTS INTERPRETATION OF SUPPLIERS’ CLASSIFICATION FOLLOWING EVALUATION OF SUPPLIERS’ PROSPECTIVE HUMAN RIGHTS PERFORMANCE AND HUMAN RIGHTS VIOLATION RISK 5.1. 5.1.1. Understanding and Using the Assessment Framework 5.1.2. Determining Indicators’ Scaling Complexity, Weighing System and Cut-off Points 5.1.3. Interaction Model of the Framework in Determining Overall Performance and Classification of Suppliers 5.2. Suppliers with Low-Level of Prospective Human Rights Performance 5.3. Suppliers with Medium-Level of Prospective Human Rights Performance 5.4. Suppliers with High-Level of Prospective Human Rights Performance 6. INTRODUCING SUPPLIER RELATIONSHIP MANAGEMENT FRAMEWORK FOR SUPPLY CHAIN DUE DILIGENCE 6.1. Building the Supplier Relationship Management Framework for Supply Chain Due Diligence Framework: Laying Out the Foundation 6.2. Supply Chain Due Diligence Using an Approach of Supplier Relationship Management: How to Implement the Framework 6.2.1. Purchasing Strategy Development 6.2.2. Observation of Potential Suppliers 6.2.3. Suppliers Selection 6.2.4. Performance Assessment and Classification of Suppliers 6.2.5. Disturbance and Dissolution Management 6.2.6. Cooperation and Collaboration with Suppliers 6.2.7. Development of Suppliers 7. CONCLUSION REFERENCES

Purpose – The purpose with the study is to get an understanding of how a low-power retailer can incentivize their high-power supplier(s) to improve their supplier on-time delivery performance. The purpose was fulfilled by answering the two research questions: How does power asymmetry influence supplier on-time delivery performance in a low-power retailer and high-power supplier context? How can low-power retailers work with high-power suppliers to increase their supplier on-time delivery performance? Method – To answer the research questions, both theoretical and empirical data was required. A literature study was conducted to gather relevant theories about on-time delivery performance and supplier relations. To get the required empirical data, a case study was conducted at a case company that suited the subject. The case study consisted of multiple interviews and document studies. This enabled for an analysis in the form of pattern matching in order to answer the research questions and thereby fulfill the purpose. Findings – The power asymmetry between a supplier and a retailer influences the supplier on-time delivery performance in several ways. The low-power retailer can experience difficulties with setting the demands they need. Having to deal with high-power suppliers while being a low-power retailer has its challenges when a satisfying level of supplier on-time delivery performance is needed. The study found four appropriate ways for low-power retailers to work with high-power suppliers to get improved supplier on-time delivery performance. Improvement and changes can be done, these could be major and minor, internal and external. Implications – Both practical and theoretical implications have been provided. The practical implications are that the low-power retailer needs to know their power position in the dyadic relation and act accordingly to enable for a satisfying level of supplier on-time delivery performance.The theoretical implications are that this study has filled a knowledge gap regarding improvement of supplier on-time delivery performance. The knowledge gap would be the power asymmetry subject from a low-power retailers’ perspective. Not much attention has been devoted into this subject.Limitations – The limitation with this study was conducting a case study. The results are limited to this type of telecommunication retailing company. The case study was the choice of method as it gave a deeper understanding for the subject. Keywords – On-time delivery performance, supplier relations, power asymmetry, dyadic relationships

<p>The purpose of this study is to investigate the suppliers’ view of their relation to Stora Enso. The study focuses on the relation between the central purchasing unit of Stora Enso and the suppliers but also gives indications of how the overall interface between Stora Enso and the suppliers works. The purpose is explored through a number of research objectives, which are presented below. </p><p>Areas essential for the functioning of the central purchasing unit: </p><p>- The overall organisation of Stora Enso’s purchasing activities, </p><p>- Stora Enso’s cross-functional purchasing teams, </p><p>- The internal coordination and communication, </p><p>- The relational bonds between Stora Enso and the suppliers </p><p>Important goals and visions for the central purchasing unit: </p><p>- Minimising the Total Business Cost, </p><p>- Being an attractive partner to the suppliers </p><p>Currently discussed issues within the central purchasing organisation: </p><p>- The potential for closer cooperation between Stora Enso and the suppliers, </p><p>- The professionalism of Stora Enso’s purchasers </p><p>Stora Enso is well organised for purchasing but the centrally coordinated cross-functional teams are not working as well as they could. The internal coordination has improved lately but the central purchasing unit’s mission to optimise for Stora Enso as a whole often creates tension within the organisation, as a result of the mills being profit centres. The internal communication is not efficient, and the suppliers are strengthening their bonds with the mills by taking over the responsibility for certain information flows. The central purchasing unit and the cross-functional teams have the responsibility but not the authority to carry out their task of identifying and reducing the Total Business Cost. Stora Enso is an attractive customer for their suppliers, mainly because of the big volumes they represent. The current negotiation strategies are not advantageous for the introduction of collaborative supplier relations but other factors in the relation between the suppliers and Stora Enso speak strongly in favour for such a strategic change. When it comes to professionalism and business moral the suppliers give the central purchasing unit a very positive evaluation.</p>

