Purpose

This research empirically builds a manufacturing firm's power construct that can be used to assess the changes suppliers are willing to make in their operations decision areas, such as quality systems, product management, process management, material management systems and information systems. This approach has not been empirically explored in the operations and supply chain management literature. This research fills this gap with the new power definition method.

Design/methodology/approach

This research conducted a two-stage scale development and validation process for a manufacturing firm's power over suppliers. A survey study collected 201 responses from the US manufacturing firms. The research used confirmatory factor analysis (CFA) to assess the validity and reliability of this construct.

Findings

The results confirmed the validity and reliability of a manufacturing firm's power over suppliers as a second-order variable, with five first-order constructs reflecting power in areas of quality, product, process, material and information systems.

Practical implications

Manufacturing firms can use this instrument to assess the strengths and weaknesses of their power over suppliers in each decision area. From the results, companies can develop a power-competitiveness grid to guide their power enhancement efforts based on the competitive advantage being prioritized. Similarly, a resource-power grid can assist the manager in deciding whether to invest in a resource that benefits a particular power dimension.

Originality/value

This research contributes to supply chain power literature by taking a unique approach to defining a manufacturer's power regarding its suppliers' decision areas. This power structure opens the possibility to explore the relationship between a firm's resource, power and firm performance. As buyer–supplier power relationship building is increasingly important in the supply chain, knowing the parameters of the power relationship can help the manufacturing firm align its strategic focus to the areas that can be supported by the supply chain.

中文翻译：

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制造商对供应商的控制权：规模开发和验证

目的

这项研究以经验为基础，建立了一家制造公司的力量架构，可用于评估供应商愿意在其运营决策领域（例如质量系统，产品管理，过程管理，材料管理系统和信息系统）做出的更改。在运营和供应链管理文献中还没有经验地探索这种方法。这项研究用新的功率定义方法填补了这一空白。

设计/方法/方法

这项研究针对制造公司对供应商的控制权进行了两阶段的规模开发和验证过程。一项调查研究收集了来自美国制造公司的201份答复。该研究使用验证性因子分析（CFA）来评估这种结构的有效性和可靠性。

发现

结果证实了制造商对供应商的权力作为二阶变量的有效性和可靠性，其中五个一阶构造反映了质量，产品，过程，材料和信息系统领域的权力。

实际影响

制造公司可以使用此工具来评估其在每个决策领域对供应商的控制权的优缺点。从结果来看，公司可以根据优先考虑的竞争优势开发电源竞争力网格，以指导他们的电源增强工作。同样，资源电网可以帮助管理者确定是否投资对特定功率维度有利的资源。

创意/价值

这项研究通过采用一种独特的方法来定义制造商关于其供应商决策领域的权力，从而为供应链权力文献做出了贡献。这种权力结构为探索企业的资源，权力和企业绩效之间的关系提供了可能性。随着买方与供应商之间的权力关系建立在供应链中越来越重要，了解权力关系的参数可以帮助制造公司将其战略重点与供应链可以支持的领域保持一致。