LogForum 2020, 16 (1), 161-170

> Scientific Journal of < http://doi.org/10.17270/J.LOG.2020.389

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ORIGINAL PAPER

THE NEXUS BETWEEN SUPPLIER AND ’S COMPETITIVE ADVANTAGE: AN EMPIRICAL

Khairul Anuar Mohd. Ali Universiti Kebangsaan Malaysia, Selangor, Malaysia

ABSTRACT . Background: Due to the increasing demand on product quality and operation efficiency, supplier has become increasingly important in supporting to achieve the desired excellence. With the rapid globalization happening in these few decades, the world is experiencing a higher complexity phase. However, there are only a limited number of studies that has been conducted on supplier quality management (SQM) and organization’s competitive advantage (OCA) in the context of multinational (MNC). The purpose of this study is to identify critical elements in supplier quality management as well as testing the significance of supplier quality management in affecting organization’s competitive advantage. Methods: This study employed self-administered questionnaire that has been distributed to 355 respondents and the data is analyzed using Statistical Program for the Social Science (SPSS) software version 23. The population of study is concentrated on multinational corporations in Malaysia. Results: The results revealed that 5 elements have been identified as critical elements for supplier quality management namely Tracking of Cost of Supplier Quality, Supplier Audit, Supplier Scorecard, Close Loop Corrective Action and Engagement of Suppliers in Quality . Conclusions: The findings of the study show that supplier quality management is found to be significantly affecting organization’s competitive advantage in positive direction. The managerial implications of this study have been discussed as well.

Key words: Quality management, Supplier, Operation, Efficiency, Competitive advantage.

sources of additional cost incurred if they are INTRODUCTION not performing well. Supplier’s poor quality could possibly contribute to part of the Supplier quality management (SQM) is production or service yield loss either directly a set of activities initiated by the organization or indirectly [Hong et al. 2019, Al-Shboul, especially by the management in order to Garza-Reyes, Kumar, 2018]. No doubt, improve organizational performance. SQM organizations spend a substantial portion of normally involves activities such as measuring their capital for the purchasing of raw and tracking the cost of supplier quality, using materials, components, and services. In fact, performance based score cards to measure 60% of cost goods sold is consisted of supplier performance, conducting supplier purchased goods [Dale 2002]. Thus, supplier audits and establishing effective quality is playing a vital role in controlling communication channels with suppliers among product or service cost as it can substantially many more, with an aim of achieving give an impactful effect. Along with the satisfaction [Sharma, Modgil 2019, Carr, increase of globalization in business world, Pearson 1999]. Suppliers can be one of the supplier chain for organization is becoming

Copyright: Wy ższa Szkoła Logistyki, Pozna ń, Polska Citation: Ali K.A.M., 2020. The nexus between supplier quality management and organization’s competitive advantage: an empirical evidence. LogForum 16 (1), 161-170, http://doi.org/10.17270/J.LOG.2020.389 Received: 25.09.2019, Accepted: 28.11.2019, on-line: 30.12.2019.

, Ali K.A.M., 2020. The nexus between supplier quality management and organization’s competitive advantage: an empirical evidence. LogForum 16 (1), 161-170. http://doi.org/10.17270/J.LOG.2020.389 increasingly long and complicated, especially serious fatal to an organization such as huge more and more organizations are outsourcing loss cost, product recall, tarnish of organization part of their production to strategic partners. In image or most serious loss of life. A good addition, many manufacturers are trying to example that we can see, the massive recall streamline their production and practising lean involving 100 million vehicles worldwide by inventory. Thus, they tend to face stock-out major car manufacturers such as Honda, problem easily if suppliers are having quality Toyota, Ford, Mazda, BMW and so on due to trouble, which causing delay in delivery. Many the problematic airbags supplied by Takata, scholars have stressed on the importance of world largest airbag supplier [David 2016]. supplier management. In fact, Supplier Chain This failure has caused huge recall and Management (SCM) has come into the picture replacement cost especially to Takata’s major in early 1980s to suggest a series of activities customer, Honda and most importantly, this to be coordinated by an organization as to problematic product has caused 11 death and procure and manage suppliers effectively 150 injuries, with some cases under review [Oliver, Webber 1982]. In recent decades, [David 2016]. Thus, this is why SQM is competition in business world is becoming important for a reputable organization. stronger and stronger with a big amount of suppliers competing with each other not only Similar to SCM, SQM is viewed as an in term of cost, but also quality and delivery integration of activities stretching across inter- performance. Organizations understood a fact organizational boundaries in order to achieve that the lowest acquisition cost does not [Yu, Huo 2018]. SQM is necessarily result in the lowest product or a managerial effort to create an operating service cost, as poor supplier quality may lead environment in which organization is trying to to higher product or service cost finally [Lo et integrate its suppliers’ capability into its al. 2018]. This is because poor supplier quality operational processes. The activities integrated is potentially increases internal or external are involving management responsibility, failure costs, which might provoke customer selection of supplier, supplier development, dissatisfaction as well as result an increment of supplier quality measurement, supplier customer complaint or warranty issue [Hong et integration and supplier audits. al. 2019].

