@article {7453,
	title = {Expectations of manufacturing companies towards suppliers in terms of implementing improvement activities},
	journal = {Central European Management Journal},
	volume = {32},
	year = {2024},
	month = {11/2024},
	pages = {618-637},
	abstract = {Purpose {\textendash} This article aims to map the expectations of manufacturing companies towards suppliers in terms of implementing improvement activities. The article poses two research questions: RQ1: What kind of improvement of activities do the surveyed producers expect from their suppliers? RQ2: Do factors such as size, capital or implemented systems influence different assessments of the analyzed requirements toward suppliers?Design/methodology/approach {\textendash} The Computer Assisted Telephone Interview (CATI) technique was used to collect data. The sample consists of 150 producers (employing over 50 people) who were suppliers for enterprises from the automotive, electromechanical and chemical sectors operating in the Polish business-to-business (B2B) market. We analyzed 11 improvement activities, while their correlation structure was examined by exploratory factor analysis.
Findings {\textendash} We have identified three latent factors {\textendash} risk reduction, product innovation and increasing efficiency {\textendash} which summarize the main expectations of manufacturing companies towards suppliers. Expectations for these factors are independent of the implemented management system, although the analysis showed higher expectations for product innovation in organizations with the implementation of Kaizen. Originality/value {\textendash} The article fills the research gap in the literature. The research results presented in the literature so far have focused on the expectations of enterprises towards suppliers in terms of meeting the criteria for their initial and periodic assessment. The research gap in the article is the result of empirical research presenting the expectations of manufacturers towards suppliers in terms of improving their processes. Based on the findings of the presented study, development trends and implications for managers responsible for purchasing processes and relationships with suppliers can be determined.},
	issn = {2658-0845 },
	doi = {10.1108/CEMJ-07-2023-0286}
}
