رابطه خریدار تامین کننده: دیدگاه های بین هنگ کنگ و انگلستان

The relationship between buyers and suppliers has received considerable attention in recent years. Traditionally, buyer–supplier relationships were considered as adversarial, arms-length transactions. However, this relationship is moving towards a more collaborative approach. This change is subject to the belief that suppliers are essential sources to gain competitive advantage in world markets in terms of their expertise, knowledge and their ability to share risks. This paper presents the initial findings from the responses of large companies in Hong Kong about their supplier criteria requirement. The results are also compared with a similar study conducted in the United Kingdom to obtain a clearer picture concerning Eastern and Western approaches to strategic purchasing. This paper illustrates some of the key reasons for the differences between purchasing practices in European and Asian companies. Such information is potentially useful since it can be used as a reference guideline for suppliers when initiating collaborative relationship with customers, who may come from different cultural backgrounds.

This paper aims at investigating the relative importance of requirements of Hong Kong large companies when initiating collaborative relationships with their strategic suppliers. In recent years, the relationship between buyers and suppliers has received considerable attention. With the globalization of markets combined with a restructuring of many firms, with a focus towards costs, quality, delivery, flexibility and technology, a new role for procurement has emerged [1]. Traditionally, purchasing was considered as a clerical function, where the relationship between suppliers and buyers tended to be adversarial. However, many organizations are now moving towards a more collaborative approach. Gadde and Hakansson [2] identified three key strategic purchasing issues as the make or buy decision, the supply base structure and the customer–supplier relationship. They and Briggs [3] emphasize the need for organizations to move towards closer cooperation in the buyer–supplier relationship. Market pressures for increased product complexity and variety based on a wide range of technologies and response at higher levels of quality and reliability but declining cost have demonstrated that few, if any, organizations can do it all by themselves. Consequently, they need to supplement their core competencies by allying with other providers of complementary competencies to satisfy their customers. The real productivity, design and quality improvements are not obtainable unless the supplying partners innovate to the best of their abilities in conjunction with them. Hence, many manufacturers recognize that their ability to become world-class competitors is based to a great degree on their ability to establish high levels of trust and cooperation with their suppliers. With higher standards of performance being demanded in each business environment, companies are of necessity looking to their suppliers to help them achieve a stronger competitive position. Furthermore, Ohmae [4] advocates that in a world of converging consumer tastes, rapidly spreading technology, escalating fixed costs and growing protectionism, more collaborative relationships with suppliers are critical instruments for serving customers in a global environment. For example, Done [5] highlights the case of Chrysler, the car manufacturer, which purchases 70% of its parts and materials and looks for suppliers who are on the leading edge of technology. This expertise is, in effect, purchased by Chrysler, who rewards its relatively small cadre of suppliers (500 supply 80% of purchased parts and materials) with contracts spanning several years. An implicit assumption underlying Chrysler’s action is that loyalty must be rewarded and commitment must be encouraged. In addition, in the face of increasing national and international competition, companies have begun to understand that global sourcing is a means to enhance a firm’s competitiveness in the global market by means of cost reduction, quality improvement, increased exposure to world-wide technology and delivery and reliability improvements. Globalization, the development of new technologies, and the omnipresent threat of trade legislation are just some of the factors that have led to increased competition among manufacturers in recent years. One response to the pressures on margins generated by this highly competitive and changeable environment has been for purchasing organizations to cultivate strategic partnerships with their suppliers [6]. Hence, for some time now large manufacturing companies have been moving towards the incorporation of the purchasing function as a key component in manufacturing strategy whereas previously it was regarded as tactical/operational in nature. The purpose of this study was to investigate the extent to which large firms in Hong Kong are moving in this direction and the likely implications of such movement for local suppliers. This is an important issue since it is necessary to determine if large firms are adopting new ideas so rapidly that local small companies which one would have expected to be suppliers cannot deliver in terms of the more collaborative and complex relationships of modern purchasing. This has important implications for the local economy in terms of maintaining competitiveness to ensure employment and identifying strategies for the development and growth of local suppliers. The objectives of this study are to: (i) outline the key differences between the traditional adversarial buyer–supplier relationship and the collaborative approach; (ii) determine the relative importance of criteria from Hong Kong large companies perspectives towards collaborative relationships with their strategic suppliers; (iii) examine the differences between Eastern (Hong Kong) and Western (UK) approaches towards collaborative relationships.

The purpose of this study is to examine the relative importance of criteria required by Hong Kong large firms when initiating collaborative relationships with their strategic suppliers. Fourteen criteria are proposed which represents the comprehensive purchased package in a partnership relationship. All the criteria are needed when considering strategically important items and complex subsystems, while they are likely to be reduced when items become more and more commodity-like in nature. The results showed that problem solving capability, capacity and logistics are the three most important factors required by Hong Kong large manufacturers when establishing collaborative relationships with their strategic suppliers. The two major reasons are the economic reform in China and the adaptive entrepreneurship adopted by Hong Kong firms. In addition, no significant difference is found between the ranking of the criteria adopted by large companies in HK and UK. These findings have important implications for companies who are considering the Pacific Rim as a means of globalizing their vendor networks and in managing supplier relationships. In conclusion, suppliers need to view themselves as playing an important role in the larger value-adding network of the purchasing company with the potential impact and value that the supply network can add in the delivery of products/services to the final customer being recognized.