­^¤åºK­n The purpose of this research is to study the evaluation and management system of multinational suppliers, which includes the followings. 1. To summary and compile various study and theory of supplier management and evaluation, and to analysis the infrastructure and characteristic of each method. 2. Based on previous study and cases reviewing, this study aims to study how a multinational company well management the suppliers from different countries, and how to elevate the company¡¦s benefit by building up the multinational supplier evaluation and management system. The result of the study of case company shows good effects after the establishment of SEAP system. The analysis on purchasing risk, technical ability, supplier behavior management ability, direction management ability, informatics technology management and performance on strategy, economic and technique, showed better result after the establishment and adoption of SEAP system. The study also indicated that the benefit and advantage derived from the establishment of well supplier evaluation and management system. All multinational companies should not ignore its importance. In addition, this study also suggests several important though in the management of multinational suppliers, which include: a company should well established the relationship with the suppliers with an all-directional though and well, to view the suppliers the partners to share the benefit, to establish a well rewarding system and communication mechanism, and to have a common consensus on quality management. Keyword¡GMultinational suppliers, supply chain, supplier management, supplier evaluation.

O tema desta dissertação é: Métodos de Gestão de Fornecedores. Ele aborda uma revisão literária no assunto e visitas em empresas para buscar um maior aprofundamento prático. Seu principal objetivo é desenvolver estruturas para o gerenciamento de fornecedores de produtos e serviços. Inicialmente identificaram-se diversas estratégias e procedimentos para o controle de qualidade de fornecedores, baseando-se em uma revisão sistemática da literatura. Assim, foram identificadas as vantagens, critérios, métodos e requerimentos para avaliar e selecionar fornecedores. Após, através de visitas em empresas de diferentes ramos, foi desenvolvido um método para a gestão de fornecedores de produtos e outro para a gestão de prestadores de serviços. Depois do desenvolvimento, ambos os métodos foram avaliados por especialistas de outras organizações, os quais confirmaram a utilidade e aplicabilidade dos mesmos. / The theme of this dissertation is Methods of Managing Suppliers. It covers a review of the literature and visits to companies to seek greater practical knowledge. It`s main objective is to develop structures for managing suppliers of products and services. Initially it was identified several strategies and procedures for quality control of suppliers, based on a systematic literature review. Thus, the advantages have been identified, then criteria, methods and requirements for evaluating and selecting suppliers. Through visits to companies in different branches, two methods were developed, one for the management of suppliers of products and the other for the management of service providers. After development, both methods were evaluated by specialists from other organizations, which confirmed their usefulness and their applicability.

O tema desta dissertação é: Métodos de Gestão de Fornecedores. Ele aborda uma revisão literária no assunto e visitas em empresas para buscar um maior aprofundamento prático. Seu principal objetivo é desenvolver estruturas para o gerenciamento de fornecedores de produtos e serviços. Inicialmente identificaram-se diversas estratégias e procedimentos para o controle de qualidade de fornecedores, baseando-se em uma revisão sistemática da literatura. Assim, foram identificadas as vantagens, critérios, métodos e requerimentos para avaliar e selecionar fornecedores. Após, através de visitas em empresas de diferentes ramos, foi desenvolvido um método para a gestão de fornecedores de produtos e outro para a gestão de prestadores de serviços. Depois do desenvolvimento, ambos os métodos foram avaliados por especialistas de outras organizações, os quais confirmaram a utilidade e aplicabilidade dos mesmos. / The theme of this dissertation is Methods of Managing Suppliers. It covers a review of the literature and visits to companies to seek greater practical knowledge. It`s main objective is to develop structures for managing suppliers of products and services. Initially it was identified several strategies and procedures for quality control of suppliers, based on a systematic literature review. Thus, the advantages have been identified, then criteria, methods and requirements for evaluating and selecting suppliers. Through visits to companies in different branches, two methods were developed, one for the management of suppliers of products and the other for the management of service providers. After development, both methods were evaluated by specialists from other organizations, which confirmed their usefulness and their applicability.