The purpose of this study is to investigate the suppliers’ view of their relation to Stora Enso. The study focuses on the relation between the central purchasing unit of Stora Enso and the suppliers but also gives indications of how the overall interface between Stora Enso and the suppliers works. The purpose is explored through a number of research objectives, which are presented below. Areas essential for the functioning of the central purchasing unit: - The overall organisation of Stora Enso’s purchasing activities, - Stora Enso’s cross-functional purchasing teams, - The internal coordination and communication, - The relational bonds between Stora Enso and the suppliers Important goals and visions for the central purchasing unit: - Minimising the Total Business Cost, - Being an attractive partner to the suppliers Currently discussed issues within the central purchasing organisation: - The potential for closer cooperation between Stora Enso and the suppliers, - The professionalism of Stora Enso’s purchasers Stora Enso is well organised for purchasing but the centrally coordinated cross-functional teams are not working as well as they could. The internal coordination has improved lately but the central purchasing unit’s mission to optimise for Stora Enso as a whole often creates tension within the organisation, as a result of the mills being profit centres. The internal communication is not efficient, and the suppliers are strengthening their bonds with the mills by taking over the responsibility for certain information flows. The central purchasing unit and the cross-functional teams have the responsibility but not the authority to carry out their task of identifying and reducing the Total Business Cost. Stora Enso is an attractive customer for their suppliers, mainly because of the big volumes they represent. The current negotiation strategies are not advantageous for the introduction of collaborative supplier relations but other factors in the relation between the suppliers and Stora Enso speak strongly in favour for such a strategic change. When it comes to professionalism and business moral the suppliers give the central purchasing unit a very positive evaluation.

自 Kaplan 及 Norton 於 1992 年提出平衡計分卡後,平衡計分卡即被視為 策略管理及績效衡量領域之利器。經過多年企業實務之測試與驗證,對於策略 之擬定、執行及管理上已發展出相當完整之架構。惟以往之研究多數係探討公 司本身之平衡計分卡,對於與外部夥伴共同制定計分卡之領域著墨甚少。部分 相關研究文獻未強調供應商之策略性,而係自一般營運角度出發,與重視供應 鏈管理概念之現代企業競爭模式背道而馳。 本研究提出「策略性供應商計分卡」,作為引導供應商如何協助企業達成 策略、建立長期策略夥伴關係之指引。研究內容中,詳細論述總公司計分卡推 導至策略性供應商計分卡之過程、各議題間之邏輯支撐關係及關鍵衡量指標說 明。策略性供應商計分卡以策略性供應商為主體,納入策略性事項,並訂立指 標加以衡量。該工具不僅可以幫助個案公司及其供應商辨識具策略價值之營運 活動,更能作為企業之間的溝通橋樑,開創共同開發、協同合作之可能,並將 不同組織的目標衝突減至最低,最終提升供應鏈整體績效。 / This study proposed a management tool, "strategic supplier balanced scorecard", as a guide for suppliers about how to help their buyers to achieve companies’ strategic goals. Also, Corporations can use this tool to establish long-term strategic partnership with their strategic suppliers. In this research, the design process of strategic supplier balanced scorecard would be thoroughly elaborated, including the connection between the company’s balanced scorecard and strategic supplier balanced scorecard, the logic support of each strategic issues, and detailed instruction of key performance factors. Strategic supplier balanced scorecard is applied mainly on strategic supplier. With the tools help, corporations and its strategic supplier can not only define important operation activities with strategic values, but also set key performance factors to evaluate the outcomes. Strategic supplier balanced scorecard is regarded as a mutual communication tool, making corporations and their strategic supplier to work together, lowering the potential conflicts that would cost damage to both side, and ultimately enhancing the overall performance of the supply chain.

The supplier relationship manager is one of the eight business processes of Supply chain management. There have been many researches carried out about the supply chain processes integration. However, a lack of theory has been noticed on the integration of the supplier relationship management process and no research has coped with a case study of the integration of this process between the manufacturer and its first upstream tier. The lack is also consequent when studying the obstacles to the supplier relationship management integration in Swedish construction equipment companies.