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DOI: 10.15240/ ul/001/2019-3-005
In oduc ion
The ela ionship be ween a company and
a supplie is a s a egic esou ce o bo h
pa ies. Howe e , no e e y such ela ionship
can be conside ed s a egic. In o de o
a ela ionship o assume s a egic impo ance,
i mus be special (o unique) in some e ms
and di icul o imi a e. O he wise, i will no
con ibu e o making he company s and ou
agains he compe i ion. Such ela ionships
may be o med in wo a eas. Fi s ly, hey may
be in ended o inc ease he company’s access
o inancial esou ces; secondly, hey acili a e
in es men (Tyszkiewicz, 2017b).
I is no ewo hy ha pa ne ship is based
on such elemen s as us and communica ion.
These ac o s p oduce a con inuous and
deepening e ec o ensu e long- e m esul s
sa is ac o y o bo h pa ies in ol ed.
I is also signi ican o de ine he oles,
asks, and esponsibili ies o he supplie s and
he clien s, as well as o ai ly sha e isks, cos s,
and p o i s a ising om implemen a ion o new
ini ia i es (Ch is ophe , 2000).
The de elopmen o a supplie pa ne ship
assessmen model is one o he e o s
channelled in o con inuous de elopmen o
a company. The analysis o an en e p ise
p esen ed in his a icle indica es he di ec ions
o such e o s, paying pa icula a en ion o
selec ing he igh c i e ia and assessmen
me hods, de ining he op imal signi icance
o he c i e ia, as well as he ca ego ies o
supplie s, and in e p e ing he ob ained esul s.
The p oposed model allows o ca y ou an
assessmen o he po en ial and exis ing
supplie s and e en ually make a choice based
on hei capaci y o supply goods consis en
wi h he company’s equi emen s.
The aim o he model is o sys ema ize
knowledge and he easoning o manage s in
he company in e ms o planning, o ganiza ion,
and implemen a ion o join ac ions in ended o
os e pa ne ship wi h he company’s supplie s.
The model sugges s and he sel -assessmen
me hodology e i ies whe he such assessmen
o pa ne ship wi h he supplie s is ca ied ou
e ec i ely.
The assessmen and selec ion o he
supplie s ook place in s ages. In s age 1,
basic supplie assessmen c i e ia, which we e
conside ed key by he company, we e laid down.
Al oge he , ou main c i e ia we e adop ed:
p ice, deli e y ime, quali y o ma e ials,
and addi ional ea u es. These c i e ia we e
ex ended by an a ay o ex a ea u es o he
g ea es signi icance o he company. A e
es ablishing he supplie assessmen c i e ia,
he ollowing we e pe o med:
 Sco ing was based on he a i hme ic
mean and he weigh ed a e age. Two
sco ing me hods we e adop ed. The i s
me hod consis s in awa ding poin s e e y
second alue, s a ing om ze o. The e is
no ixed scale. In u n, a scale om only
one o i e was accep ed o he second
me hod, ascending by 1 poin in he case
o a pa ame e wi h only wo op ions. The
maximum numbe o poin s (i.e., 5 poin s)
is awa ded o he bes op ion and he
smalles o he wo s op ion.
 A g aphic me hod was adop ed, which
consis s in p esen ing supplie s on a ada
cha whe e he weaknesses and s eng hs
o each a e clea ly p esen ed.
 The Analy ic Hie a chy P ocess (AHP)
me hod was adop ed wi h measu able
c i e ia exclusi ely. Ve bally and subjec i ely
e alua ed c i e ia we e no aken in o
INNOVATIVE SUPPLIER PARTNERSHIP
ASSESSMENT MODEL IN A POLISH
TRADING ENTERPRISE
Ra ał Tyszkiewicz, Agnieszka Pawlak-Wolanin,
Juli a Ma kiewicz-Pa kowska, Soňa Jando á, Pio Oleśniewicz,
Helena Jáčo á, Monika Tyszkiewicz
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conside a ion so ha accu acy o he
analysis could be enhanced.
1. Li e a u e Re iew
Nowadays, building pa ne ela ionships wi h
supplie s is a widely discussed opic since i
is he sou ce o an a ay o bene i s, such as
(U baniak, 2008):
 ime-sa ing;
 isk mi iga ion ela ed o selec ing a new
supplie o pu chasing a new p oduc
(b and);
 quicke and mo e e ec i e low o ma ke
in o ma ion;
 join o ganiza ional and echnical p oblem-
sol ing.