O tema desta dissertação é: Métodos de Gestão de Fornecedores. Ele aborda uma revisão literária no assunto e visitas em empresas para buscar um maior aprofundamento prático. Seu principal objetivo é desenvolver estruturas para o gerenciamento de fornecedores de produtos e serviços. Inicialmente identificaram-se diversas estratégias e procedimentos para o controle de qualidade de fornecedores, baseando-se em uma revisão sistemática da literatura. Assim, foram identificadas as vantagens, critérios, métodos e requerimentos para avaliar e selecionar fornecedores. Após, através de visitas em empresas de diferentes ramos, foi desenvolvido um método para a gestão de fornecedores de produtos e outro para a gestão de prestadores de serviços. Depois do desenvolvimento, ambos os métodos foram avaliados por especialistas de outras organizações, os quais confirmaram a utilidade e aplicabilidade dos mesmos. / The theme of this dissertation is Methods of Managing Suppliers. It covers a review of the literature and visits to companies to seek greater practical knowledge. It`s main objective is to develop structures for managing suppliers of products and services. Initially it was identified several strategies and procedures for quality control of suppliers, based on a systematic literature review. Thus, the advantages have been identified, then criteria, methods and requirements for evaluating and selecting suppliers. Through visits to companies in different branches, two methods were developed, one for the management of suppliers of products and the other for the management of service providers. After development, both methods were evaluated by specialists from other organizations, which confirmed their usefulness and their applicability.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / The Peruvian textile industry is a highly competitive market and is one of the main economic engines of the country. The sector provides more than 463 thousand jobs and represents 7.4% of the GDP. Most of the companies, mostly family businesses, do not have enough knowledge to implement a management model according to productivity standards and expected level of service. This article proposes a production model for the clothing industry based on Lean management, combining SIPOC, VSM, 5S techniques and a production system to increase profitability in the short term and make it sustainable in time. The model is validated by a case study in a representative company of the sector. The proposed activities were monitored through the study of work indicators, in which the results indicate an increase in productivity by 59% and the fulfillment by 48%.

Purpose: The purpose of this paper is to empirically investigate the activities that nascent firms undertake to improve customer attractiveness and gain collaborative commitment from strategic suppliers. Design/methodology/approach: Data from a grounded theory study consisting of 26 participants from 15 firms and a review of extant literature were used to develop a theoretical model that explains how a nascent firm increases its customer attractiveness to elicit commitment and collaboration from strategic suppliers. Findings: The authors find that social capital, born of close social ties and social history, enhances the effectiveness of a nascent firm's relationship-building practices. This counteracts a supplier's collaborative risk and consequently increases the nascent firm's customer attractiveness, thus enabling it to obtain strategic supplier collaborative commitment. Practical implications: This research helps managers by providing direction on what practices nascent firms pursue to gain strategic supplier resources and collaboration. Given the reality of resource constraints in nascent firms, it is suggested that this insight is essential to obtaining crucial external resources needed to survive and grow. Originality/value: Extant research on buyer–supplier collaboration is mostly confined to the context of mature firms and does not account for the unique inter-organizational relational challenges faced by nascent firms. This research uncovers the idiosyncrasies of supplier management in nascent firms, and elucidates on the actions that nascent firm managers take to gain supplier collaborative commitment.

Made available in DSpace on 2015-03-05T18:36:36Z (GMT). No. of bitstreams: 0 Previous issue date: 10 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Mudanças significativas em diferentes mercados ocorridas nas últimas décadas elevaram o grau de competitividade entre os diferentes setores industriais. Ao mesmo tempo, a evolução da Logística neste período permitiu a aproximação das organizações pertencentes a uma Cadeia de Suprimentos. Na busca pelo alcance e manutenção da competitividade, muitas organizações visualizaram esta aproximação como uma oportunidade de obter vantagens através da inclusão de fornecedores no processo de desenvolvimento de novos produtos e processos. Esta inclusão de fornecedores permite a criação de um ambiente de Desenvolvimento Simultâneo Tridimensional, no qual o produto, o processo e a cadeia de suprimentos são desenvolvidos ao mesmo tempo. Apesar dos benefícios desta inclusão serem amplamente divulgados, nem todas as empresas que realizaram esta integração conseguiram sucesso. Parte dos fracassos pode estar relacionada com a falta de um mecanismo que oriente a integração de fornecedores no desenvolvimento de produtos e proc / At the last decades, significant changes occured in different markets raised the degree of competitiveness among the different industrial sectors. At the same time, the evolution of the Logistic allowed the approach of the companies that belong to the Supply Chain. In the search for the reach and maintenance of the competitiveness, many organizations had visualized this approach as a chance to get advantages through the inclusion of suppliers in the process of development of new products and processes This inclusion of suppliers allows the creation of an environment of Three-dimensional Simultaneous Development, in which the product, the process and the supply chain is development at the same time. Despite the benefits of this inclusion being widely divulged, nor all the companies who had carried through this integration had obtained success. Part of the failures can be related with the lack of a mechanism that guide the integration of suppliers in the development of products and processes. Aiming at to f

