Purpose – The purpose of this study is to explore green sourcing in supply chain management by the example of two large organisations. Design/methodology/approach – This study followed an iterative cycle of reviewing literature and empirics as well as conducting analysis and discussion. The literature gathered for this thesis was collected by reviewing ten academic journals as well as publications found through database search. Empirical data was collected from two case organisations, ABB Robotics and Vattenfall, through interviews, internal documents and public statements. The empirical data was analysed separately for each case organisation by use of an analytical model constructed from the literature findings. Thereafter, similarities and differences between the organisations were discussed as well as the thesis’ contributions to green sourcing literature. Findings – We found that although both ABB Robotics and Vattenfall incorporate environmental sustainability to some degree in their respective sourcing processes, their individual performance differed. The main difference between the organisations was found to be the visibility and managerial drive towards the realisation of environmental goals within the sourcing department. From our observations, it was found that Vattenfall to a large extent embraced their environmental goals and that these trickled down to the sourcing department. ABB Robotics on the other hand had numerous environmental goals on corporate level but these lacked visibility in the sourcing department. In comparison to our literature findings is was found that for environmental goals, Vattenfall was in more alignment with the suggestions by the scholars. For the other identified areas important for green sourcing, that being supplier assessment, supplier performance evaluation and supplier collaboration, both organisations were more aligned with our literature findings. Practical implications – In this thesis, four primary elements of green sourcing have been identified: environmental goals, supplier assessment, supplier performance evaluation, and supplier collaborations. Out of these, we found that the first element, environmental goals, is an enabler for the other elements of green sourcing to further evolve and is therefore essential for green sourcing. Originality/value – By looking beyond public statements and policies of environmental sustainability, this thesis has provided a unique insight in how two large organisations have implemented environmental sustainability in practice, from a sourcing perspective.

The diploma thesis is focused on the performance evaluation of key suppliers in the terms of quality in selected cosmetic company. The aim of this thesis is to propose a solution of the assigned project task, based on short-term internship and theoretical knowledge, concerning the graphical visualization of key suppliers performance evaluation. The work is divided into theoretical and practical part. The theoretical part describes basic information about management quality system, it´s principles, conceptions and tools. There is also a closer look at the importance of purchasing department and the suppliers performance evaluating methods. The practical part includes characteristics of selected cosmetic company and processes of the quality control department are described, including laboratory tests. Withing the given project, the practical part is further divided into 6 tasks. The main task involves designing a platform for a simple and effective evaluation of the key suppliers performance in terms of quality. Other sub-tasks involved the compilation of strategic suppliers, a proposal for categorizing suppliers, and for the needs of the organization, also a procedure for communication with suppliers in case the quality requirements were not met.

本研究係透過實地訪談暸解企業在不同的新產品開發專案策略下所採行的供應商管理制度（包括供應商遴選、供應商發展活動與供應商績效評估與獎酬制度）具體內容為何，進而探討不同的新產品開發專案策略在供應商管理制度上的異同處為何，以期提供企業在選擇參與新產品專案供應商、進行供應商發展活動及評估供應商專案績效與設計獎酬制度時的參考。本研究依據個案分析之結果，提出以下三項結論以回應研究問題，並根據研究發現陳述相關建議，最後提出研 究限制與未來研究方向之建議。 一、新產品開發專案策略會影響遴選參與專案供應商時的遴選流程、優先重視的評估構面與遴選時間。 二、新產品開發專案策略會影響專案中進行供應商發展活動的活動內容、範疇與時間。 三、新產品開發專案策略會影響供應商之專案績效評估的目標訂定範圍與嚴苛程度。 / Conducted by field interviews, this research is primary to focus on the details of supplier management system including selection of suppliers, supplier development activities, supplier performance evaluation, and reward system) under different strategies of new product development projects. This research also discusses the similarities and differences of supplier management system under different strategies of new product development projects. According to the result of case analysis, we claim three conclusions in response to the research questions, and propose some relevant suggestions. Finally, we state research limitation and direction for future research. 1.The strategy of new product development project will affects the selection process, priority of assessment dimensions, and duration in selecting the suppliers who can join the project. 2.The strategy of new product development project will affects the content, scope, and period of supplier development activities in the project. 3.The strategy of new product development project will affects the scope and severeness of goals in evaluating suppliers' performance in the project.

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.

The thesis concentrates on the International Standard ISO 10014 - Quality management -Guidelines for realizing financial and economic benefits. In the thesis management principles and the simply methodology called PDCA are described. The thesis is focused on the priniple of process approach and nutually beneficial supplier relationship. These methods according to the Standard are applicated: Drum-Buffer-Rope within process approach and the graphical method of supplier rating, the zone control charts and the comprehensive supplier performance evaluation. The benefits from the effective application of these methods and tools are described.