This master thesis is focused on the analysis of the purchasing process in the company GYMBOOM ltd. The theoretical part of the thesis defines basic characteristics of the purchasing process. This thesis is analising the current condition of the purchasing process together with current storage process. Based on the theoretical knowledges in the last part of the thesis, there are also highlighted problematic fields and suggested possible solutions, which can help to eliminate identified deficiencies and enable the development of business.

This diploma thesis deals with the selection and evaluation of suppliers in the construction industry. It is divided into a theoretical and a practical part. The theoretical part focuses on corporate purchasing, supplier selection and supplier evaluation and describes the methods that solve this problem. In the practical part, the theoretical knowledge is transferred into practice. There is a questionnaire responded to by the construction companies. Based on the results of the questionnaire, four hypotheses are compiled and tested. Three managed interviews with construction company employees are also recorded. The last part is a case study. It addresses the design of the system for the selection and evaluation of suppliers in a particular construction company.

The master thesis is focused on purchase in the company Měšťanský pivovar Havlíčkův Brod a.s. The theoretical part defines the basic function of the purchasing process. The next part contains an analysis of the current state. Deficiencies are defined based on theoretical knowledge and their possible solutions are proposed. The result is more efficient purchasing management and improvement of supplier-customer relationships.

A theme of the diploma work "The study of purchasing management for implementation of new production" is a suggestion for improving the purchasing operations for newly lauching production in the company IFE-CR, a.s. The first part is focused on a description of the company and a theoretical specification of purchasing of a manufactoring company, the second part deals with an analysis of the current state of purchasing in the company. In the last part there is a suggestion for steps of how to improve the current purchasing functions.

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Background: T-Emballage is an established retailer of packaging materials with a specialization in customer-unique packaging solutions. For T-Emballage, it is crucial to adapt to the increasing importance of packaging materials as an opportunity for value creation and differentiation in an industry where customer demands are increasing, which requires active cooperation with suppliers to be at the forefront. Effective supplier development improves supplier capabilities and performance, helping buyers achieve cost reductions, productivity improvements, quality improvements and optimal resource utilization. SMEs are often characterized by limited resources, which makes it especially essential for these companies to develop the right supplier in the right way. Purpose: The purpose of this study is to identify and explore activities for supplier development based on a portfolio analysis and supplier evaluation, with a focus on improving the quality, price and service of T-Emballage’s various suppliers. Furthermore, the study aims to investigate the potential cost-related effects that can be achieved when implementing the recommended activities for T-Emballage’s strategic suppliers. By achieving this, the study aims to offer insights and recommendations for effective supplier development for retail SMEs in the packaging industry. Method: The study employs a qualitative approach with quantitative elements, where the first research question is primarily qualitative and the second, quantitative. Data collection was conducted through structured, semi-structured, and unstructured interviews. Furthermore, data was gathered from two focus groups, as well as directly from T-Emballage’s business system and statistical programs. Conclusion: The study finds that T-Emballage’s nine largest suppliers, in terms of spend, require different activities for supplier development. For the strategic suppliers, whose performance in the supplier evaluation had room for improvement, direct activities are recommended, in the categories of training and support, technical development, communication and collaboration as well as evaluation and assessment. For the strategic suppliers that have performed well based on the supplier evaluation, along with the bottleneck supplier, non-critical and the leverage supplier, various indirect supplier development activities are recommended. Furthermore, it appears that the implementation of the recommended supplier development activities for T-Emballage’s strategic suppliers potentially generate both cost increases and reductions. The indirect activities offer the greatest potential for cost reductions, while several of the direct ones were considered unfeasible considering, among other things, the resources that would be required. Contribution: The study contributes to filling a research gap regarding supplier development for retail SMEs in the packaging industry. By using portfolio analysis and supplier evaluation, the study offers a unique framework to determine appropriate supplier development activities for different suppliers. In addition, the results of the study constitute a significant decision basis for T-Emballage in terms of the choice of supplier development activities. The study’s societal contribution lies in promoting an ethical supply chain practice through supplier development, fostering long-term stability, potentially benefiting the wider community through improved economic growth and responsible business conduct.

