The growing need to source manufacturing activities to original equipment manufacturers has presented a strategic challenge for firms in evaluating and selecting supplier partners for their products. Supplier performance evaluation is a well-researched area within supply chain management. Though several authors have contributed with models for supplier selection, there still exist uncertainties regarding how high-tech start-up firms should capitalize on these models. By conducting a case study at AB Realisator Management Consulting currently developing a new firefighting robot concept called FUMO™, the authors were able to develop a model for supplier selection and test it on a real case scenario. Results indicate that high-tech start-up firms in general should apply the following step-by-step process for selecting suppliers: Align supply chain strategy with product characteristics regarding supply and demand uncertainty, select supplier performance metrics from the comprehensive bank of metrics presented in this thesis related to the supply chain strategy, evaluate suppliers based on the selected performance metrics using the decision making framework Analytic Hierarchy Process (AHP). By following the suggested process step by step, incorporating performance metrics to the AHP structure, high-tech start-up firms will be able to find strategically suitable suppliers to manufacture their products. / Det växande behovet av att lägga ut tillverkningsverksamhet till externa leverantörer har bidragit med en strategisk utmaning för företag, gällande att utvärdera och välja leverantörer för sina produkter. Leverantörsutvärdering är ett väl utforskat område inom supply chain management. Även om flera författare har bidragit med modeller för leverantörsutvärdering, finns det fortfarande oklarheter om hur högteknologiska nystartsföretag bör dra nytta av dessa modeller. Genom att utföra en fallstudie på AB Realisator Management Consulting som för närvarande utvecklar ett nytt robotkoncept för brandförsvaret, har författarna kunnat utveckla en modell för val av leverantörer, samt testat den på ett verkligt scenario. Resultat visar att högteknologiska nystartsföretag i allmänhet bör tillämpa följande steg-för-steg-process för val av leverantörer: Matcha supply chain-strategi med produktattribut baserat på osäkerhet i tillgång och efterfrågan, välja mätvärden relaterade till vald supply chain-strategi från den omfattande mätvärdesbanken som presenteras i denna avhandling, utvärdera leverantörer utifrån valda mätvärden genom att applicera beslutsverktyget Analytic Hierarchy Process (AHP). Genom att följa den föreslagna processen steg för steg kommer högteknologiska nystartsföretag kunna välja strategiskt lämpliga leverantörer för att tillverka sina produkter.

Covid-19 has impacted the international business environment on a large scale. Nonetheless, the pandemic has brought shutdowns and lockdowns, which has caused disruption and a decline in supplies. Implementing risk management in supplier selection strategy has been argued to be critical in managing disruption during Covid-19. Henceforth, the research purpose is to explore In order to provide a profound foundation for the topic, the thesis will be utilised with a qualitative approach. The data collection is derived from semi- structured interviews, which enables comprehensive data and is further used based on the literature review. The analysis of the thesis presents the vital changes necessary in the supplier selection strategy derived from the disruption caused by Covid-19. Conclusively, the thesis finalises how a risk- oriented supplier selection strategy has emerged for the company to meet future challenges. Thus, the authors interpreted it to align with the statement, "When life gives you lemons, make lemonade".

