Supplier Quality Evaluation Using a Fuzzy Multi Criteria Decision Making Approach - Complex System Modelling and Control Through Intelligent Soft Computations - page 195

Criteria in supplier quality evaluation in 314 North American organizations. Their
results suggest that ISO 9000 registration focuses solely on reducing negative
quality

defects and nonconformities and fails to measure key areas of quality
management, including strategic planning, employee involvement, quality results,
competitive benchmarking, and customer satisfaction. Based on these results, the
implications for the design of supplier quality measurement and evaluation systems
are discussed. Sroufe and Curkovic ( 2008 ) examine ISO 9000:2000 for supply
chain quality assurance and show that ISO 9000:2000 has the potential, when used
under the right circumstances, to improve QA across the supply chain.
The data mining based approaches have been often coupled with statistical
quality control techniques for supplier quality evaluation. One such study is by
Chen and Chen ( 2006 ) who use process capability index for supplier quality
evaluation. Shu and Wu ( 2009 ) perform quality-based supplier selection and
evaluation using process capability index based on fuzzy data. Wang et al. ( 2004 )
apply six-sigma for supplier development.
The total cost of ownership based approaches use various costs of quality
namely prevention, appraisal, internal failure and external failure for supplier
quality evaluation. Dogan and Aydin ( 2011 ) use Bayesian Networks and Total Cost
of Ownership method for supplier selection analysis. Ramanathan ( 2007 ) perform
supplier selection by integrating DEA with the approaches of total cost of own-
ership and AHP. Dogan and Sahin ( 2003 ) perform supplier selection using activity-
based costing and fuzzy present-worth techniques. Chen and Weng ( 2002 ) use
fuzzy approaches to evaluate quality improvement alternative based on quality
costs. Bhutta and Huq ( 2002 ) compare total cost of ownership and analytical
hierarchy process approaches for supplier selection problem. Chen and Yang ( 2003 )
propose a total costs based evaluation system of supplier quality performance.
The empirical studies rely on case studies, surveys, personal interviews, expert
opinions for supplier quality assessment. Seth et al. ( 2006 ) propose a SERVQUAL
(Parasumraman et al. 1988 ) type strategic planning tool to measure supplier service
quality in supply chain. Watts and Hahn ( 1993 ) conduct an empirical study of
supplier development programs and found that they are more prevalent than
expected and that large companies are more likely to be involved. Dean and Kiu
( 2002 ) conduct a survey study for performance monitoring and quality outcomes in
contracted services and found that organisations rely on inspections by their own
employees or contractor checklists, but that these practices are in con

—

fl ict with their

views on best practice for performance monitoring.
Kuei et al. ( 2008 ) describe a strategic framework based on vision- and gap
driven change for the development of supply chain quality management (SCQM).
Four drivers for supply chain quality are identi ed namely supply chain compe-

tence, critical success factors (CSF), strategic components, and SCQ practices/
activities/programmes. The dimensions of supply chain competence are quality
product, delivery reliability, supplier/buyer trust, operational ef

ciency and delivery
value/innovation to customer. The CSF include customer focus, quality of IT
system, supplier relationship, externally focused process integration and supply
chain quality leadership. The strategic components include quality management