Building sus ainable pa ne ships be ween
companies assumes pa icula impo ance in
imes o ie ce global compe i ion. Globaliza ion
is one o he key causes o inc easing ma ke
unce ain y ha p omp s companies o
accele a e in e ac ion wi h ex e nal pa ne s
(Lo enzoni & Lippa ini, 1999).
One o he pilla s o alue managemen
in he global ne wo k economy is managing
ela ions be ween companies. On he supply
side in alue ne wo ks, he managemen o
supplie s o key impo ance o he deli e ed
alue gains a s a egic ole. Companies s i e
o de elop op imal supplie bases, bo h in
e ms o quan i y, i.e. he numbe o supplie s
in indi idual loca ions, as well as in e ms o
quali y, in o de o achie e syne gy e ec s
(Ocicka & Raźniewska, 2015).
Managing ela ions wi h supplie s is
also impo an o supply chain and logis ic
p ocesses managemen , quali y managemen ,
isk managemen , and inno a ion managemen
(Van Weele, 2014).
Applying he idea o managing ela ions
wi h supplie s gi es he company new
oppo uni ies o shape compe i i eness.
The e o e, he p ocess o shaping pa ne ship
ela ions wi h supplie s is impo an o he
c ea ion o a compe i i e en e p ise sys em.
In his p ocess, ela ions wi h supplie s play
an impo an ole, as supplie s a e necessa y
en i ies o he company, and hei in luence
on shaping i s compe i i eness is exp essed
p ima ily in c ea ing he quali y and p ice o he
inal p oduc (Tyszkiewicz, 2017a).
Gene a ing alues expec ed by cus ome s
allows ealizing alues o he bene i o he
company. This may mani es i sel in achie ing
a p o i abili y o p oduc sales highe han
compe i ion, p o i abili y o cus ome s, o
a la ge ma ke sha e, as well as in gaining
a compe i i e ad an age (Ma wiejczuk, 2014).
In sea ch o he compe i i e edge a ising
om pa ne coope a ion, he main causes o
ailu e a e (Ch is ophe , 2000):
 lack o pe manen mu ual us ;
 no pa ne in ol emen in coope a ion;
 changes on he ma ke ;
 p ojec s las ing o oo long;
 seeing he pa ne as a po en ial compe i o .
The mo i es o which companies es ablish
and main ain pa ne ship ela ions a e p ima ily
he necessi y (mee ing legal o con ac ual
equi emen s), asymme y ( eac ion o p essu e,
e.g. o ano he o ganiza ion), ecip oci y
(in oducing coope a ion and coo dina ion),
e iciency (imp o emen o in e nal e ec i eness),
s abili y (inc easing he adap i e esponse
o en i onmen al unce ain y), and jus ness
( eaching an ag eemen wi h common no ms,
p inciples o expec a ions o he en i onmen ,
as well as imp o ing he image, epu a ion, and
p es ige) (Bouchbou & Alimazighi, 2009).
Besides ha pa ne ship is conce ned wi h
aking join ac ions in e ms o iden i ying and
limi ing isks ela ed o he join ly managed
lows o goods and in o ma ion in he supply
chain (Wie eska, 2011).
Coope a ion be ween a company and
a supplie has a majo impac on gaining
compe i i e ad an age h ough sha ing
in o ma ion and join decision-making, as
well as h ough ela ionships be ween he
o ganiza ions. Rega dless o business ype, in
o de o any company o become compe i i e,
i needs o su pass o he companies in
nume ous ela ionships in i s en i onmen .
The ela ionships may ake up di e en o ms:
om simple inciden al ansac ions h ough
long- e m pa ne ships o in eg a ed ad anced
o ganiza ional s uc u es (Kaczma ek, 2011;
Kale & Singh, 2009; P o an & Kenis, 2007).
In e o ganiza ional coope a ion should
be s udied as wo independen phenomena,
despi e he exis ing ela ionships be ween he
wo o ganiza ions (Smi h, Ca oll, & Ash o d,
1995). I is also demons a ed Ashkenas,
Ul ich, Jick, and Ke (1995), who discuss how
o ganiza ions can o e come ba ie s o in e nal
and ex e nal coope a ion.