Inköp av material i byggbranschen genomförs traditionellt med lägsta pris som främsta kriterium. Vidare sker inköpen ofta lokalt i respektive byggprojekt, vilket oftast leder till kortsiktiga relationer med leverantörer. Dock visar forskning på att kortsiktiga relationer inte alltid är mest gynnsamma. Det anses istället vara mer fördelaktigt att låta sig inspireras av andra industrier och upprätta långsiktiga relationer och leverantörssamarbeten som sträcker sig över flera byggprojekt. År 2014 förvärvade ett av Sveriges största byggföretag en fabrik som tillverkar prefabricerade produkter i fiber- och gråbetong. Uppköpet var en så kallad vertikal integration och en del i ett koncept för att industrialisera bostadsbyggandet. Förvärvet innebar inte bara ett upprättande av en långsiktig relation utan således även en integration av en leverantör i företagets värdekedja.  Syftet med det här examensarbetet är att bättre förstå hur en sådan intern långsiktig leverantörsrelation fungerar i byggbranschen. Syftet med studien är även att utveckla kunskap och komma med förbättringsförslag kring hur en långsiktig intern affärsrelation kan utvecklas.  Studien anses som kvalitativ och grundar sig på en litteraturstudie, semi-strukturerade intervjuer, interna dokument, platsbesök och observationer. En abduktiv forskningsansats har använts då teori och empiri varvats längs studiens gång. Undersökningen kan även ses som explorativ då slutmålet från början inte var känt.     Studien påvisar och konfirmerar att en intern långsiktig relation är komplex men fördelaktig då det bland annat möjliggör en ökad kontroll och utveckling av både den levererade produkten och relationen. Vidare visar studien att den levererade produktens komplexitet har stor betydelse. Undersökningen åskådliggör även att en kombination av ett externt och internt förhållningssätt till en relation kan vara mest fördelaktigt trots att leverantören definitionsmässigt är intern. Likväl som i externa långsiktiga relationer är även begrepp såsom tillit, engagemang, förväntningar och beroende centrala i interna relationer, men bör utifrån förutsättningarna ses på ett annat sätt. Byggbranschens projektorientering och traditionsenlighet visar sig också påverka en implementering av långsiktiga interna relationer. Vidare förekommer andra mötesforum och socialiseringsprocesser tillskillnad mot externa kortsiktiga relationer. Då den undersökta relationen är en del i ett större koncept visar det sig även möjliggöra förekomsten av fler än två parter, vilket får en påverkan på beslutsfattandet i relationen.     För att utveckla relationen anses tidigare nämnda begrepp som tillit, förväntningar, engagemang, kommunikation, beslutsfattande och beroende vara något som man tankemässigt bör ha med sig. Vidare bör beställare och leverantör tillsammans anpassa sig till varandras processer och arbetsstrukturer. Gemensamma långsiktiga mål bör även formuleras.  För att utveckla en långsiktig intern relation bör även institutionaliseringens fördelar utnyttjas. Detta innebär att kontaktmönster, kommunikationsverktyg och kontaktvägar bör vänjas in och utvecklas över tid. För att engagera och motivera individerna till att vara delaktiga i relationen rekommenderas även nya typer av mötesforum som komplement till de redan existerande. / Purchasing of material in the construction industry is traditionally carried out with lowest price as main criteria. In addition, purchasing often occurs separately in each project, which usually ends up with short-term relationships with suppliers. However, research shows that that short-term relationships are not always the most advantageous. It is considered as more advantageous to obtain inspiration from diverse industries and establish long-term relationships with suppliers that lasts over numerous projects.  In 2014 one of Sweden’s largest construction companies acquired a manufacturer that produces prefabricated concrete elements. The acquisition was a vertical integration and a part of an industrialized house building concept. Hence, the acquisition did not only establish a long-term relationship, it also integrated a supplier in the company’s supply chain.  The purpose with this thesis is to clarify and understand how an intra-organizational long-term supplier relationship is managed in the construction industry. The purpose is also to contribute with knowledge in how to develop such a relationship.  The study is considered as qualitative and is based on literature studies, semi-structured interviews, internal documents, site visits, and personal impressions from meetings. An abductive research approach has been conducted since empirics and theory have been alternated during the study. The survey can also be identified as an explorative study since there was not a clear objective when the study was initiated.  The study reveals and confirms that an internal long-term relationship is complex but advantageous. The long-term focus enables an increased control and development of the product as well as the relationship. The study also illustrated that a combination of an external and internal approach to the relationship is most advantageous, even though the relationship is defined as intra-organizational. In inter-organizational relationships, concepts such as trust, commitment, expectations, and dependence seems to be important in intra-organizational relationships as well, but should be viewed in a different way. The strong project orientation and traditionalism in the construction industry is also considered to affect an internal long-term relationship. Furthermore, in contrast to inter-organizational short-term relationships, other kinds of meeting forums and socialization processes exists. Since the studied relationship is part of a larger concept, more than two parties seem to be involved in the relationship. This, among other things, affect the decision-making process in the relationship.  To develop the relationship, stated concepts such as trust, expectation, commitment, communication, decision-making and dependence should be kept in mind. Furthermore, buyer and supplier should try to adapt to each other’s processes and work structures. To develop a long-term internal relationship, the benefits of institutionalization should also be used, enabling buyer and suppliers to develop and familiarize roles, communication tools and contact routes. To engage and motivate individuals to participate in the relationship, new types of meeting forums are also recommended to complement the ones that already exist.