SCM is becoming an important element in PROBLEM STATEMENTS determining sustainability of an organization. For a company to continue survive, it has to Although there are empirical studies consider SCM that engage everyone within its discussed the impact of SQM to organization as well as its supplier in sharing performance [Famiyeh, Kwarteng 2018]. the same vision on the product, production and However, there are only a limited number of quality improvement. SCM is not only a sole studies that has been conducted on supplier procurement activity but it should rather be quality management and organization’s considered as a strategy with the purpose of competitive advantage in the context of achieving enduring beneficial buyer–supplier multinational corporations in Malaysia [Ismail, relationships [Carr, Pearson 1999]. Quality Yunan 2016, Punnakitikashem et al. 2010]. and reconciliation capacity is To what extent SQM affects organization’s characterized as a company's coordination competitive advantage; it is yet to be capacity to accomplish intuitive quality identified. Therefore, this study is to fill up the participation among its supply chain partners gap by identifying the effect of SQM on [Wu et al. 2006]. organization’s competitive advantage especially in the context of multinational As part of SCM, SQM is considerably an corporations (MNC) in Malaysia. Majority of important factor that an organization should be the companies in Malaysia is concentrated in focusing to avoid potential damages that could Klang Valley, thus the outcome of this bring down the organization’s performance research is expected to be able to be [Mandeep, Kanwarpreet, Doordarshi 2019]. generalized as the current condition happening Suppliers’ non-conformance could invite in the MNC in Malaysia.

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Research Objectives The sub-dimensions established for supplier quality management are actually based on the The objectives of this research are to review of literature and theoretical background identify the critical elements that result toward research done earlier [Projogo, McDermott, effective supplier quality management and to Goh, 2008, Rahman, 2006, Punnakitikashem examine the impact of supplier quality et al. 2010, Dellana, Kros, 2014, Switala, management on organization’s competitive Niestroj, Hanus, 2018, Ferdousi et al. 2018, advantage. Hong et al. 2019]. Those dimensions are identified to be related to practices that are Research Questions applied for the purpose of supplier quality management. The five sub-dimensions have Based on objectives mentioned above, the been established to define supplier quality research questions will be addressed on management: answering, what are the critical elements in 1. Tracking of Cost of Supplier Quality is Supplier Quality Management(SQM) for Multi about tracing and recording of loss or National Cooperations (MNC) in Malaysia? failure cost incurred due to problem Furthermore, does SQM give significant originated by supplier. impact to organization’s competitive advantage 2. Supplier Audit is a practice that is used to for MNC in Malaysia? check and validate supplier’s operation is in accordance to the specified. 3. Supplier Scorecard is about measurement of CONCEPTUAL FRAMEWORK supplier’s performance based on key areas that define supplier’s performance. 4. Close Loop Corrective Action is a PDCA This research paper explores the (Plan-Do-Check-Action) based action used relationships between supplier quality to manage supplier’s counter measure management and organization’s competitive against issues that arise. advantage in the context of multinational 5. Engagement of Supplier in Quality System corporations in Malaysia. The modified model is about involvement of supplier as part of shown in Figure 1 below is established based the participant in the organization’s quality on related factors and outcomes identified so that organization’s particularly related to supplier quality requirements and expectations can be management aspect. In the proposed communicated either directly or indirectly conceptual framework, “Supplier Quality to supplier in a more effective way. Management” defined by 5 sub-dimensions is the independent variable identified, the dependent variable is Organization’s Competitive Advantage. HYPOTHESIS In order to obtain better understanding on the relationships between supplier quality management and organizational competitive advantage, these hypotheses are to be tested:

H1: Tracking of Cost of Supplier Quality is positively related to Organization’s Competitive Advantage.

H2: Supplier Audit is positively related to Organization’s Competitive Advantage.

