Apart from the rapidly changing customer demands, also due to these technological developments in the past years - the consumer is now more aware of the variety in products and prices and demands a higher quality for a lower price. This also forces businesses to continuously improve their processes and output to meet these customer requirements.
This global competition is growing due to these improved communication possibilities, and the possibility of outsourcing production, but also opening new branches abroad. Businesses are now competing on a worldwide scale, products and services must for example be produced or provided with competitive labor costs and product materials that meet the quality requirements …show more content…
It also divided into validity and reliability test. The next issue is how research model developed.
Chapter 4 is all about results which include the following components what is the finding of the result and its interpretation and hypothesis assessment summary.
Chapter 5 is the last chapter which includes the conclusion of the research and discussion which based on the findings. This chapter also contains implication of the research and future research possibilities.
1.5.1 Supplier Relationship Management. SRM is the process by which organizations make strategic association with third party (supplier) who provide inputs that are used in the production of the goods and services to meet the demands of the specific customers.
1.5.2 Organizational Performance. It is the actual results of the organizations’ outputs measured against inputs to achieve organization …show more content…
Therefore buyers seek ways to motivate their suppliers to achieve a better CSR performance. In supply chain literature it is often assumed that suppliers will follow the buying firms, their customers, in their quest to become more sustainable once they start introducing codes of conducts and certifications (Millington, 2008).
However, it has become more and more clear that this is really a slow process. There are many factors influencing a suppliers’ CSR performance and the improvement there of. For example the buying firms purchasing practices, supplier dependency, the suppliers’ available resources, firm size, the level of CSR performance across the industry, requirements from end customers and locally imposed rules and regulations (Aguinis & Glavas, 2012; Baden, Harwood, & Woodward,