Strategic supply management, quality initiatives, and organizational performance
研究基于225家电子制造企业的数据，发现战略供应管理能改善准时交货、降低运营成本并提升客户满意度与业务绩效，且本质上是一项需要双方持续改进的质量管理举措。
Abstract Researchers in supply chain management have found over the past two decades that supply management should be not merely a purchasing function but a strategic tool for supply chain integration. Supply management, the cornerstone of the integration of industrial supply chains, has evolved as a key research area. Based on quantitative and qualitative investigations of 225 electronics manufacturing firms, we examine the organizational impacts of strategic supply management (SSM) and the contexts of company size, process type, ISO 9000 certification, and quality management (QM) implementation that facilitate such an endeavor. We reveal that SSM is essentially a quality management initiative that requires bilateral efforts for continuous improvement and thus is not associated with the basic requirements of ISO 9000. We find that SSM improves on‐time shipments, reduces operational costs, and leads to customer satisfaction and improved business performance. Developed based on contemporary premises in supply chain and QM, this research refines our understanding of the relationships among quality initiatives, SSM, and organizational performance.