data interchange (EDI), Willingness to share sensitive information 信息共享：使用电子数据交换，愿意共享敏感信息
Evaluation of supplier performance is considered as goal. The evaluation criteria may vary across different industry. In automobile industry the Supplier evaluation criteria are: Quality (Q), Cost (C), Service (S), Business performance (BP), Technical Capability (TC), Delivery performance (DP) and environmental performance (EP) are considered the most important criterion. The Sub-criteria under each criterion are:
供应商绩效评估被视为目标。不同行业的评估标准可能有所不同。在汽车工业中，供应商的评价标准是：质量（Q）、成本（C）、服务（S）、经营绩效（BP）、技术能力（TC）、交付能力（DP）和环境绩效（EP）被认为是最重要的标准。每个标准下的子标准为：
– Quality (Q): Product durability and Reliability (PDR); Quality systems (QS); Percent Rejection (PR); Reputation and Position in the market (RP).质量（Q）：产品耐久性和可靠性（PDR）；质量体系（QS）；拒绝百分比（PR）；市场声誉和地位（RP）。
– Cost (C): Competitive Pricing (CP); Unit Price (UP); Quantity Discount (QD); Payment Terms (PT).成本（C）：竞争性定价（CP）；单价（UP）；数量折扣（QD）；付款条件（PT）。
– Service (S): Handling of Complaints (HC); Availability of product/service (APS); Training equipment (TE); Flexibility (FL).服务（S）：投诉处理（HC）；产品/服务的可用性（APS）；培训设备（TE）；灵活性（FL）。
– Business Performance (BP): Financial Stability (FS); IT usage (IT); Technical Capability (TC); Personnel Capability (PC).经营业绩（BP）：金融稳定（FS）；IT使用（IT）；技术能力（TC）；人员能力（PC）。
– Delivery Performance (DP): Delivery of Lead Time (DLT); Expedition of Orders (EO); Flexible Transportation Modes (FTM); Safety and Security of Components (SS).交付能力（DP）：交付周期（DLT）；催交订单（EO）；灵活运输方式；部件安全保障（SS）。
– Environmental Performance (EP): Environmental management systems (EMS), environmental management competencies (EMC), environmental costs improvement (ECI) and pollutant effects improvement (PCI).环境绩效（EP）：环境管理系统（EMS）、环境管理能力（EMC）、环境成本改善（ECI）和污染物影响改善（PCI）。
Philips case study:飞利浦案例研究
“Philips is the world sixth largest supplier of semi conductors. The innovations in digital audio, video and mobile telecommunications positions the company as a leader in consumer, multi-media and wireless communications markets. Semiconductors have used a global supplier rating system (SRS) since 1995. An enhanced version has been implemented since 1999. In brief the SRS monitors and rates the performance of the preferred and strategic suppliers on the following main criteria (In order of importance): Quality, Price, Technology Support, Logistic, Responsiveness, Commitment and Dependency. At the end of each quarter, the person responsible for the SRS completes the reporting. Since a supplier may be dealing with several affiliates simultaneously, several scoring reports will be generated. These case study reports will be consolidated into one single report taking the lowest of all assessing centres for each criterion. The core is then communicated and reviewed with the supplier. An improvement plan is expected from consideration for the yearly company awards. The SRS project team will review the SRS performance system every two years. As an integral part of the continuous improvement program, Philips expects to progressively raise the target levels, expected of the suppliers”.
“飞利浦是全球第六大半导体供应商。数字音频、视频和移动通信领域的创新使公司成为消费者、多媒体和无线通信市场的领导者。半导体自1995年以来一直使用全球供应商评级系统。自1999年起实施了增强版。简言之，SRS根据以下主要标准（按重要性排序）对首选和战略供应商的绩效进行监测和评级：质量、价格、技术支持、物流、响应能力、承诺和依赖性。每季度末，SRS负责人完成报告。由于一家供应商可能同时与多家附属公司打交道，因此将生成多份评分报告。这些案例研究报告将合并为一份单独的报告，每项标准都是所有评估中心中最低的。然后与供应商沟通并审查核心。预计将为年度公司奖制定改进计划。SRS项目团队将每两年审查一次SRS性能系统。作为持续改进计划的组成部分，飞利浦希望逐步提高供应商的目标水平”。
CONCLUSION:结论
There are few interesting observations that need to be given attention based on this empirical study. Primarily, the variables that are related for developing the construct of supplier effort management, supplier-selection, supply chain management strategies and firm performance are consistent concepts, and have been found to be empirically important in the domain of SCM research. The research offers a few important advantages to the practicing managers. The knowledge of managing the critical tasks in supply chain activities will be useful for managin