Purpose: The purpose of this thesis is to investigate ways of improving sustainable sourcing. The focus of this thesis is to identify what data should be collected, the most appropriate ways of gathering it, and how it can be used to improve sustainable sourcing in large and global companies. The objective is to provide insights on how large companies can take informed decisions to address sustainability within their suppliers' operations and their own sourcing practices generally, by investigating supplier specific data.  Method: The approach taken for this research was to conduct an exploratory single case study in a large and global retail company. Furthermore, all three research questions were answered using qualitative methods, which include interviews and analysing documents from the case company. Findings: In this study, it was found that to improve sustainable sourcing, companies should collect data on suppliers’ performance in economic, environmental, and social sustainability and their ability to be transparent and trace the flow of raw materials in the supply chain. Companies can collect data from upstream supply chains through audits, using traceability and transparency tools, and obtaining a chain of custody for all raw materials. Moreover, companies can utilise the collected data for efficient and effective resource allocation, managing supply relationships and planning, and supplier development. Implications: This thesis contributes to existing research within the field of sustainable sourcing as it features a new approach on how to improve current practices by considering the data that should be collected from suppliers. Moreover, it broadens the perspective by featuring sustainable sourcing specifically in the context of a large and global company. The practical implications of the study address how practitioners can improve sustainable sourcing. The implications include bringing awareness to a possible disconnection between the economic criteria and the other dimensions of the triple bottom line, the limitations of exclusively relying on in-house auditing, and a narrow focus on a limited number of raw materials.   Delimitations: This thesis is limited to a single case study of a large and global company. The data discussed in the thesis focuses on data collected from first-tier suppliers; data collected further upstream or downstream from the case company is outside of the scope of the study.

M. Tech. (Department of Logistics Management, Faculty of Management Sciences), Vaal University of Technology. / The food retail industry is an important contributor to the economy. Buyers and suppliers in this industry work in collaboration with each other to achieve superior supply chain performance. To achieve this, they have to find ways and methods to improve it. The purpose of this study was to investigate the drivers of supply chain performance in the food retail industry in the Gauteng province. This study considers three of these drivers, namely buyer-supplier trust, buyer-supplier commitment and supply chain relationship longevity. A quantitative approach was adopted in which a survey questionnaire was used to collect data from 429 managers and staff members from food retailing firms in the Gauteng province. The study used a non-probability convenience sampling technique to select respondents. Data were analysed with the aid of two software packages, namely the Statistical Package for the Social Sciences (SPSS version 24.0) and the Analysis of Moment Structures (AMOS version 24.0). A confirmatory factor analysis was applied in examining and testing the relationships between observed constructs and their causal latent constructs while structural equation modelling was used to test the hypothesised relationships between constructs. The results of the research revealed that buyer-supplier trust, buyer-supplier commitment and supply chain relationship longevity positively and significantly influence supply chain performance. Buyer-supplier trust exerted a positive and significant influence on both buyersupplier commitment and relationship longevity. Also, the results showed that buyer-supplier commitment has a positive and significant influence on relationship longevity. The study concludes that to achieve greater supply chain performance, food retailers should expedite the levels of trust, commitment and length of relationships with their suppliers. The results of this study provide useful insights on how businesses in the food retail industry could benefit from trust, commitment and relationship longevity as well as on how to improve supply chain performance. The results of this study contribute to the existing body of knowledge by generating new information on buyer-supplier relationships. Therefore, the study is useful to buyers and suppliers in the food retail industry who wish to enhance supply chain performance and develop better relationships.

