Supplier SelectionSupplier selectio

Supplier Selection
Supplier selection research has traditionally focused
on the firm-level impacts of supplier characteristics,
evaluation frameworks and metrics, selection criteria,
and means of cost reduction (Dominguez & Zinn,
1994; Ellram, 1990; Ghodsypour & O’Brien, 1998;
Hakansson & Wootz, 1975; Spekman, 1988; Weber,
Current & Benton, 1991). These themes permeate the
early literature, having been reflected as components
of the total cost of ownership (TCO) perspective of
supply management, as well as within the supplier
selection and supply base management literatures
(Cavinato, 1992). For most of the first two decades of
scholarship, such studies focused almost exclusively
on costs associated with activities such as inventory
management, delivery, quality, service, price, and
communications (i.e., Ellram & Siferd, 1993). However,
more recently, the research has begun to take an
increasingly holistic view of the supplier selection process,
by focusing more on social issues such as supplier
management strategy, relationship dynamics,
and their performance impacts (e.g., Defee, Stank,
Esper, & Mentzer, 2009; Ghodsypour & O’Brien,
2001; Kannan & Tan, 2002; Wisner, 2003). Despite
multiple studies spanning various topical threads,
investigations of supplier selection criteria remain
highly relevant. This is evident from the voluminous
emergent research positing new and additional selection
criteria, much of which focuses on the social and
environmental impacts of selection decisions (e.g.,
Carter, Maltz, Maltz, Goh, & Yan, 2010; Defee et al.,
2009; Voss, Closs, Calantone, Helferich, & Speier,
2009; Wolf & Seuring, 2010). This prominence suggests
additional aspects of supplier selection should
be examined and that a contemporary focus in thisregard is the impact of CSR on the supplier selection
process.

ผลลัพธ์ (อังกฤษ) 3:

Supplier Selection

Supplier selection research has traditionally focused on the firm-level impacts of supplier characteristics,
evaluation frameworks and metrics, selection criteria, and
means of cost reduction (Dominguez & Zinn,
1994 ; Ellram, 1990; Ghodsypour & O' Brien, 1998 ;
Hakansson & Wootz, 1975 ; Spekman, 1988 ; Weber,
Current & Benton, 1991 ). These themes permeate the
early literature,having been reflected as components of
the total cost of ownership (TCO)
perspective of supply management, as well as within the supplier selection and supply base management literatures

(Cavinato, 1992 ). For most of the first two decades of
scholarship, such studies
focused almost exclusively on costs associated with activities such as inventory management
, delivery, quality, service, price,and
Communications (i. e., Ellram & Siferd, 1993 ). However,
More recently, the research has begun to take an holistic view of the increasingly
supplier selection process,
by focusing more on social issues such as supplier
management strategy, relationship dynamics,
and their performance impacts (e. g., Defee, Stank,
Esper, & Mentzer, 2009; Ghodsypour & O' Brien,
2001 ; Kannan & Tan, 2002 ;Wisner, 2003). Despite
Multiple studies spanning various topical threads,

investigations of supplier selection criteria remain highly relevant. This is evident from the voluminous research emergent

positing new and additional selection criteria, much of which focuses on the social and environmental impacts of
selection decisions (e. g.,
Carter, Maltz, Maltz, Goh, & Yan, 2010; Defee et al .,
2009 ;Voss, Closs, Calantone, Helferich, & Speier,
2009 ; Wolf & Seuring, 2010). This prominence suggests

additional aspects of supplier selection should be examined and that a contemporary focus in thisregard CSR on is the impact of the supplier selection process
.