Handbook of Management Scales/Supplier quality management

Supplier quality management (alpha = 0.84; composite reliability = 0.83)

Extent to which long-term relationships are offered to suppliers. (0.56)
Reduction in the number of suppliers since implementing just-in-time purchasing and/or total quality management. (0.61)
Extent to which suppliers are evaluated according to quality, delivery performance, and price, in that order. (0.75)
Extent to which suppliers are selected based on quality rather than price or delivery schedule. (0.75)
Thoroughness of your organization’s supplier rating system. (0.74)
Involvement of the supplier in your product/service development process. (0.64)

Items 1, 4–6 were adapted from Saraph et al. (1989); items 2 and 3 were developed by Kaynak (1997).

Through a detailed analysis of the literature, twelve constructs of integrated quality management strategies were identified: top management commitment, customer focus, supplier quality management, design quality management, benchmarking, SPC usage, internal quality information usage, employee empowerment, employee involvement, employee training, product quality, and supplier performance. Using a survey of 371 manufacturing firms, the constructs were then empirically tested and validated. For this purpose a confirmatory factor analysis approach was used.

Answer with respect to a critical component of the primary product.

Quality is a more important criterion than price in selecting suppliers of the major component.
Our supplier rating system considers the supplier’s engineering capability.
Our supplier rating system considers the supplier’s financial stability.
Our supplier rating system considers the supplier’s delivery performance.
We provide technical assistance to our suppliers of this component.
We are more interested in developing a long-term relationship with these suppliers than reducing prices.