PhD Thesis – Enhanced Supplier Development Framework
This PhD research introduces an evidence-based supplier development framework designed to help organizations improve supplier performance in a systematic and practical way. Conducted at Lancaster University Management School, the study contributes significantly to the field of supplier performance improvement and modern supply chain practices. Why a Structured Supplier Development Framework Was Needed Although industry has
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Table of Contents
- Acknowledgements2
- Abstract3
- Publications5
- Glossary of Abbreviations6
- Table of Contents8
- List of Tables9
- List of Figures {11}</li>
- Ch
- apter 1 Introduction1
- Role of Supplier Development in Supply Chain Management1
- History of Supplier Development4
- Research Motivation5
- About Company P7
- Research Objectives and Question10
- Organisation of the Thesis13
- Chapter 2 Supplier Development - Literature Review {15}f SD17
- Definition o
- The need for a new Literature Review19
- Classification of the Literature21
- Classification of article type23
- Classification of research content27
- Literature focusing on SD content categories30
- SD Activities, Practices, Success Factors31
- Direct and Indirect SD41
- SD as a Reactive or Strategic process45
- SD in Lean Six Sigma and SME context51
- SD - The Supplier Perspective58
- Conclusion and future research area60
- Chapter 3 Research Methodology66
- Research Paradigms {67}</li>
- Research Design71
- <li>Phase I- The Development of the Proposed Conceptual Process map 78
- Phase II- Implementation and Evaluation 79
- Conclusion 101
- Chapter 4 The Development of the Proposed Conceptual Framework 102
- The development of the proposed conceptual framework103
- Evaluation and analysis of existing frameworks 103
- Process flowchart or diagram 106
- Decision points 106
- Link with SRM, commodity strategy & supplier reduction 107
- Project selection 108
- Cross-functional team work 108
- SD activities 109
- Lean Six Sigma tools & methodology109
- Conceptual SD Framework 112
- Empirical evidence: Issues to address 114
- Current system/process/approach for SD 115
- Tools/activities/features to improve SP reactively or strategically 116
- SD Linkage with Category/Commodity 117
- Determining suppliers to be developed 119
- Area to be improved in the Current SD process 120
- Views on the proposed SDF 121
- Key Steps of work in the SDF 125
- SD Project Selection 125
- SD Project Execution 129
- OPEX Tools & Methodologies 132
- Conclusion 136
- Chapter 5 Action Research Cycle I: Company P Electrical Division-EMEA 137
- Case company- problem diagnosis 139
- Action Planning - Company P’s ED-EMEA SD Approach 141
- Taking Action - Company P’s ED-EMEA SD Project Descriptions 146
- Project SNT 147
- Project NE 156
- Evaluating Action - Company P’s ED-EMEA SD Project Evaluation 164
- Process Flowchart or Diagram 164
- Decision Points 166
- Link with SRM and CS 167
- Project Selection and Cross-functional Teams 167
- SD Activities and use of Lean Six Sigma tools and methodology 168
- Practitioners’ Feedback- Post-Implementation Interviews 170
- Conclusion 175
- Chapter 6 Action Research Cycle II: Company P’s Hydraulics Division-EMEA 178
- Case Company- Problem Diagnosis180
- Action Planning- The HYD’s SD Project Approach 181
- The HYD’s Procurement Strategy and Organisational Structure 181
- The HYD Procurement Commodity Strategy- Turned Parts 184
- Selecting Suppliers for Development 186
- Taking Action- The HYD SD Project Description 191
- Project MONI 191
- Evaluating Action- The HYD SD Project Evaluation 195
- Link with SRM and Commodity Strategy 195
- Process Flowchart or Diagram 196
- Decision Points 200
- Project Selection and Cross-functional Team 200
- SD Activities and use of Lean Six Sigma tools and methodology 201
- Practitioners’ Feedback- Post-Implementation Interviews 202
- Conclusion 208
- Chapter 7 Discussion and Conclusions 211
- Discussion211
- Revisiting the Research Questions 212
- Linking all the research elements 218
- Research Contributions 220
- Managerial Implications 225
- Limitations 227
- Future Research 227
- References 230
- Appendix 254
- Appendix 1: A list of literature focusing on SD content254
- Appendix 2: Previous literature review of SD articles and books, by Krause and Ellram (1997b) 271
- Appendix 4- Action Plan Health Check workshop, SNT 286
- Appendix 5- post-implementation interview questions and replies 287
- Appendix 6 Drill Deep Analysis 296
- Appendix 7- post-implementation interview questions and replies 297
This PhD research introduces an evidence-based supplier development framework designed to help organizations improve supplier performance in a systematic and practical way. Conducted at Lancaster University Management School, the study contributes significantly to the field of supplier performance improvement and modern supply chain practices.
Why a Structured Supplier Development Framework Was Needed
Although industry has long recognized the importance of supplier development, academic literature offered few detailed frameworks that practitioners could directly apply. Many companies lacked a standardized, repeatable process for evaluating suppliers, selecting improvement actions, and measuring results.
To explore related background material:
https://www.sciencedirect.com/topics/business-management/supplier-development
For additional SCMDOJO resources:
https://www.scmdojo.com/supplier-segmentation
This thesis fills a major gap by creating a scalable and systematic improvement model through action research.
PhD Thesis Overview: Developing the Supplier Development Framework
The research developed a conceptual model that purchasing and supply chain teams can use to:
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Align goals internally
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Identify supplier capability gaps
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Apply targeted improvement activities
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Strengthen long-term collaboration with suppliers
During implementation, participating organizations observed improvements in delivery reliability, quality performance, and communication—key elements of successful supplier capability development.
Empirical Evidence from Supply Chain Practitioners
Data was gathered through interviews and surveys conducted before and after the framework’s implementation. This produced valuable insights into:
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Practitioner expectations
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Factors affecting supplier performance
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Barriers to adopting improvement initiatives
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Behavioural challenges in buyer–supplier relationships
For deeper reading on supplier quality improvement:
https://asq.org/quality-resources/supplier-quality
Practical Implications of the Supplier Development Framework
1. Strategic Alignment for Supplier Performance
The framework ensures internal alignment and helps suppliers clearly understand expectations and improvement priorities.
2. Process Map for Supplier Enhancement Activities
It acts as a roadmap detailing the steps required for structured supplier performance enhancement.
3. Stronger Buyer–Supplier Collaboration
Clear processes and communication channels reduce misalignment and support joint problem-solving initiatives.
4. Data-Driven Decision Making
The framework provides guidance for selecting the right improvement actions, from capability-building to structured evaluations.
For supporting tools, see:
https://www.scmdojo.com/best-practices/supplier-performance-scorecard-template
Future Research Recommendations in Supplier Development
The thesis proposes several opportunities for future research:
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Testing the framework across more industries
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Conducting larger-scale survey studies
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Incorporating supplier perspectives directly
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Studying the role of digital tools in modern supplier development programs
Download the literature review for further insights:
https://www.scmdojo.com/product/supplier-development-literature-review
About Dr. Muddassir Ahmed
Dr. Ahmed is the Founder & CEO of SCMDOJO and a global expert in supply chain excellence, supplier management, and operational transformation. With nearly two decades of experience across Europe, the Middle East, and Asia.
