Abstract A major responsibility of purchasing professionals is to monitor the performance of suppliers in their supply chain system. Governance relates to processes and decisions that seek to define actions, and verify supplier performance. Governance mechanisms are the tools in which power and risk are stabilized in interorganizational relationships. As a governance mechanism, supplier development programs (SDPs), which include supplier bilateral/communications, incentives, competitive pressures and direct involvement, represent a surrogate form of power exerted by buying organizations. Bilateral/communication is defined as two-way communication using an evaluation process. The ultimate success of SDPs must assess and be mindful of the supplying organizations’ vantage point. Little is understood about how SDPs influence supplier performance. This is the first large-scale empirical study to investigate the use of supplier development programs (SDPs) as a surrogate for governance power on supplying organizations. Using structural equation modeling and primary data from 141 first-tier North American automotive suppliers, the results suggest that the relationship between SDP and supplier performance is mediated by bilateral/communication, cooperation and commitment, and that SDPs directly affect the relationship between buying and selling organizations. It was found that it is fruitless for buying organizations to implement bilateral/communications, incentives, competitive pressure or direct involvement without first building exceptional relationships with their suppliers. Finally, the findings suggest that bilateral/communications, cooperation and commitment are key drivers of supplier performance.

中文翻译：

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供应商发展计划对供应商绩效的影响

摘要 采购专业人员的主要职责是监控供应商在其供应链系统中的表现。治理与寻求定义行动和验证供应商绩效的流程和决策有关。治理机制是在组织间关系中稳定权力和风险的工具。作为一种治理机制，供应商发展计划 (SDP)，包括供应商双边/沟通、激励、竞争压力和直接参与，代表了采购组织施加的一种替代形式的权力。双边/沟通被定义为使用评估过程的双向沟通​​。SDP 的最终成功必须评估并注意供应组织的有利位置。人们对 SDP 如何影响供应商绩效知之甚少。这是第一项调查使用供应商发展计划 (SDP) 作为替代供应组织治理权的大规模实证研究。使用结构方程模型和来自 141 家北美一级汽车供应商的原始数据，结果表明 SDP 与供应商绩效之间的关系受双边/沟通、合作和承诺的调节，SDP 直接影响购买和销售之间的关系组织。结果表明，采购组织在没有首先与供应商建立特殊关系的情况下实施双边/沟通、激励、竞争压力或直接参与是徒劳的。最后，调查结果表明，双边/沟通，