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This chapter consists primarily of literature that is significant to the issues related to supplier development. In addition to the literature on supplier development, strategic outsourcing, off shoring, purchasing, material management, and reverse Marketing literature were also reviewed. Particularly, the chapter established to answer the questions like the reason behind increase in reliance on suppliers and it also provides good reason for supplier development activities by firms. Chapter also talks about the emergence of supplier development in Japanese companies and how the benefits were spread out and countries in west and large firms included supplier development as their strategic approach. Along with benefits of supplier development, heap of barriers come with that. To overcome those barriers several conceptual models by (Krause, Handfield, & Scannell, An empirical investigation of supplier development: reactive and strategic processes, 1998), (Modi & Mabert, 2009), (Handfield, Krause, Scannel, & Monczka, 2000) were developed and are discussed in this chapter. The conceptual framework relates with strategic approach, effective communication, supplier commitment, long term contracts/rewards and upper management involvement. In this chapter the supplier development was defined as: 'Any type of action taken by the customer to improve one or more of the supplier's process. This can include material flow, manufacturing, and quality control process. These changes can include the implementation of or improvement in production planning, capacity planning, material requirement planning, just in time inventory systems, shop floor control procedures and material handling' (Easton, 2000). The rationale for discussing critical factors is clearly discussed in the chapter. Each step is discussed in brief and critical factors associated with steps were also elucidated.

The research on supplier development has come to the front only since 1980's. Literature discovered that strategic process, upper management involvement, effective communication, long term contract/rewards and supplier commitment are important factors for successful supplier development results. Thus this chapter included an examination of the critical factors and their interrelationship in supplier development.

To conclude, after study of several literature related to supplier development it is established that the supplier development is a crucial element of supply chain management and research indicated reduction in lead time by 75% and inventory reduction of 70% (Hartley & Choi, 1996) on using supplier development programs. Due to this reason supplier development activities got a strong justification based on improved organizational results. Research determined that critical factors such as strategic process, supplier commitment, effective communication, supplier recognition and upper management involvement are important for success of supplier development. These critical factors have significant correlation with success of every supplier development step suggested by (Handfield, Krause, Scannel, & Monczka, 2000) in the present research. It will be useful to study the factors associated with success of supplier development program to本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。