Innovative Supplier Partnership Assessment Model in a Polish Trading Enterprise
Abstract
The relationship between a company and a supplier is a strategic resource for both parties. Therefore, the necessity to develop a mechanism of an integrated approach to cooperation with suppliers, which is based on partnership, is becoming more and more pronounced. Such an approach necessitates taking into consideration an abundance of factors accompanying cooperation within a mutual venture. These factors may include: compatibility of businesses – similar values, organizational cultures, and goals or the philosophy and management methods. The objective of the article is to present a supplier partnership assessment model as implemented in a Polish trading enterprise, as well as proposed assessment criteria and methods. Verification of the criteria applied to suppliers has been performed on the example of Centrum Projekcji Multimedialnych, which is a dealer of the following companies: inFocus, Sony, Sanyo, Toshiba, Epson, Panasonic, and 3M. Operational data of the company have been used for that purpose; in turn, the assessment and selection of the key suppliers took place through the use of the following methods: ABC analysis, scoring, the graphics method, and the Analytic Hierarchy Process method. Out of 18 suppliers that the company cooperates with on an ongoing basis, six key ones were selected. The results of supplier partnerships suggest that some criteria applicable to the company’s suppliers are more significant than others, and that they are the ones which ought to underlie the system of such assessment. The presented supplier partnership assessment model allows selecting suppliers that will be providing best quality goods at the lowest price.
Full text
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3, XXII, 2019
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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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