A Framework for Strategic Supplier Relationship Management Maturity Model Development

Thesis Abstract

Effective management of supplier relationships is critical for achieving competitive advantage and operational excellence in contemporary supply chains, yet many organizations lack a structured approach to assess and enhance their supplier relationship practices systematically. The study addresses this gap by developing a comprehensive strategic supplier relationship management (SRM) maturity model that enables organizations to evaluate their current practices and strategically advance towards higher levels of relationship maturity. The primary aim is to construct a validated framework that delineates the key maturity stages, associated capabilities, and strategic practices essential for fostering sustainable supplier partnerships. Specific objectives include identifying critical factors influencing SRM maturity, examining the relationships between organizational characteristics and maturity levels, and validating the proposed model across diverse industry contexts. The research adopts a mixed-methods approach, combining qualitative and quantitative techniques to ensure robustness and comprehensive understanding. The qualitative phase involves thematic analysis of semi-structured interviews conducted with 30 procurement and supply chain executives from manufacturing, retail, and logistics sectors, aiming to generate an initial conceptual framework and identify core maturity dimensions. The quantitative phase employs a cross-sectional survey of 250 supply chain managers selected through stratified random sampling from a nationally representative sample of organizations. The survey instrument, developed based on insights from the qualitative phase and extant literature, measures variables such as partnership strategic orientation, trust, communication, and resource integration. Validity and reliability are assessed through confirmatory factor analysis and Cronbach’s alpha tests, respectively. Data analysis involves descriptive statistics to profile the sample, followed by advanced inferential techniques. Structural Equation Modeling (SEM) is used to test hypothesized relationships among key constructs, while cluster analysis segments organizations into distinct maturity levels. Additionally, ANOVA tests explore differences in supply chain performance metrics across maturity stages. The model development integrates insights from relevant theories, notably the Relational Exchange Theory, which emphasizes trust and mutual commitment in supplier relationships, and the Capability Maturity Model (CMM), which provides a structured progression framework. Based on empirical findings, the study constructs a multi-stage SRM maturity model, delineating sequential capability enhancements from initial transactional interactions to strategic, collaborative partnerships. Expected results indicate that higher SRM maturity correlates positively with supply chain performance, innovation capacity, and risk mitigation capabilities. The findings also suggest that organizational factors such as leadership commitment, technological integration, and organizational culture significantly influence maturity progression. The validated framework provides organizations with a strategic roadmap for assessing current practices and implementing targeted interventions to reach advanced maturity levels, thereby fostering resilient and value-generating supplier relationships. This research significantly contributes to the theoretical corpus by bridging the gap between supply chain performance literature and maturity modeling, offering a tailored SRM maturity framework grounded in empirical evidence and established theories. Practically, the model serves as a diagnostic and developmental tool for procurement managers seeking to institutionalize strategic SRM practices tailored to their organizational contexts. In conclusion, the study advocates for a systematic, theory-informed approach to SRM maturity development, emphasizing the importance of strategic alignment, technological support, and leadership commitment. Recommendations include embedding the maturity model within organizational strategic planning, investing in supplier relationship capabilities, and fostering a culture of continuous improvement. Future research avenues include longitudinal validation of the model, customization across industry sectors, and exploration of digital transformation impacts on SRM maturity. This study equips both academics and practitioners with a robust framework for advancing supplier relationship management from ad hoc practices to strategic excellence.