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The adi ional app oach o cus ome -
supplie ela ions is based on main aining
a ce ain dis ance be ween he pa ies. Now,
ins ead o his app oach, i is sugges ed
ha companies y o build wide business
ela ionships, suppo ing each o he ’s
de elopmen . This is possible when he
supplie has a gene al o ien a ion in he needs
o he cus ome (and ice e sa). The ela ional
app oach is cha ac e ized by s onge ies
be ween he pa ne s. In hese ci cums ances,
he supplie ’s objec i e is o engage in he
de elopmen o he cus ome ’s business, in
he inc ease o he e u n on in es men , and in
suppo ing compe i i eness (Tab. 1).
As ime passes, he ela ionship s eng hens
and becomes mo e and mo e indi idualized,
which may consis in (Romanowska & T ocki,
2002):
 he supplie aking a speci ic and excep ional
app oach o he clien ;
 maxi mally adjus ing p oduc ion o p oces ses
o he ecei e ’s needs;
 elimina ing e o s in sales coope a ion;
 de eloping a iendly app oach owa ds
he ecei e ;
 adjus ing solu ions so ha hey sui
he clien al hough no always he company;
 pe sonalizing he app oach o he clien ;
 sending in o ma i e signals es i ying o
a clea ly pe sonalized cha ac e .
I is hus wo h os e ing he ela ionships ha
ake ca e o de eloping he capi al o pa ne ship
and ela ionship and wi hin he amewo k o
hese ela ionships, special impo ance should
be a ached o he ollowing: us , in ol emen ,
balancing mu ual in e ela ions, and e ec i e
con lic managemen (Laskowska-Ru kowska,
2014).
Coope a ion based on he p inciple
o pa ne ship may be suppo ed wi h he
Aspec App oach
C i e ion T adi ional buying Pa ne ship wi h supplie s
Basis o he supplie -cus ome
ela ionship Wi h a high mis us le el Mu ual us
Role o supplie F equen ly an opponen Coope a ing pa ne
Rela ionship du a ion O en e y sho Rela i ely long
Supply quali y c i e ia Compliance wi h speci ica ions P e e ed cus ome equi emen s
and legal egula ions
Me hods o ensu ing quali y
o supplies Ve i ica ion o compliance Sys emic app oach based
on p e en ion
Communica ion wi h supplie s F equen ly o mal, ocused
on ag eemen s and egula ions
Sys ema ic, based on bes
p ac ice exchange
Base o supplie s Nume ous supplie s Supplie s educed in numbe bu
ca e ully selec ed
S a egies o supplie
app oach
In o ma ion (da a) om wa an y
epai depa men s
Resul ing om p ocess and
ela ionship managemen
Main c i e ia o making
decisions on he pa
o he ecipien
O en only deli e y p ices Full pu chase cos s
Key o a success ul pu chase Recipien ’s abili y o nego ia e Pa ne s’ abili y o sea ch o
oppo uni ies o imp o e
Pu chase plans C ea ed p ima ily o mee he
needs o cus ome s
In eg a ed, wi h he conside a ion
o end-use s
Emphasis on quali y Supply Rela ionships
Sou ce: Nenadál (2006, p. 22)
Tab. 1: Di e ences be ween he adi ional and pa ne ship app oaches o supplie s
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implemen a ion o he concep o Supplie
Rela ionships Managemen (SRM). This
concep in u n d aws suppo om IT sys ems
dedica ed o he business p ocess in ques ion.
Pu chase managemen is usually closely linked
o o he business di isions o he company
and o ms an in eg al pa o he ope a ional
s a egies o each o hese business a eas
(Ross, 2018). Acco ding o Poi e (2012),
SRM i s and o emos ocuses on building he
ela ionship be ween he pu chase and he key
supplie s while s i ing o iden i ica ion o he
possibili ies ha os e u he de elopmen o
hei ela ionship, mu ual imp o emen , and
inc ease in bene i s o bo h pa ne s ope a ing
in a ne wo ked business en i onmen .
