Design and Evaluate a Digital Supplier Relationship Management Framework

Thesis Abstract

In the context of increasingly globalized and digitally driven supply chains, organizations face significant challenges in establishing and maintaining effective supplier relationships that enhance operational efficiency and competitive advantage. Traditional supplier relationship management (SRM) approaches often lack the agility, integration, and real-time communication capabilities necessary for navigating complex procurement environments. This study seeks to address this gap by designing a comprehensive digital SRM framework capable of improving supplier engagement and performance measurement through advanced information and communication technologies. The primary aim of this research is to develop, implement, and evaluate a digitally integrated SRM framework tailored to contemporary supply chain needs. To achieve this, the study pursues the following specific objectives (1) to examine the existing SRM practices within manufacturing firms and identify key technological requirements; (2) to design a conceptual digital SRM framework incorporating tools such as cloud computing, data analytics, and supplier portals; (3) to implement the proposed framework in a selected manufacturing organization and assess its operational feasibility; and (4) to evaluate the effectiveness of the framework concerning supplier collaboration, performance metrics, and overall supply chain resilience. The research adopts a mixed-methods approach, integrating qualitative and quantitative methods. The qualitative phase involves a systematic review of literature on SRM theories and digital transformation models, focusing on relevant theories such as the Relational Exchange Theory and Technology Acceptance Model (TAM). Subsequently, semi-structured interviews with twenty-five supply chain managers and procurement officers across diverse manufacturing firms provide contextual insights and theoretical validation. The quantitative phase employs a quasi-experimental design with a sample size of 150 suppliers and procurement staff from three manufacturing companies, using stratified random sampling. Data collection instruments include structured questionnaires, interview protocols, and access to organizational ERP and supplier management systems. Data analysis employs various statistical techniques. Descriptive statistics summarize the current SRM practices, while inferential analyses—namely multiple regression and Structural Equation Modeling (SEM)—test the relationships among digital framework components, supplier performance, and collaboration efficacy. Thematic analysis of qualitative data elucidates contextual factors influencing digital adoption and integration challenges, offering triangulation for the quantitative outcomes. It is anticipated that the implementation of the digital SRM framework will significantly enhance supplier engagement by providing real-time data sharing, fostering transparency, and automating routine processes. The study expects to find positive correlations between the adoption of integrated digital tools and improvements in supplier performance metrics, such as delivery reliability and quality compliance. Furthermore, enhanced communication channels are projected to bolster trust and strategic partnership development, leading to more resilient supply chain networks. This research makes a substantive contribution to knowledge by providing an empirically validated, practical framework for digital SRM tailored for manufacturing environments. It advances existing theoretical models by integrating technological and relational dimensions, offering a holistic approach to supplier relationship management in the digital age. The framework's operationalization offers actionable insights for supply chain practitioners seeking to leverage digital tools for competitive advantage. The study concludes that adopting a tailored digital SRM framework can substantially improve supply chain performance and resilience, especially in environments characterized by volatility and uncertainty. It recommends that organizations invest in cloud-based supplier portals, deploy advanced analytics for supplier performance monitoring, and foster organizational change toward a digital-first culture. Future research is suggested to explore the framework’s scalability across different industry sectors and geographic regions, as well as its long-term impact on organizational agility and innovation capability.