Implementation of the competitiveness model in terms of cooperation with suppliers

Abstract

Purpose: This article describes the concept of competitiveness and assesses the level of competitiveness of companies in relation to the number of suppliers with which they cooperate. Approach/Methodology/Design: The strategic vendor development model proposed by Krause was implemented in the data set, and the Handfield index indicating a more detailed analysis of the implemented elements has been used. Findings: Statistical research carried out in the form of correspondence analysis of the level of competitiveness and dynamics of the company clearly shows that the level of competition remains unchanged in companies that have maintained an unchanged level of relations. Practical Implications: This above-average growth model can be a strategic weapon for the buying company. The purchasing function can play an important role in supporting a company's operational strategy. Competition is one of the important elements that can save a company from bankruptcy or simply make a meaningful assessment of the development. Originality/Value: The implementation of the above model developed by foreign researchers made it possible to compare it with market expectations and to implement elements extending the model, thus enabling the implementation of elements facilitating building relationships with suppliers.