Doctor of Philosophy / Department of Industrial & Manufacturing Systems Engineering / Chih-Hang Wu / Recently, interdisciplinary (management, engineering, science, and economics) collaboration research has been growing to achieve the synergy and to reinforce the weakness of each discipline. Along this trend, this research combines three topics: mathematical programming, data mining, and supply chain management. A new pegging algorithm is developed for solving the continuous nonlinear knapsack problem. An efficient solving approach is proposed for solving the ν-support vector machine for classification problem in the field of data mining. The new pegging algorithm is used to solve the subproblem of the support vector machine problem. For the supply chain management, this research proposes an efficient integrated solving approach for the supplier selection problem. The support vector machine is applied to solve the problem of selecting potential supplies in the procedure of the integrated solving approach. In the first part of this research, a new pegging algorithm solves the continuous nonlinear knapsack problem with box constraints. The problem is to minimize a convex and differentiable nonlinear function with one equality constraint and box constraints. Pegging algorithm needs to calculate primal variables to check bounds on variables at each iteration, which frequently is a time-consuming task. The newly proposed dual bound algorithm checks the bounds of Lagrange multipliers without calculating primal variables explicitly at each iteration. In addition, the calculation of the dual solution at each iteration can be reduced by a proposed new method for updating the solution. In the second part, this research proposes several streamlined solution procedures of ν-support vector machine for the classification. The main solving procedure is the matrix splitting method. The proposed method in this research is a specified matrix splitting method combined with the gradient projection method, line search technique, and the incomplete Cholesky decomposition method. The method proposed can use a variety of methods for line search and parameter updating. Moreover, large scale problems are solved with the incomplete Cholesky decomposition and some efficient implementation techniques. To apply the research findings in real-world problems, this research developed an efficient integrated approach for supplier selection problems using the support vector machine and the mixed integer programming. Supplier selection is an essential step in the procurement processes. For companies considering maximizing their profits and reducing costs, supplier selection requires seeking satisfactory suppliers and allocating proper orders to the selected suppliers. In the early stage of supplier selection, a company can use the support vector machine classification to choose potential qualified suppliers using specific criteria. However, the company may not need to purchase from all qualified suppliers. Once the company determines the amount of raw materials and components to purchase, the company then selects final suppliers from which to order optimal order quantities at the final stage of the process. Mixed integer programming model is then used to determine final suppliers and allocates optimal orders at this stage.

Published Article / Increased diversity in the agricultural sector in South Africa is forcing farmers to focus on the production of value-added commodities in the face of mounting global competitive pressures. However, many farmers, by operating individually, are unable to expand operations to the scale necessary to become involved in value-adding processing. This requires too much capital, skills, and time. By pooling resources and forming integrated small and medium sized agricultural enterprises even small producers can enter the processing arena successfully. This paper focuses on the specific driving forces, pitfalls and strategies that agricultural SMEs need to pursue in order to survive.

In this study, the adaptive behaviour towards sustainability initiatives is investigated in interorganizational exchange relations. To do so, Small and Medium-sized Enterprises (SMEs) in a supplier role that experienced a situation where a buyer asked them to adapt to a certain sustainability initiative are asked about their power relation with their buyer. During this process, suppliers perceived dependence and buyers perceived power are compared, and the outcome of these measures on the adaptive behaviour towards sustainability is modelled. In order to explain the power relation in the dyad in more detail, the framework of the bases of power as initially introduced by French Jr. and Raven (1959) is integrated in the analysis. Sustainability in the current globalised business environment needs to be tackled on a systems level rather than by focusing on a site. The purpose of this research is to shed some light on the permeation of sustainability initiatives through the upward supply chain. The current academic literature about the drivers of Sustainable Supply Chain Management (SSCM) point towards the buyers as a powerful driver. Therefore, this driver is scrutinized in detail with the aims to: a) deliver practical advice on how to improve sustainability permeation from a buyer s perspective; and b) contribute to academic knowledge by dismantling and analysing the mechanism behind buyer power driven sustainability permeation. An online questionnaire was deployed to collect data from SMEs in a supplier role. The participants were contacted and reminded via email. The questionnaire is based on established instruments to measure suppliers dependence (Bode et al., 2011) and the bases of power (Raven et al., 1998). The quantitative analysis of the responses to the questionnaires is built around a mediation model with suppliers dependence as Independent Variable (IV), the binary outcome of sustainability adaptation as Dependent Variable (DV) and two mediators representing the magnitude of hard and soft power bases in the dyadic exchange relation. The established framework of the bases of power is a suitable instrument to explain the relationship between a supplier s adaptive behaviour towards sustainability and its dependence on its buyer. Measurements solely of how a supplier perceives its dependence on the buyer do not explain the adaptive behaviour of a supplier towards a buyer-requested sustainability initiative. Introducing the bases of power framework and distinguishing between soft and hard bases of power explains why suppliers experiencing hard power bases are more likely to reject a buyer-requested sustainability initiative, whereas suppliers experiencing soft power bases show a significantly higher acceptance of buyer-requested sustainability initiatives. Without dismantling the black box power, the observation that the two effects neutralize each other if not distinguished cannot be made. The original contribution to knowledge is the mechanism behind power in dyadic exchange relations and how this mechanism conduces to the permeation of sustainability through the supply chain. Knowing about the different pathways hard and soft, and their opposite effect on sustainability adaptation, advances knowledge in the SSCM literature and provides guidance for practitioners.