Fig. 1. Airports' strategic groups according to type and H3: Supplier Scorecard is positively related to number of passengers Organization’s Competitive Advantage.

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, Ali K.A.M., 2020. The nexus between supplier quality management and organization’s competitive advantage: an empirical evidence. LogForum 16 (1), 161-170. http://doi.org/10.17270/J.LOG.2020.389

H4: Close Loop Corrective Action is positively dimensions proposed in conceptual framework related to Organization’s Competitive need to be tested. A measurement scale would Advantage. need to be developed to define the variables, so that the variables can be measured tangibly. H5: Engagement of Supplier in Quality System From the review of relevant literatures and is positively related to Organization’s theories, the measurement items have been Competitive Advantage. established to define each sub-dimension of independent variable (Supplier Quality Management) and dependent variable METHODOLOGY (Organization’s Competitive Advantage).

As the previous section has explained about Construction of Questionnaire and the review of literature, related theoretical Pretesting - A structured questionnaire has background and proposed conceptual been developed as an instrument for data framework with hypotheses intended to be collection. The self-administered questionnaire tested. This part will explain the methodology consists of 3 parts namely the organization’s used for this research including development demographics, the general questions and of measurement for variables, sample and data research questions that developed from items collection as well as the method. defined in Table 1. Research questions are measured using seven-point Likert-type scale Development of Measurement For Variables (ranging from 1= strongly disagree to 7= strongly agree). Definition of Variables - To achieve the objectives of this research, all the variables or

Table 1. List of constructs and measurement items Construct Indicator Details COQ1 Calculate and trace cost of poor quality Tracking of Cost of Supplier Quality COQ2 Monitor disruption caused by supplier quality problems COQ3 Additional freight cost for shipment expedition COQ4 Accountability of supplier for cost of poor quality COQ5 Cost of poor quality in supplier’s assessment SA1 Major suppliers are audited periodically Supplier Audit SA2 Qualification audit is compulsory for new supplier SA3 Standard criteria for supplier audit SA4 Follow -up of suppliers in ranking SA5 Effectiveness of supplier audit SSC1 Systemized scorecard procedure Supplier Scorecard SSC2 Suppliers are ranked SSC3 Concern of suppliers in ranking SSC4 Supplier scorecard role for procurement negotiation SSC5 Supplier scorecard stimulates supplier’s improvement CA1 Supplier’s problem root cause investigation Closed Loop Corrective Action CA2 Reporting of corrective and preventive actions CA3 Review of supplier’s report CA4 Tracing of actions implementations CA5 Effectiveness of close loop corrective action SE1 Supplier as part of quality system (QS) Engagement of Supplier in Quality SE2 QS information is provided to supplier System SE3 Suppliers are required to be accredited SE4 Develop supplier to comply with QS SE5 Suppliers competency in fulfilling QS requirement CADV1 Product cost Organisation’s Competitive CADV2 Competitive pricing Advantage CADV3 Competitive quality CADV4 Brand identity CADV5 Customer’s perception

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SAMPLE AND DATA COLLECTION DATA ANALYSIS METHOD

The Population and Sampling After reviewed all data collected, the data from all the 355 valid responses were key-in The population of this research consists of into SPSS software for data analysis purpose. multinational corporations in Malaysia. Meantime, the demographics and practices for According to Suruhanjaya Syarikat Malaysia quality management of respondents are being (2018)6, there are total 4,727 multinational analyzed as well. All the statistical analysis corporations registered in Malaysia as of 31st was performed based on 95% confidence level. December 2017. Majority of in Two main analyses were employed in Malaysia are concentrated in Peninsular analyzing all data obtained: Descriptive Malaysia, thus, estimated population size for Analysis for discrete measures by using one this research would be approximately 4,700 way ANOVA test and inferential analysis to companies. So based on Krejcie and Morgan examine the relationship suggested in proposed (1970) table, the sample size should be n = conceptual framework using regression. 355.