Background. In today’s business environment firms are highly supplier dependent, and with a changing landscape of legislations affecting product requirements it is challenging for firms to keep a compliant and competitive supplier base. The post-COVID effects of supply shortages affect demand and with geopolitical uncertainties apparent, it becomes imperative that firms manage and develop suppliers to ensure competitiveness. To combat this, the concept Supplier development has been proven to enhance buying firm-competitive advantage, supplier performance and buyer-supplier relationship. It refers to any efforts by the buying firm, together with the supplier, to enhance the capabilities of the supplier to meet the firm’s short- and long-term needs. It is imperative for firms in today’s markets, due to the volatile factors mentioned, to develop a stable supplier base effectively and successfully. Purpose. Explore and identify the activities and factors that lead to successful supplier development in the context of an electronics manufacturing company in the video and surveillance industry. Methods. A qualitative case study was chosen as it allows for a deep and context specific understanding as to why activities and factors lead to success in supplier development. It further helps in finding relationships and uncovering complexities that exist. Semi-structured interviews were with professionals from Sourcing, Quality and Sustainability departments were conducted to understand the factors and activities profoundly while gaining different perspectives on the matters to enhance validity. Results. It is found that for a buying firm to initiate supplier development there are some essential factors that must be present in the relationship with a supplier. These are called enablers and consist of the following: Trust, Commitment, Information sharing, Communication, and Top management support. The factors that enhance the performance of supplier development initiatives are called success factors, the findings are: Having the right competence, Local resources, Alignment of management level to the supplier’s, Good margins and Tools for supplier development. Lastly, the activities found to effectively develop the supplier are divided into direct and indirect activities, where the latter indicates less resource commitment by the buying firm: Training and Education, Knowledge transfer and Supplier visits, Encourage visits to buying firm’s headquarters, Supplier conference, Supplier certification and Supplier assessment. Conclusions. The following enablers build up the foundation which is essential for initiating supplier development initiatives; Trust, Commitment, Information sharing, and Top management support. The supplier development activities that have shown to result in successfully improving buyer competitive advantage and/or supplier performance and/or buyer-supplier relationship performance are the following: Training and education, Knowledge transfer, Supplier visits, Encourage visits to buying firm’s headquarters, Create incentives at supplier conference, Supplier certification and Supplier assessment. Lastly, the thesis identified several success factors from the findings by conducting this case study that enhance the implementation and execution of supplier development initiatives: Having the right competence, Local resources, Aligning management level to the supplier interface, Good margins and Tools for supplier development. The study contributes to supplier development research by providing an in-depth qualitative study about success factors and key activities in supplier development. It sought to provide managers with insights on how to successfully develop their supplier base to enhance firm competitiveness and keep compliant supplier bases. / Bakgrund. I dagens affärsmiljö är företag starkt beroende av leverantörer, och med ett föränderligt landskap av lagstiftningar som påverkar produktkrav är det utmanande för företag att upprätthålla en efterlevande och konkurrenskraftig leverantörsbas. Efter-covid-effekterna av leveransbrist påverkar efterfrågan och med geopolitiska osäkerheter är det nödvändigt att företag hanterar och utvecklar leverantörer för att säkerställa konkurrenskraft. För att bekämpa detta har konceptet Leverantörsutveckling visat sig förbättra köpande företags konkurrensfördel, leverantörsprestanda och relationen mellan köpare och leverantör. Det syftar på alla insatser från det köpande företaget, tillsammans med leverantören, för att förbättra leverantörens kapacitet att möta företagets kort- och långsiktiga behov. Det är nödvändigt för företag i dagens marknader, på grund av de nämnda volatila faktorerna, att utveckla en stabil leverantörsbas effektivt och framgångsrikt. Syfte. Syftet med studien är att utforska och identifiera faktorer och aktiviteter som leder till framgångsrik leverantörsutveckling i kontexten av ett elektronikföretag inom video- och övervakningsindustrin. Metod. En kvalitativ fallstudie valdes eftersom den tillåter en djup och kontextspecifik förståelse för varför de identifierade aktiviteterna och faktorerna leder till framgång inom leverantörsutveckling. Den hjälper även att finna relationer och undersöka komplexitet bland faktorer. Ett elektronikföretag i video- och övervakningsindustrin användes som ett fall-företag. Semi-strukturerade intervjuer gjordes med representanter från avdelningar inom inköp, kvalitet, och hållbarhet, för att förstå faktorer och aktiviteter på djupet samtidigt som olika perspektiv på ämnena kunde fångas upp. Resultat. För att ett inköpsföretag ska påbörja utvecklingen av en leverantör krävs det vissa avgörande faktorer som måste finnas närvarande i relationen. Dessa benämns, "möjliggörare" och inkluderar förtroende, engagemang, informationsdelning, kommunikation och stöd från högsta ledningen. Faktorer som är fördelaktiga för ett inköpsföretag för att förbättra prestandan av leverantörsutvecklingsinitiativ betecknas som framgångsfaktorer. Dessa omfattar att ha rätt kompetens, tillgång till lokala resurser, anpassning av ledningsnivån till leverantörens, upprätthållande av goda marginaler samt tillhandahållande av verktyg för leverantörsutveckling. Slutligen, de aktiviteter som identifierats som effektiva för att utveckla leverantörer delas upp i direkta och indirekta aktiviteter, där de senare nämnda kräver mindre resurser från inköpsföretaget. Direkta nyckelaktiviteter inkluderar utbildning och träning, överföring av kunskap. De indirekta nyckelaktiviteterna inkluderar leverantörsbesök, uppmuntran av besök till inköpsföretagets huvudkontor, leverantörskonferenser, leverantörs certifiering och bedömning. Slutsatser. Möjliggörarna som utgör grunden för att kunna initiera leverantörsutveckling är följande:  förtroende, engagemang, delning av information och stöd från högsta ledningen. De leverantörsutvecklingsaktiviteter som har visat sig framgångsrikt förbättra köparens konkurrensfördel och/eller leverantörens prestanda och/eller köparens-leverantörsrelationens prestanda inkluderar: Utbildning och träning, kunskapsöverföring, leverantörsbesök, uppmuntra besök till köpande företagets huvudkontor, skapa incitament vid leverantörskonferenser, leverantörs certifiering och leverantörsbedömning. Slutligen identifierade avhandlingen flera framgångsfaktorer som förbättrar genomförandet av leverantörsutvecklingsinitiativ: att ha rätt kompetens, tillgång till lokala resurser, anpassning av ledningsnivån till leverantörens, upprätthållande av goda marginaler samt tillhandahållande av verktyg för leverantörsutveckling. Studien bidrar till forskning om leverantörsutveckling genom att tillhandahålla en djupgående kvalitativ studie om framgångsfaktorer och nyckelaktiviteter inom leverantörsutveckling. Den syftade till att ge chefer insikter om hur de framgångsrikt kan utveckla sin leverantörsbas för att förbättra företagets konkurrenskraft och upprätthålla efterlevande leverantörsbaser.