Though supplier performance measurement systems (SPMS) provide a key tool for buyers to govern supplier relationships and performance, they can have a detrimental impact on trust and commitment, when perceived as just a means of control. SPMS are particularly valuable in sectors characterized by high complexity and variability of supplier performance, such construction. In projects with public sector buyers, regulations can constrain the development of comprehensive SPMS and the establishment of long-term perspectives on buyer-supplier relationships, and the impact of performance measurement practices are less well understood. To explore whether and how control and commitment can be achieved through structured use of SPMS in the public sector, this paper investigates the impact of a systematic approach to supplier performance measurement on project performance (i.e. cost, time, and quality), and how these effects are mediated by commitment. These relationships are tested using structural equation modeling on dyadic survey data collected from both suppliers and public buyers in 206 construction infrastructure projects in Italy. Results show that more rigorous qualification and performance evaluation processes have a positive impact on project performance, whereas this is not the case for supplier selection processes. Supplier commitment has a positive mediating role on the relationship between performance evaluation and project performance, while buyer commitment negatively mediates the impact of a more rigorous qualification process. These findings inform our understanding of the trade-off between control and commitment, focusing on public buyer-supplier relationships in construction projects. They demonstrate the differential relevance of SPMS to final performance across phases of the contracting cycle, and the contrasting impact of buyer and supplier commitment.

尽管供应商绩效评估系统（SPMS）为买方提供了控制供应商关系和绩效的关键工具，但当被视为一种控制手段时，它们可能会对信任和承诺产生不利影响。SPMS在以供应商绩效的高度复杂性和可变性为特征的行业（例如结构）中尤其有价值。在具有公共部门购买者的项目中，法规可能会限制综合SPMS的开发以及对购买者与供应商之间的关系的长期看法的建立，而绩效评估实践的影响则鲜为人知。探索通过在公共部门中有组织地使用SPMS，是否以及如何实现控制和承诺，本文研究了一种用于供应商绩效评估的系统方法对项目绩效（即成本，时间和质量）的影响，以及承诺如何介导这些影响。这些关系使用结构方程模型对来自意大利206个建筑基础设施项目的供应商和公共买方的二元调查数据进行了测试。结果表明，更严格的资格和绩效评估流程会对项目绩效产生积极影响，而供应商选择流程则并非如此。供应商承诺对绩效评估与项目绩效之间的关系起着积极的中介作用，而买方承诺则对更严格的资格认定过程的影响产生负面影响。这些发现使我们对控制与承诺之间的权衡取舍有所了解，重点是建设项目中公共购买者与供应商之间的关系。他们证明了SPMS与合同周期各个阶段的最终绩效之间的差异性，以及买方和供应商承诺的对比影响。