روابط تولید کننده، تامین کننده: آزمون تجربی از یک مدل از نتایج خریدار

Relational buyer–seller exchanges have been the focus of significant research in the past few years. In extending this recent research, the authors draw upon transaction cost analysis and symbolic interactionism to propose and test a model focusing on outcomes of manufacturer–supplier relationships from the perspective of the manufacturer. Data from 157 purchasing executives offer empirical support for the relationships proposed in the model. In the context of acquiring critical items, relational orientation is found to be negatively related to measures of acquisition and possession costs and positively related to perceived product quality, and these variables, in turn, are significantly linked to the buyer's satisfaction with the supplier. Model results also indicate that a relational orientation has both a direct and an indirect link to satisfaction. Implications for both marketing managers and researchers interested in collaborative relationships between buyer and supplier organizations are offered.

Today's competitive business environment has made it imperative for firms to continuously look for effective ways to compete. An increasing number of organizations are realizing that competing effectively in this type of environment often involves trust and cooperation in some network [44]. This has led to formation of long-term collaborative associations with suppliers (and often customers), where the focus is on mutual benefits for the parties involved [10], [18] and [51]. Given this potential for benefits, we see an increasing interest in formation of collaborative alliances by firms. Recent literature on buyer–supplier relationships has also noted a trend of cooperation via formation of alliances and partnerships [4], [27] and [37]. Motorola, Marks & Spencer, and Xerox are some examples of firms that have moved towards closer, collaborative relationships with their suppliers. In the global auto industry, the big three US auto makers and many of their European counterparts have joined major Japanese automakers in their attempts toward forming collaborative relationships with few suppliers [4]. By treating suppliers as allies and sharing strategic information with them, advocates of collaborative relationships claim that firms can achieve better lead times and quality, increase operating flexibility, and establish long-term cost reductions, all of which could help these firms enhance value for the ultimate customer [5] and [40]. Other recent developments based on mutual cooperation between buyers and suppliers include the Vendor Managed Inventory (VMI) programs and outsourcing. DuPont's alliance with automobile manufacturers in the US is a good example of VMI at work. In these arrangements, DuPont receives highly confidential sales and product demand data from its customers, and assumes responsibility for managing their inventories through highly automated messaging systems. This arrangement is cost-effective for both parties [15]. Similarly, recent estimates indicate that 85% of North American and European multinational companies practice outsourcing [58]. A good example of outsourcing involves the US auto industry. GM, Ford, and Chrysler use tiered suppliers to acquire complete systems such as door modules and dashboard modules. Clearly, recent industry evidence suggests that collaborative relationships with key partners may help in achieving favorable outcomes. Aspects such as joint planning, sharing strategic information, and commitment to the relationship characterize this relational approach [19], [31], [44] and [54]. This approach is in contrast to the “arms-length” transactional approach characterized by members whose activities are geared primarily toward attaining their own respective goals [20] and [42]. In this study, the transactional–relational continuum is assessed by measuring the degree of relational norms characterizing a buyer–seller relationship. This focal construct is termed relational orientation [35]. Recent research has outlined many firms moving away from discrete transactions and entering into long-term oriented relational exchanges in response to environmental uncertainty [31]. Considering the time and resources involved in forming and maintaining such close relationships [2], most buying organizations would most likely not enter into such relationships with all suppliers. In this research, we use the notion that organizations would be likely to enter into relational exchanges with few suppliers for items that are perceived to be critical for the firm's business. The basic rationale is that costs involved with maintaining relationships with suppliers would be considered worthwhile in situations where critical components are being acquired. Although recent research has provided some empirical evidence supporting the link between long-term relationships with suppliers and financial performance, some authors [10] note the need for future studies to focus on suppliers of critical items.