The Missing Point Between Strategic Supplier Evaluation and Integration: A Dyadic Case Study

Abstract

Purpose: The aim of this study is to explore the reasons for a supplier’s sudden withdrawal from
cooperation and thus to identify the missing element in the commonly used supplier evaluation
frameworks that determines the possibility of future dyadic integration in the supply chain.
Academic literature very often moves from supplier evaluation to strategic collaboration without
considering the activities between the two.
Methodology: The paper is based on a case study of customer-supplier dyad of manufacturing
companies. Based on the Purchasing Portfolio Matrix and the ‚Dutch windmill’ concept, the case of
supplier-customer relationship termination was investigated.
Findings: The study revealed that there should be an intermediate step between strategic supplier
evaluation and the transition to strategic cooperation. The customer was conducting an elaborate
evaluation of the supplier without being interested in how he was evaluated by his vendor. The findings
indicated the need for customers to learn about the criteria and rating level given by strategic
suppliers, also in relation to the ratings given to other customers.
Originality/value: The paper provides valuable practical implications that should help customers
avoid problems with suppliers and, in the worst case scenario, better prepare for the end of the relationship.
To generate these, a fairly uncommon research approach was used - the dyadic approach
in supply chain integration management.