Aims and Objectives of Research. 1. To develop a 'one stop' generic decision making matrix (Outsourcing Decision Model) that provides the necessary clarity into defining whether an organisation should proceed with an outsourcing initiative or not. This would be based upon a distillation of existing models and reviewed literature. With the recognition that there may be subsequent advantages following the process, the model will include not only these but a means of evaluation in order to ascertain whether or not an outsourcing initiative may be or was successful or not. This latter aspect must logically be viewed as very important as an outsourcer must be aware of the benefits and also whether or not they were achieved. In addition, the model would include sufficient guidance with potential supporting metrics and their application. 2. To validate the Outsourcing Model through specific case studies using a triangulated approach in comparing the selected automotive OEM with some of its major competitors. Within the context of the case study, the research would also attempt to understand how the subject outsourcing organisation compares to its major competitors in equivalent comparable products and whether or not this reflects in the success of these companies. This case study not only provides a means of reinforcing the remaining case studies by using a triangulated method of application to the research developed outsourcing decision model but also provides a deeper understanding of the context of the supplier and competitors within the industry. 3. To test, via case studies the effect of specificity relating to the outsourced end product rather than the outsourced entity. This aspect provides the deepest application to the researched outsourcing decision model and therefore the most comprehensive validation. In addition, because the case studies are retrospective, they have the benefit of providing data to establish the level of success. This would be very important, particularly as it would enable a focus on particular criteria that failed to highlight a particular outcome and therefore provide a chance to make amendments. Low specificity is a well established criterion in defining an outsourced entity which is reflected within the body of the research. The further extension of this theory towards the outsourcing of and outsourced entity related to an established previously outsourced commodity is a new concept with no identifiable literature or evidence relating to its importance. The fact that it provides an element within the research that is potentially unique and carries no extra task burden it has been captured as an added element within the two important validation case studies: 4. To evaluate if outsourcing performance can be enhanced through the introduction of a second supplier into a single supplier sourcing situation. Subsequent to outsourcing, this aim and objective focuses upon the possibility of enhancing performance through the introduction of a second supplier. Particularly in cases whereby expertise may have been lost from an outsourcer, ultimate results relating to the outsourced entity may be compromised through either opportunism or diminished supplier performance. Whether these aspects are deliberate or unintended, an outsourcer should have some means of mitigating this risk. This mitigation may potentially be enabled through the use of a second supplier in order to provide a degree of competition. 5. To identify a link between Specificity, Commonality and Platform Sharing. The Author's professional role was very heavily based around the modern practices within the Automotive Industry. Outsourcing, platform sharing and commonality are well publicised strategies that have been adopted by various car manufacturers in order to gain efficiencies. Research was carried out in order to provide a better understanding of these strategies and to establish if there is any link between them. A confirmation of any linkages may then provide potential for establishing greater synergies between them.

The role of a purchaser has traditionally focused on acquiring standard items at the lowest possible cost. The ability to reduce unit cost has been the key performance indicator for purchasers. Most traditional purchasing strategies thus focus on optimizing this situation, focusing on the supplier interface only and not on customer value. However, for many manufacturing companies, the demand from their customers has changed lately. Not only low‐cost standard products but also customized products and short delivery lead times is increasingly required. In order to contribute to the focal actor’s competitiveness, purchasers need a purchasing strategy that supports customer value creation and thus differentiates between acquiring standard items and acquiring customized items. Accordingly, not only the focal actor’s interaction with the supplier needs to be regarded in the purchasing situation, but also the interaction with the focal actor’s customer. This is defined as customer‐driven purchasing in this research. The purpose of this research is to develop knowledge that contributes to increased competitiveness of manufacturing companies. The manufacturer can increase competitiveness by further utilizing knowledge available in manufacturing strategy in the purchasing situation. The main objective of this dissertation is to analyze the competitiveness in customer‐driven purchasing and to develop a method for customerdriven purchasing by aligning