Data Collection RESULTS AND DISCUSSION

Self-administered structured questionnaire The significance of the relationship of is used for data collection. In total 362 supplier quality management (SQM) is tested responses received in return, 38 responded in using multiple regression (linear regression) printed copies (10.5% response rate), the rest ran on all the sub-dimensions defining SQM are collected through electronic media (Google against organization’s competitive advantage. Form is used in this case). Overall response Independent variables are Tracking of Cost of rate is unable to be calculated as the impact of Supplier Quality (COQ), Supplier Audit (SA), social media spreading unable to be estimated. Supplier Scorecard (SSC), Close Loop From all the 362 responses obtained, 7 were Corrective Action (CA) and Engagement of voided due to incompletion or Supplier in Quality System (SE), while inappropriateness in answering the questions. dependent variable is Organization’s Finally, a total number of 355 responses were Competitive Advantage (CADV). Table 2 and utilized for data analysis. Table 3 show the SPSS output of the mentioned regression.

Table 2. SPSS output on regression of SQM versus organization’s competitive advantage, ANOVA Model Sum of squares df Mean square F Sig. 1 Regression 27.519 5 5.504 30.537 .000 Residual 63.080 350 .180 Total 90.599 355 a. Dependent Variable: MEAN_CADV b. Predictors: (Constant), MEAN_SE, MEAN_SA, MEAN_COQ, MEAN_CA, MEAN_SSC

Table 3. SPSS output on regression of each sub-dimension versus organization’s competitive advantage Unstandardized Coefficients Standardized Coefficients Model B Std. Error Beta t Sig. 1 (Constant) 1.363 .310 4.393 .000 MEAN_COQ .106 .049 .132 2.192 .029 MEAN_SA .116 .049 .125 2.357 .019 MEAN_SSC .202 .062 .198 3.267 .001 MEAN_CA .170 .065 .153 2.602 .010 MEAN_SE .112 .049 .117 2.311 .021

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The relationship between variables is impact on organization’s competitive judged as significant if the significance value, advantage. p < 0.05. From Table 2, we may conclude from the regression result that SQM is having significant impact on organization’s SUMMARY OF INFERENTIAL competitive advantage and the overall ANALYSIS significance value, p is approximately 0 (p < 0.05). Further showed in Table 3, the The purpose of the statistical analysis significance value of each sub-dimension on performed is to test the suggested hypotheses. organization’s competitive advantage is The outcome of the analysis is summarized in showing value of p < 0.05 as well (ranging Table 4. from 0.001 to 0.029). Thus, each sub- dimension defining SQM is having significant

Table 4. Summary of Inferential Analysis Hypothesis Correlation, R Significant, p Decision H1: Tracking of Cost of Supplier Quality is positively related to + 0.434 0.029 Accept Organization’s Competitive Advantage. H2: Supplier Audit is positively related to Organization’s + 0.381 0.019 Accept Competitive Advantage. H3: Supplier Scorecard is positively related to Organization’s + 0.463 0.001 Accept Competitive Advantage. H4: Close Loop Corrective Action is positively related to + 0.437 0.010 Accept Organization’s Competitive Advantage. H5: Engagement of Supplier in Quality System is positively related to + 0.345 0.021 Accept Organization’s Competitive Advantage. Note: Relationship is significant p < 0.05

suppliers’ quality performance, checking and controlling their operations and finally DISCUSSION developing them towards excellence. To define SQM practices, 5 sub-dimensions have been The objectives of this study were to answer proposed to cater the three acts: two research questions stated earlier. Based on the data analysis, the outcomes would to be 1. Tracking of Cost of Supplier Quality discussed to examine if the questions are able (COQ) – Tracing & monitoring to be answered. 2. Supplier Audit (SA) – Checking & The first research question, what are the controlling critical elements in supplier quality management (SQM) for MNC in Malaysia? 3. Supplier Scorecard (SSC) – Tracing and SQM is actually a broad subject to be studied. monitoring There are many researches done by researchers intended to define the best practices for SQM 4. Close Loop Corrective Action (CA) – [Al-Shboul, Garza-Reyes, Kumar, 2018] . As Checking and controlling many organizations have realized the importance of supplier’s quality in affecting 5. Engagement of Suppliers in Quality the organizations’ day to day operations, the System (SE) – Developing necessity to manage supplier’s quality is no longer an option but a must [Ferdousi et al. From the result, it has proved that all the 2018] . SQM is about the act overseeing all five sub-dimensions were significant, and they suppliers’ activities to ensure supplied parts have positive relationship with organisational achieve certain level of desired excellence. competitive advantage. As SQM is normally This would involve tracing and monitoring of part of the requirement for quality standards,