The main aim o SRM is o de elop wo-
way, mu ually bene icial ela ionships wi h
s a egic supplie s (Me le & Rohne , 2009). In
he model o he Global Supply Chain Fo um,
SRM was de ined as a p ocesses ocused
on os e ing ela ionships wi h supplie s,
c ea ed oge he by employees ep esen ing
a ious business unc ions in a company, and
in luencing he alue deli e ed o he clien s
and o he s akeholde s (Lambe & Pohlen,
2001). This e e s o he whole li e cycle o
a con ac so ha maximum pa icipa ion o
he supplie in achie ing s a egic goals o he
ecei e can be ensu ed (Emme & C ocke ,
2009). I is a se o me hods and p ac ices ha
a e needed in he cou se o in e ac ions wi h
he supplie s o goods and se ices ha ca y
di e en impo ance o he p o i abili y o he
ecei e (Poi e , 2012). Mo eo e , i es i ies o
he e olu ion o he app oach o supply chains
om managemen o pu chases and deli e ies
o managemen o supplie s (Emme , 2012).
2. Me hodology
Fo mula ing he a icle objec i e has led o
pu ing o wa d h ee hypo heses:
 H1: Selec ion o a supplie is based on
sco ing used in supplie pa ne ship
assessmen .
 H2: Supplie selec ion is accompanied
by he analysis and compa ison o o e s.
Compa ison is ca ied ou by way o sco ing
o on he basis o indica o s.
 H3: Owing o a ied and complex
calcula ion me hodology, he adop ed
supplie selec ion me hods p oduce highly
au ho i a i e esul s.
Adop ing wo me hods, one based on he
a i hme ic mean and he o he on weigh ed
a e age, has allowed o con i m and accep
he abo e hypo heses as alid. Da a p esen ed
in Tabs. 5-9 indica e ha he esul s ob ained
wi h he a i hme ic mean and wi h he weigh ed
a e age we e di e en . In supplie sco ing,
he mos impo an c i e ion o selec ing
po en ial supplie s based on he c i e ion o
p ice is he ea u e o p ice in compa ison wi h
he compe i ion, whe eas o he c i e ion o
deli e y ime i is he ea u e o in- ansi lead
ime.
Con i ming empi ically ha wi h inc easing
numbe s o dynamic capabili ies, he pa ne ship
success a e diminishes, bu hen con i ming
ha o mal and/o in o mal sa egua ds in luence
his ela ionship posi i ely, would be a e y
aluable insigh o a echnology inno a i e
subjec -ma e expe (SME) wishing o pa ne
o al eady pa ne ing wi h a la ge company.
Ope a ional da a o a company and da a
de i ed om he ele an li e a u e se ed o
ca y ou comp ehensi e assessmen o he
supplie selec ion p ocess. The assessmen
and selec ion o he key supplie s ook place
h ough he use o he ollowing me hods: ABC
analysis, sco ing (as desc ibed in sec ion 3.1),
he g aphics me hod, and he AHP me hod.
Many mo e documen s apply AHP o
sup plie selec ion. Conside ing he unce ain
en i on men in supply chain managemen ,
nu me ous li e a u e posi ions e e ed o AHP
me hods combined wi h he uzzy heo y in
supplie selec ion (Wen, Yan, Xian, Yue, &
Peng, 2015).
The e i ica ion o he hypo heses and
he o mula ed assessmen c i e ia was
pe o med on he basis o a Polish company,
Cen um P ojekcji Mul imedialnych (CPM).
The company unde examina ion coope a es
wi h se e al supplie s who o e , among o he
hings, pa s o audio- isual sys ems o sound
and image dis ibu ion sys ems. F equen ly,
clien s hemsel es make he company choose
componen s om a pa icula supplie .
CPM is a eam o expe s who, o mo e han
en yea s, ha e been deli e ing comp ehensi e
mul imedia solu ions, such as: con ol sys ems,
audio- ideo sys ems, sound and image
dis ibu ion sys ems, ele ision, and in elligen
building sys ems. The eam in eg a es sys ems
and de ices o he maximum unc ionali y,
use ulness, and com o o use.