supplier interaction with customer‐driven manufacturing. The method for customer‐driven purchasing (the CDP method) was developed in collaboration with Combitech AB, Ericsson AB, Fagerhult AB, Husqvarna AB, Parker Hannifin AB, and Siemens Turbomachinery AB. The CDP method consists of three phases, divided into twelve steps. The first phase focuses on identifying strategic lead times and differentiating between varying circumstances for the purchased items. The second phase focuses on analyzing customer‐driven manufacturing while the third phase focuses on analyzing supplier interaction. The method is concluded with the implementation of customer‐driven purchasing. When applying the three phases of the CDP method, the case companies have experienced a better alignment between customer expectations and supplier performance since the competitive priorities to pursue in a supplier interaction are identified and taken action upon. Direct visible results of implementing the model are, for example, shortened supply lead time for customized items, and reduced inventory levels for standard items. The CDP method has also helped the companies to identify critical suppliers and how the supplier interaction should be affected by the customer demand for the purchased item. Several indirect results have also been reported, such as, improved internal communication, and a better balance between short supply lead time and low cost. Thus the need to differentiate and balance the goals and key performance indicators for purchasers has become evident. Applying the CDP method has been seen as an important learning process in which the objectives of purchasing and manufacturing are aligned for improved competitiveness. This contributes to establishing purchasing as a strategically important competitive function and to support a holistic view of the focal actor’s competitiveness. / Traditionellt har inköparens roll varit att anskaffa standardartiklar till lägsta möjliga kostnad. Förmågan att reducera kostnaden per inköpt artikel har också ofta varit det viktigaste nyckeltalet för inköp. De flesta inköpsstrategier fokuserar därför på att optimera denna situation och därmed endast på gränssnittet mot leverantör, inte på att skapa kundvärde. För många tillverkande företag har dock efterfrågan från kunderna ändrats; numera efterfrågas inte bara standardartiklar till lägsta möjliga kostnad utan även kundanpassade artiklar som kan levereras med kort leveransledtid och med bibehållen låg kostnad. För att kunna bidra till företagets konkurrenskraft behöver inköparna därför få tillgång till en inköps‐strategi som stöder skapandet av kundvärde och därför skiljer inköpssituationer där standardartiklar ska anskaffas från situationer där kundanpassade artiklar ska anskaffas. En sådan inköpsstrategi tar därför inte bara hänsyn till samverkan med leverantören utan även till det tillverkande företagets kund. Detta definieras som kunddrivet inköp i denna avhandling. Syftet med denna forskning är att utveckla kunskap som bidrar till ökad konkurrenskraft för tillverkande företag. Tillverkaren kan öka sin konkurrenskraft genom att skapa sig ett helhetsperspektiv på produktion och inköp där inköpsstrategier och leverantörsrelationer ligger i linje med aktuella produktionsstrategier. Målet med denna avhandling är att anlysera konceptet kunddrivet inköp och att utveckla en metod för kunddrivet inköp genom att samordna inköpsstrategier och produktionsstrategier. Metoden för kunddrivet inköp (KDI‐metoden) har tagits fram i samverkan med Combitech AB, Ericsson AB, Fagerhult AB, Husqvarna AB, Parker Hannifin AB och Siemens Turbomachinery AB. KDI‐metoden består av tre faser uppdelade på 12 steg. Första fasen fokuserar på att identifiera strategiska ledtider och att differentiera mellan olika förutsättningar för de inköpta artiklarna. Den andra fasen fokuserar på att analysera förutsättningarna för kunddriven produktion, och tredje fasen fokuserar på att analysera förutsättningarna för leverantörssamverkan. Metoden avslutas med att kunddrivet inköp implementeras på företaget. Vid implementeringen av KDI‐metoden har de medverkande företagen upplevt ett tydligare fokus på strategisk nivå gällande ledtider och uppdelning mellan prognosdrivna och kundorderdrivna artiklar. Detta har lett till en ökad samordning mellan kundkrav och leverantörsprestationer eftersom kritiska konkurrensfaktorer har identifierats och kommunicerats. Implementeringen av metoden har fått både direkta och indirekta resultat. Exempel på direkta resultat är minskad ledtid för kundanpassade artiklar och reducerade lagernivåer för standardartiklar. KDI‐metoden har också hjälpt företagen att identifiera vilka leverantörer som är avgörande för konkurrenskraften och hur samverkan med dessa leverantörer bör påverkas av kundefterfrågan på den inköpta artikeln. Exempel på indirekta resultat är bland annat förbättrad intern kommunikation och en företagsgemensam insikt att mål och mätetal för inköpare måste differentieras med hänsyn till typ av artikel som köps in. Detta har lett till en förbättrad balans mellan strävan efter korta ledtider och strävan efter låg inköpskostnad. Implementeringen av KDI‐metoden har hos de medverkande företagen setts som en viktig lärprocess genom vilken företaget har tydliggjort och samordnat de interna målen gällande ledtid och kostnad. Genom att skapa denna helhetssyn får inköp och produktion samma förutsättningar för att bidra till kundvärde. Företagets konkurrenskraft får därför direkt stöd av KDI‐metoden.