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Ali K.A.M., 2020. The nexus between supplier quality management and organization’s competitive advantage: an empirical evidence. LogForum 16 (1), 161-170. http://doi.org/10.17270/J.LOG.2020.389 thus, the outcome is in line with the making processes. This study supports the expectation. The result supported that the importance of SQM practices to maintain dimensions above are part of critical elements a competitive position in the industry. in SQM. Consequently it has a great impact on the organizational performance. The management The second research question, does SQM of any organizations should be aware of this give significant impact to organizational reality and emphasize on SQM as part of an competitive advantage for MNC in Malaysia? important element of Based from the result, it is observed that all the initiative in order to ensure the organizations’ 5 dimensions (Tracking of Cost of Supplier sustainability. The outcome of this study has Quality (COQ), Supplier Audit (SA), Supplier provided a comprehensive model to the Scorecard (SSC), Close Loop Corrective organization especially in the context of MNC Action (CA), and Engagement of Suppliers in in Malaysia on how to conduct SQM Quality System) used to define SQM are effectively by applying the correct practices. significantly affecting organization’s The model can be referred to as a constructive competitive advantage in positive direction. input for strategic planning towards achieving This indicates that the higher strength of SQM the targeted goals. Another implication is the of an organization the more likely the benefit provided indirectly to all the organization to hold a higher competitive organizations in any industry, whereby, the position and vice-versa. Consequently, the outcome of this study reveals the expectation outcome of the data analysis proved to us that of on SQM. It conveys SQM gives significant impact on a comprehensive input to organizations playing organization’s competitive advantage with all supplier’s role on what are the intended the hypotheses tested are being supported. practices by their customers and how they can Thus, SQM does give a significant impact to perform better in meeting their customers’ organizational competitive advantage in the needs and requirements in order to attain context of MNC in Malaysia. higher customer satisfaction.

CONCLUSION LIMITATIONS OF THE STUDY

Due to the increasing complexity in global There are several limitations identified for business nowadays, SQM has become an this study. Among those are, first, the outcome important element that every organization of the study can only be generalized in the should not neglect. The main elements that are context of MNC in Malaysia as the population identified as part of critical elements in SQM of this study is concentrated on MNC in that will affect the strength of an peninsular Malaysia. The outcome might be organization’s competitive advantage are: different with condition happening in all Tracking of Cost of Supplier Quality (COQ), organizations across Malaysia as MNC and Supplier Audit (SA), Supplier Scorecard domestic organizations might have different (SSC), Close Loop Corrective Action (CA) concept and practices in SQM. Secondly, as and Engagement of Suppliers in Quality SQM is a broad subject, the study is only System (SE). The relationships between SQM conducted based on 5 sub dimensions in with organization’s competitive advantage are defining SQM. There could have more factors concluded to be significantly positive. All the in SQM and probably more critical that the 5 hypotheses suggested are accepted through the factors identified. Thirdly, the samples selected statistical analysis conducted. for data collection consisted of MNC from all industries regardless their specialization. As the nature of industry may affect the SQM MANAGERIAL IMPLICATIONS concepts and practices applied by an organization, which may result different It is obvious that the findings of this study outcome as compare to this study. However, are important to help the managerial decision this is unable to be identified in this study.