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The company’s se ices ha e been used
by a ound 500 clien s om a ious business
a eas, including educa ional acili ies, and
(local) go e nmen o ganiza ions, e.g. Ago a
S.A., Campina Polska, Ca lsbe g Okocim S.A.,
Dinne s Club Polska, Eu opejski Fundusz
Leasingowy S.A., Sony Poland, NESTLE
Wa e s Polska S.A.
3. Resea ch Resul s
Below a e p esen ed he esul s o he esea ch
pe o med in coope a ion wi h he CPM
company.
3.1 Supplie Selec ion Me hods
When selec ing a supplie , one should conside
whe he i is a pe manen supplie , wha numbe
o supplie s can p o ide he same goods, and
wha he supplie ’s anspo capabili ies a e.
To his end, o e s a e analysed and compa ed
on he basis o sco ing o indices (Kawa, 2011).
Sco ing consis s in:
 es ablishing he c ucial selec ion c i e ia,
including app op ia e ea u es;
 es ablishing he ank o ea u es;
 se ing a sco ing scale;
 in oducing possible weigh s;
 summing up he o al numbe o poin s
ob ained by each supplie ;
 selec ing he supplie .
As a as sco ing is conce ned, ea u es o
quali y a e sco ed as ollows: 5 poin s – highes
quali y, 4 poin s – quali y sligh ly abo e minimum
equi emen s, 3 poin s – quali y mee ing
minimum equi emen s, 2 poin s – quali y below
he minimum le el, 1 poin – quali y no mee ing
minimum equi emen s.
P ice sco ing (sco ing II), in u n, akes he
ollowing o m: 5 poin s – a supplie o e ing p ices
mo e han 5% lowe han a e age, 4 poin s – up
o 5% lowe han a e age, e c., 1 poin – p ice
mo e han 5% highe han a e age (Tab. 3).
The me hod using indices consis s in
compa ing pa icula indices, such as:
 he numbe o success ul deli e ies o
a numbe o placed o de s;
 he numbe o success ul deli e ies o he
o al numbe o deli e ies;
 he numbe o delayed deli e ies o he o al
numbe o deli e ies;
 he numbe o complain s wi h espec o
deli e ies o he o al numbe o deli e ies;
 equency o e oneous deli e ies.
3.2 Supplie Selec ion C i e ia
in a Company
Supplie selec ion c i e ia a e a ied. Gene ally,
minimiza ion o he cos s o pu chase and
s o age o s ock should be he p io i y;
unin e up ed supply and p oduc ion p ocesses
should be simul aneously ensu ed. The mos
impo an and cos ly elemen o a ansac ion is
conside ed o be he p ice o goods whe e he
equi emen s ega ding quali y a e sa is ied.
The supplie should be assessed in espec
o hei inances since low p ices may be
a symp om ha he supplie will soon be acing
bank up cy.
Fu he mo e, sale condi ions a e in eg ally
ela ed o he p ice as hey de e mine which
pa y bea s he cos s o anspo and pa cel
insu ance. O he impo an aspec s include:
he condi ions o deli e y, gua an ees and
acknowledgemen o claims, he inancial
si ua ion, opinion among o he ecei e s,
capabili y o adap ing o he changes in demand,
localiza ion, and communica ion sys em (Kawa,
2011).
Fou main c i e ia we e adop ed in he
supplie pa ne ship assessmen model:
p ice, deli e y ime, quali y o ma e ials, and
addi ional ea u es ha a e mos impo an o
a company (e.g. he supplie keeping s ock, he
supplie ’s po en ial, and he supplie ’s image).
The p ope ies a e p o ided in Tab. 2.
Owing o he ac ha supplie s o di e en
componen s a e subjec o assessmen , i is
no possible o base compa ison solely on
he alue o he p ice, hence he indica o o
p ice le el in compa ison wi h he compe i ion
has been adop ed. I is a pe cen age alue
e lec ing he p ice o e ed by a supplie in
ela ion o he a e age p ice ( he a i hme ic
mean) on he ma ke o he supplie . Supply
c edi ing is also a signi ican ea u e. The
longe he paymen deadline, he be e i is
o he company’s liquidi y since i allows o
ob ain he amoun due om he clien and pay
o he goods. In- ansi lead ime comp ises
he s ages o : placing he o de , p epa a ion,
and app op ia e anspo . Deli e y imeliness
is measu ed as he p obabili y o mee ing he
es ablished deli e y deadlines and deli e y o
goods as o de ed.
