Performance evaluation is probably the most influential management tool for strategic deployment in business organizations. This dissertation focuses on how to effectively appraise performance for Linking Parts manufacturer’s suppliers. It also presents a comparative evaluation of supplier selection processes based on Balanced Scorecard using AHP method. There are 2 categories in the Linking Parts industrial environments tested, which are Connector Categories, including Sockets, Connecting-port Port manufacturers, and Wire Categories, comprising PCB and Cable manufacturers in Taiwan. This research indicates that the supplier performance measurement criteria most commonly used by the 4 industries can be extended to more than quality, delivery and service. Also, depending on vendor’s internally primary conditions, like their Employee Learning & Innovation, Corporate Internal Process, Financial status, etc. The importance of these performance metrics might vary considerably, depending the demands of different industrials and the desiring goals of different level of managers, distinct functional employees, or even stockholders.
“Capable of reducing cost” is a critical supplier’’s performance measure in the Connector category, since only the suppliers who can reduce their production cost enabling their customers to survive in this cutting throat market, then, can perpetually running their own business. As for Wire industrials, superior quality is still the most important criterion in the organizations studied. Finally, to verify whether the BSC features and their weights of factors can actually be applied to the industrials studied when they want to implement a feasible way to selecting appropriate supplier base, Performance evaluating tests of incumbent vendors to the buyers who work in these industries, are conducted. The outcomes of these testing found that the criteria discussed in this paper are feasible to the corporate in these industrials when selecting appropriate supplier base. It has showed that more and more companies are significantly concerned about if their long term partners put efforts on looking beyond the conventional vendor evaluating perspectives, but also monitoring vendors’ internal aspects, like internal business process, and employees learning and innovation, which are very helpful in gaining company competitive edges to the extend to which vendors can survive and success under the competitive intensive environments in the long run.
Actually, the paper proposes to deal with multiple metrics in SCM based on the BSC (balanced scorecard) -- which measures customers, internal processes, innovations, and finance, 4 perspectives.||en_US|