Aspects of Supplier Quality Management

Subject: Management
Pages: 2
Words: 551
Reading time:
2 min
Study level: Bachelor

The article illustrates a qualitative analysis in which the authors have examined current practices used in supplier quality management to ensure the engineer-procure-construct projects are effectively conducted and accompanied by high-quality supplies and proficient strategies. The authors have conducted interviews and have determined patterns by analyzing documents acquired both from construction companies and supplier organizations. The purpose of the research was to find the fields that are to be considered when constructors are looking for high-quality supplies and equipment for the projects to be successfully finalized (AlMaian et al., 2016). This reduces the risks of delays due to the need for replacements and extra investments in case the supplies purchased for the construction initiatives do not fit the needs of the buyer. The findings suggest that the planning phase is extremely important, and companies with low errors when it comes to purchasing supplies have certain duties to ensure the validity of the suppliers to avoid difficulties. Thus, the companies with successful SQM practices are those that differentiate strategic from non-strategic suppliers and reduce their numbers while focusing on the strategic ones. Moreover, such companies have several inspection guidelines when it comes to determining the quality of the suppliers and the goods that have been purchased. Such strategies are effective in terms of selecting the actors that can provide high-quality goods, forming solid relationships with them, and frequently examining the quality of the acquired goods through inspections and investigations.

The important information that was learned after reading the article was the vitality of the planning phase, specifically, forming the relationship with strategic suppliers. Thus, effective management starts with monitoring the market, and, before forming long-term relationships with actors providing supplies, it is essential to inspect the histories and the products themselves. This means conducting inspections of the goods that are to be purchased and frequently repeating the actions to avoid difficulties. Thus, before purchasing goods and infesting financial resources, it is crucial to make sure the money is well-spent, and the supplies or equipment will not require replacements or additional work.

The authors have examined the relationship between the construction companies and the supplier relatively thoroughly. On the other hand, an aspect that could have been added is the monetary losses that companies with ineffective SQM practices experience. Thus, the illustrations would not only exemplify the strategies that are to be used by constructors but also the devastating consequences of ineffective SQM practices. Another possible addition would be an illustration of the time deficit and the delays that result from the purchase of lower-quality supplies. Such aspects portray the severity of the issue and accentuate the critical details that are to be considered for engineer-procure-construct projects. As a result, the article would emphasize the negative consequences experienced by the companies that do not pay attention to SQM and do not implement effective practices to avoid additional spending and delays.

The several questions can generate further discussions on the topic:

  • What are the risks of implementing ineffective SQM practices?
  • Which practices are more likely to lead to positive outcomes for construction companies?
  • How should buyers ensure the supplies are high-quality and the suppliers are to be trusted?

These questions help facilitate a conversation on the importance of supplier quality management and the aspects that are to be confronted for ensuring smooth project finalization.


AlMaian, R. Y., Needy, K. L. S., Walsh, K. D., & Alves, T. da. (2016). A qualitative data analysis for supplier quality-management practices for engineer-procure-construct projects. Journal of Construction Engineering and Management, 142(2), 04015061. Web.