Ano he pa ame e is eadiness o ca y
ou deli e y on condi ions speci ied by he
clien . Two op ions a e possible: he supplie
imposes hei own deli e y schedule o inclines
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owa ds making deli e ies as eques ed by he
clien . The quali y c i e ion is speci ied wi h
he ollowing ea u es: he echnical quali y o
ma e ials and mee ing he manu ac u ing no ms
ela ed o he o me (p o ed wi h ce i ica es).
Addi ionally, quali y is ex ended by he ollowing
pa ame e s: quali y o cus ome se ice and
numbe o complain s ha demons a e he
quali y o se ices ende ed by he supplie .
The quali y o cus ome se ice is unde s ood
as he numbe o ul illed o de s in ela ion o
he o al numbe o o de s. I hence allows o
measu e he supplie ’s abili y o eac o he
special equi emen s o he clien s.
3.3 Supplie Pa ne ship Assessmen
Examples o assessmen scales o he wo
mos signi ican supplie assessmen and
selec ion c i e ia, i.e. 1.1 p ice in compa ison
wi h compe i ion and 2.1 in- ansi lead ime
(c . Tab. 2), which a e used in sco ing, a e
p o ided in Tabs. 3 and 4.
C i e ion C i e ion
ea u e numbe C i e ion ea u es
P ice
1.1 p ice compa ed wi h he compe i ion
1.2 supply c edi ing (paymen e ms)
1.3 anspo cos s
1.4 eadiness o nego ia e p ices
Deli e y ime
2.1 in- ansi lead ime
2.2 deli e y imeliness
2.3 eadiness o ca y ou deli e y on clien ’s condi ions
2.4 dis ance om he supplie
Quali y
3.1 echnical quali y
3.2 manu ac u ing no ms
3.3 quali y o cus ome se ice
3.4 numbe o complain s
Addi ional ea u es
4.1 he supplie keeping s ock
4.2 supplie ’s po en ial
4.3 supplie ’s image
Sou ce: own elabo a ion based on da a om he Cen um P ojekcji Mul imedialnych company
Fea u e
numbe Sco ing me hod Sco ing I
[poin s]
Sco ing II
[poin s]
1.1
supplie o e s p ices mo e han 5% lowe han a e age 8 5
supplie o e s p ices up o 5% lowe han a e age 6 4
supplie o e s a e age p ices 4 3
supplie o e s p ices up o 5% highe han a e age 2 2
supplie o e s p ices mo e han 5% highe han a e age 0 1
Sou ce: own elabo a ion based on da a om he Cen um P ojekcji Mul imedialnych company
No e: Sco ing I and II as desc ibed in sec ion 3.1.
Tab. 2: Supplie assessmen c i e ia
Tab. 3: Supplie sco ing ules: c i e ion 1.1 (p ice compa ed wi h he compe i ion)
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Tabs. 5-9 show he esul s o he supplie
assessmen and he selec ion me hod unde
analysis. Owing o a ied and complex
calcula ion me hodology, he adop ed me hods
p oduce highly au ho i a i e esul s. Tabs. 5-9
indica e ha di e en esul s we e ob ained
h ough he adop ion o wo sco ing op ions: he
a i hme ic mean (sco ing I) and he weigh ed
a e age (sco ing II).
Wi h he i s sco ing me hod, supplie E
ob ained he highes a i hme ic mean, whe eas
supplie D – he lowes ; wi h he weigh ed
Fea u e
numbe Sco ing me hod Sco ing I
[poin s]
Sco ing II
[poin s]
2.1
1 day 6 5
3 days 4 4
7 days 23
14 days 0 2
Sou ce: own elabo a ion based on da a om he Cen um P ojekcji Mul imedialnych company
No e: Sco ing I and II as desc ibed in sec ion 3.1.