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RECOMMENDATIONS FOR Dellana S.A., Kros J.F., 2014. An exploration FUTURE RESEARCH of quality management practices, perceptions and program maturity in supply In view of the issues highlighted as chain. International Journal of Operations limitations in this study, there are several & Production Management, 34 (6), 786- recommendations to be taken as a measure of 806. improvement in future research. First, the http://doi.org/10.1108/IJOPM-03-2013- population of the study can be extended to a 0105 larger population, for example organizations in Ellram L.M., Murfield M.L.U., 2019. Supply Malaysia, Southeast Asia or even Asia. So that chain management in industrial – it would provide more constructive and useful Relationships matter. Industrial Marketing input for a broader scope of population. Management, 79, 36-45. Second, more elements in SQM should be http://doi.org/10.1016/j.indmarman.2019.03 tested so that the beneficiaries may gain .007 a better understanding on SQM. The more elements covered in SQM, the more effective Famiyeh S., Kwarteng A., 2018. Supplier SQM is likely to be for an organization. Lastly, selestion and firm performance: Empirical studies specializing in particular industry can evidence from a developing country’s be conducted to provide a better insight on environment. International Journal of SQM particularly for specific industry. The Quality & Reliability Management, 35 (3), outcome should be able to provide a more 690-710. accurate, reliable and valid information to http://doi.org/10.1108/IJQRM-06-2016- related industry. 0091 Ferdousi F., Baird K., Munir R., Su S., 2018. Associations between organisational ACKNOWLEDGMENTS AND factors, TQM and competitive advantage, FUNDING SOURCE DECLARATION Benchmarking: An International Journal, 25(3), 854-873. This research received no specific grant http://doi.org/10.1108/BIJ-05-2017-0110 from any funding agency in the public, Heizer J., Render B., 2017. Operations commercial, or not-for-profit sectors. Management: Sustainability and , 12th edition. Pearson REFERENCES Hong J., Liao Y., Zhang Y., Yu Z., 2019. The effect of supply chain quality management practices and capabilities on operational AL-Shboul M., Garza-Reyes J., Kumar V., and innovation performance: Evidence 2018. Best supply chain management from Chinese manufacturers. International practices and high-performance firms. Journal of Production , 212, 227- International Journal of and 235. , 67(9), 1482- http://doi.org/10.1016/j.ijpe.2019.01.036 1509. http://doi.org/10.1108/IJPPM-11-2016- Ismail A., Yunan Y..M., 2016. 0257 as a predictor of customer satisfaction and customer loyalty. LogForum 12 (4), 269- Carr S.A., Pearson J.N., 1999. Strategically 283. managed buyer–seller relationships and http://doi.org/10.17270/J.LOG.2016.4.7 performance outcomes. Journal of , 17(5), 497–519. Kiley D., 2016. Electronic sources: The Takata http://doi.org/10.1016/S0272- Airbag Recall Is Now a Full-Blown Crisis. 6963(99)00007-8 http://fortune.com/2016/06/10/the-takata- airbag-recall-is-nowa-full-blown-crisis/ [10 Dale H., Besterfield, 2002. Total Quality June 2016] Management. Prentice Hall.

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ZALE ŻNO ŚĆ POMI ĘDZY ZARZ ĄDZANIEM JAKO ŚCI Ą DOSTAWCY A PRZEWAGA KONKURENCYJN Ą ORGANIZACJI: PRZYKŁAD EMPIRYCZNY

STRESZCZENIE . Wst ęp: Ze wzgl ędu na wzrastaj ące wymagania odno śnie jako ści wyrobów oraz efektywno ści operacji, zarz ądzanie jako ści ą dostawcy staje si ę coraz istotniejszym elementem wspomagaj ącym uzyskanie przez organizacj ę po żą danej skuteczno ści. Wraz z gwałtownym wzrostem globalizacji na przestrzeni ostatnich kilku dziesi ęcioleci, wzrasta równie ż stopie ń kompleksowo ści operacji biznesowych. Mimo to istnienie niezbyt du ża liczba bada ń po świ ęconych zarz ądzaniu jako ści ą dostawcy (SQM) oraz przewag ą konkurencyjn ą organizacji (OCA) w kontek ście mi ędzynarodowych korporacji (MNC). Celem tej pracy jest zidentyfikowanie elementów krytycznych w zarz ądzaniu jako ści ą dostawcy jak równie ż przetestowanie istotno ści wpływu zarz ądzania jako ści ą dostawcy na przewag ę konkurencyjn ą organizacji. Metody: W pracy wykorzystano specjalnie do tego celu przygotowan ą ankiet ę, na któr ą zebrane odpowiedzi od 355 ankietowanych. Uzyskane w ten sposób dane poddano analizie statycznej przy pomocy programu statystycznego Social Science (SPSS) wersja 23. Populacja poddana badaniom była skoncentrowana w mi ędzynarodowych korporacjach w Malezji. Wyniki: Na podstawie uzyskanych danych zidentyfikowano 5 elementów jako elementy krytyczne dla zarz ądzania jako ści dostawcy: śledzenie kosztu jako ści dostawcy, audyt dostawcy, ocena dostawcy, działania koryguj ące oraz zaanga żowanie dostawców w system jako ści. Wnioski: Uzyskane w pracy wyniki wskazuj ą, że zarz ądzanie jako ści dostawcy istotnie wpływa w sposób pozytywny na uzyskanie przez organizacj ę przewagi konkurencyjnej.

Słowa kluczowe: zarz ądzanie jako ści ą, dostawca, operacje, efektywno ść , przewaga konkurencyjna

Khairul Anuar Mohd. Ali ORCID ID: https://orcid.org/0000-0001-6631-7463 Graduate School of Business (GSB-UKM) Universiti Kebangsaan Malaysia 43400 UKM Bangi Selangor, Malaysia e-mail: [email protected]

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