Abstract:
Purpose: This study investigates the efficiency ofsupply risk management (SRM) in terms of
its effects on buying and operational performances and the connection between these two areas
of responsibility. This study explores the overall increase in operational performance and
buying performance that may be achieved using a supply risk management framework on
external providers.
Design/methodology/approach: The research uses a quantitative methodology and collects
first-hand data via a structured survey questionnaire to acquire nuanced insights that are the
foundation ofthe SRM paradigm.
Findings: It was found that keeping Supply Risk Management practices in practice improved
buying performance improving operational performance.
Conclusion: This study provides a practical integration ofa risk management process in supply
management, and it rises areas offocus on enhancing the long-term viability of purchasing and
the operational performance related to overall SC for small and medium-sized businesses that
are engaged in manufacturing. In a note of cautious optimism, this research aims to improve
the buying and development and operations teams in the SME manufacturing sector.
Limitations: The essential constraint of the present study is that it incorporated a single
method in the current study. Besides, emphasis on barely any manufacturing sectors is a source
of bias.
Recommendations: The requirement for manufacturing firms to improve risk identification
practices, for example, constantly directing pre-screening ofsuppliers’ ability, stock estimating
and leading intermittent acquirement investigation to distinguish and fence against risk in this
way working on their performance.