C i e ion C i e ion ea u es C i e ion weighing
ac o [%] Supplie Sco ing I
[poin s] Supplie Sco ing II
[poin s]
P ice
1.1. p ice compa ed
wi h he
compe i ion
30
A
B
C
D
E
F
4
2
6
2
4
4
A
B
C
D
E
F
3
2
4
2
3
3
1.2. supply c edi ing
(paymen e ms)
A
B
C
D
E
F
0
2
6
0
2
4
A
B
C
D
E
F
1
2
5
1
2
4
1.3. anspo cos s
A
B
C
D
E
F
4
4
0
0
4
0
A
B
C
D
E
F
5
5
1
1
5
1
1.4. eadiness o
nego ia e p ices
A
B
C
D
E
F
2
2
2
0
2
0
A
B
C
D
E
F
3
3
3
1
3
1
Sou ce: own elabo a ion based on da a om he Cen um P ojekcji Mul imedialnych company
No e: Sco ing I and II as desc ibed in sec ion 3.1.
Tab. 4: Supplie sco ing ules: c i e ion 2.1 (in- ansi lead ime)
Tab. 5: The esul s o supplie assessmen h ough sco ing: p ice
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74 2019, XXII, 3
Business Adminis a ion and Managemen
a e age, supplie D also sco ed he lowes ,
howe e , he bes esul was achie ed no by
supplie E bu by supplie C.
Wi h he second sco ing me hod, supplie E
once again ob ained he highes a i hme ic
mean while supplie F – he lowes ; he lowes
weigh ed a e age was ob ained by supplie D
and he highes by supplie E.
Fu he mo e, he g aphic me hod was
adop ed, which consis s in p esen ing supplie s
on a ada cha whe e he weaknesses and
s eng hs o each a e clea ly p esen ed. Fig. 1
and 2 show a compa ison o he esul s o
ou selec ed supplie s in acco dance wi h he
adop ed sco ing me hod. The alues in he
igu es inc ease along he adius and each 0
in he cen e o he ci cle and 5 on he edge.
I he g aphs e lec ing he assessmen s o
each supplie a e joined, a geome ic model
cha ac e is ic o a supplie eme ges. The pe ec
si ua ion is when he model is ci cle-shaped.
A compa ison o wo bes supplie s in e ms
o sco ing I and sco ing II allows o e alua e
which o hem is be e in e ms o a pa icula
c i e ion (Fig. 1). Supplie E su passes supplie
C in e ms o : anspo cos s – 4 poin s (Tab. 5,
c i e ion 1.3), numbe o complain s – 6 poin s
(Tab. 7, c i e ion 3.4), keeping s ock – 4 poin s
(Tab. 8, c i e ion 4.1), and po en ial – 4 poin s
(Tab. 8, c i e ion 4.2). In u n, supplie C e sus
supplie E o e s be e p ices – 6 poin s (Tab. 5,
c i e ion 1.1), a longe pe iod o supply c edi ing
– 6 poin s (Tab. 5, c i e ion 1.2), and a sho e
in- ansi lead ime – 4 poin s (Tab. 6, c i e ion
2.1), hus i is be e as a as ea u es o g ea
impo ance o he company a e conce ned.
The e o e, despi e he ac ha supplie E had
he highes a i hme ic mean, i was no numbe
one in he anking based on he weigh ed
a e age.
Simila ly, we can d aw conclusions om
a compa ison o he wo weakes supplie s
C i e ion C i e ion ea u es C i e ion weighing
ac o [%] Supplie Sco ing I
[poin s] Supplie Sco ing II
[poin s]
Deli e y
ime
2.1. in- ansi lead
ime
28
A
B
C
D
E
F
2
2
4
4
2
4
A
B
C
D
E
F
2
2
4
4
2
4
2.2. deli e y
imeliness
A
B
C
D
E
F
2
4
4
4
4
2
A
B
C
D
E
F
2
4
4
4
4
2
2.3. eadiness o
ca y ou deli e y
on clien ’s
condi ions
A
B
C
D
E
F
0
2
2
2
2
2
A
B
C
D
E
F
1
5
5
5
5
5
2.4. dis ance om
he supplie
A
B
C
D
E
F
4
6
6
0
4
0
A
B
C
D
E
F
3
4
5
1
5
1
Sou ce: own elabo a ion based on da a om he Cen um P ojekcji Mul imedialnych company
No e: Sco ing I and II as desc ibed in sec ion 3.1.