Motivation: Chinese stated-owned enterprises (SOEs) play an increasingly role in Chinese economy although, its management for its suppliers are yet not in an effective manner in the situation mentioned in this case. Even though the Kraljic (1983) matrix is commonly used as a guideline for how to manage suppliers, there is a lack of studies based on Kraljic that have analysed the situation where the buyer are bound to and unable to switch its suppliers. Purposes: the purpose of this paper is to first to analyse the situation in the case by applying the Kraljic matrix, and second to explore the major challenges in terms of cost, communication and supplier selection in dealing with the supplier relationships. Specifically the analysis concern how factors like political risk, “Guanxi” and CSR restrict the way the case company manage its suppliers. In addition, appropriate supplier management strategies are formulated based on the findings. Research methods: in order to achieve the purposes of this paper, first an extensive literature review related to this paper was conducted. Afterwards, a case study of a subsidiary of Sinopec was carried out. The discussion concerns different types of the suppliers who are categorized according to the Kraljic matrix. Interviews with these two managers are major source of data collection. Findings: as indicated from the purpose the findings from the case confirm that Kraljic matrix is inadequate to capture the case of Chinese SOEs in this paper. The subsidiary does not either select or evaluate suppliers based on cost efficiency. Further, it is shown that political risk “Guanxi” and CSR influence the way the way the firms manage its suppliers. Implications: training design including all levels of managers and exploiting the use of “Guanxi” is two of appropriate strategies recommended for improvements in current situation

In order to create synergy of sourcing activities in related diversified firms, some coordination mechanisms must be in place. Coordination by organizational structure, management control, and process, systems and tools are examined in the Norwegian utility industry. Sourcing is found to be coordinated across business units by centrally decided sourcing strategies defining overall goals and policy for the sourcing area. Sourcing is also coordinated by sourcing professionals and category managers operating as devised liaisons, coordinating the sourcing processes, and performing supplier and market management horizontally across the business units. Sourcing needs are pooled when appropriate. Coordination by joint planning and sharing of cost information is done. All the identified forms of synergy are found to be created; economies of scale, economies of information and learning and economies of process.

La industria textil tiene un mercado altamente competitivo y es uno de los principales motores económicos del país. El sector brinda más de 463 mil empleos e influye con el 7.4 % del PBI Industrial. En muchos casos; estas empresas; en su mayoría familiares; no cuentan con el conocimiento necesario para implementar un modelo productivo acorde a los estándares de productividad y el cumplimiento de entrega. El presente artículo propone un modelo de producción en la industria de la confección combinando técnicas SIPOC; VSM; 5S y un sistema de producción con gestión de proveedores dentro de la metodología Lean Manufacturing para incrementar la rentabilidad de la empresa a corto plazo y hacerla sostenible en el tiempo. El modelo se valida mediante una prueba piloto en una empresa del sector. El seguimiento de las actividades propuestas fue llevado a cabo mediante el estudio de indicadores de trabajo; los cuales muestran resultados que indican un aumento de 59% y 62% en la productividad global y el cumplimiento de las entregas, respectivamente. / The textile industry has a highly competitive market and is one of the main economic engines of the country. The sector provides more than 463 thousand jobs and influences with 7.4% of the Industrial GDP. In many cases; These companies; mostly family members; they do not have the necessary knowledge to implement a production model in accordance with productivity standards and delivery compliance. This article proposes a production model in the clothing industry combining SIPOC techniques; VSM; 5S and a production system with supplier management within the Lean Manufacturing methodology to increase the company's profitability in the short term and make it sustainable over time. The model is validated through a pilot test in a company in the sector. The follow-up of the proposed activities was carried out by studying work indicators; which show results that indicate an increase of 59% and 62% in global productivity and fulfillment of deliveries, respectively. / Trabajo de investigación