Tab. 6: The esul s o supplie assessmen h ough sco ing: deli e y ime
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Business Adminis a ion and Managemen
C i e ion C i e ion ea u es C i e ion weighing
ac o [%] Supplie Sco ing I
[poin s] Supplie Sco ing II
[poin s]
Quali y
3.1. echnical quali y
32
A
B
C
D
E
F
4
4
4
4
4
4
A
B
C
D
E
F
5
5
5
5
5
5
3.2. manu ac u ing
no ms
A
B
C
D
E
F
2
2
2
2
2
2
A
B
C
D
E
F
5
5
5
5
5
5
3.3. quali y
o cus ome
se ice
A
B
C
D
E
F
2
6
6
2
6
4
A
B
C
D
E
F
2
4
4
3
4
3
3.4. numbe
o complain s
A
B
C
D
E
F
6
6
4
4
6
4
A
B
C
D
E
F
4
4
3
3
4
3
Sou ce: own elabo a ion based on da a om he Cen um P ojekcji Mul imedialnych company
No e: Sco ing I and II as desc ibed in sec ion 3.1.
Tab. 7: The esul s o supplie assessmen h ough sco ing: quali y
C i e ion C i e ion ea u es C i e ion weighing
ac o [%] Supplie Sco ing I
[poin s] Supplie Sco ing II
[poin s]
Addi ional
ea u es
4.1. he supplie
keeping s ock
10
A
B
C
D
E
F
4
5
2
4
4
2
A
B
C
D
E
F
5
5
3
5
5
3
4.2. supplie ’s
po en ial
A
B
C
D
E
F
4
2
2
4
4
2
A
B
C
D
E
F
5
3
3
5
5
3
4.3. supplie ’s
image
A
B
C
D
E
F
4
4
4
4
4
4
A
B
C
D
E
F
5
5
5
5
5
5
Sou ce: own elabo a ion based on da a om he Cen um P ojekcji Mul imedialnych company
No e: Sco ing I and II as desc ibed in sec ion 3.1
Tab. 8: The esul s o supplie assessmen h ough sco ing: addi ional ea u es
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82 2019, XXII, 3
Business Adminis a ion and Managemen
Abs ac
inno aTi e supplie pa Tne ship assessmenT model in a polish
T ading enTe p ise
Ra ał Tyszkiewicz, Agnieszka Pawlak-Wolanin, Juli a Ma kiewicz-Pa kowska,
Soňa Jando á, Pio Oleśniewicz, Helena Jáčo á, Monika Tyszkiewicz
The ela ionship be ween a company and a supplie is a s a egic esou ce o bo h pa ies.
The e o e, he necessi y o de elop a mechanism o an in eg a ed app oach o coope a ion wi h
supplie s, which is based on pa ne ship, is becoming mo e and mo e p onounced. Such an
app oach necessi a es aking in o conside a ion an abundance o ac o s accompanying coope a ion
wi hin a mu ual en u e. These ac o s may include: compa ibili y o businesses – simila alues,
o ganiza ional cul u es, and goals o he philosophy and managemen me hods. The objec i e o
he a icle is o p esen a supplie pa ne ship assessmen model as implemen ed in a Polish ading
en e p ise, as well as p oposed assessmen c i e ia and me hods. Ve i ica ion o he c i e ia applied
o supplie s has been pe o med on he example o Cen um P ojekcji Mul imedialnych, which is
a deale o he ollowing companies: inFocus, Sony, Sanyo, Toshiba, Epson, Panasonic, and 3M.
Ope a ional da a o he company ha e been used o ha pu pose; in u n, he assessmen and
selec ion o he key supplie s ook place h ough he use o he ollowing me hods: ABC analysis,
sco ing, he g aphics me hod, and he Analy ic Hie a chy P ocess me hod. Ou o 18 supplie s
ha he company coope a es wi h on an ongoing basis, six key ones we e selec ed. The esul s
o supplie pa ne ships sugges ha some c i e ia applicable o he company’s supplie s a e mo e
signi ican han o he s, and ha hey a e he ones which ough o unde lie he sys em o such
assessmen . The p esen ed supplie pa ne ship assessmen model allows selec ing supplie s ha
will be p o iding bes quali y goods a he lowes p ice.
Key Wo ds: Supplie assessmen , pa ne ship, supplie selec ion me hod.
JEL Classi ica ion: L17, M19, O31.
DOI: 10.15240/ ul/001/2019-3-005
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