Lakhasly

2.1.According to Mzoughi et al. (2008), SCM applications such as; strategic supplier 1126 Huseyin Ince et al. / Procedia - Social and Behavioral Sciences 99 ( 2013 ) 1124 - 1133 partnership, customer relationship, information sharing and information quality level, provide significant competitive advantages for the companies. Selection and development of suppliers 'activities, improved communication between the institutions will promote mutual trust, making the sharing of information and provide long-term partnerships, establish a balanced partnership and also provide an understanding of the strategic orientations for the partners' expectations (Mzoughi et al., 2008).Without taking into account the global market enough for the firms to capture the entire success, by only integrating; the design, procurement, manufacturing and distribution processes within the new methods and also the management, in accordance with the implementation of advanced technology.In various research activities, SCM implementations were described as; supplier partnership, customer relationship, customer service management, foreign procurement, purchasing, information sharing, information technologies sharing, etc.SCM Practices Logistics chain m competence to improve their competitive advantage (Mzoughi et al., 2008).Li et al. (2006) has set-up their works on five activities; strategic supplier partnership, customer relationship, level of information sharing, information sharing quality and delay (postponement).The development of management capacity depends on the long-term cooperation, to ensure excellent product quality, availability and co- quality and selection of the supplier (Vonderembse et al., 1999).Partnerships reduce the transaction costs and provide advantages for the suppliers and firms and also allow technology transfer (Ramsay, 1996).In order to ensure satisfaction of customers, companies designate suitable suppliers for each c companies increase their performance by destruction of the useless knowledge stage of the chain level, increasing the flow of material and information and the establishment of long-term relationships with clients.Suppliers' performance has a significant impact on the product quality, production costs, delivery time, technology, innovation and the development of the firm and also strongly affects the competitiveness and profitability of the organization.

2.1. SCM Practices
Logistics chain m
competence to improve their competitive advantage (Mzoughi et al., 2008). SCM is the external logistics
part of a company including customers and suppliers. SCM relates the management of materials and
information flows through logistic chain. The most of the definitions of SCM focus on the external
environment. However, in some management areas (especially in the modernization of business and
operational management) studies focus on the internal part. Without taking into account the global market
enough for the firms to capture the entire success, by only integrating; the design, procurement,
manufacturing and distribution processes within the new methods and also the management, in
accordance with the implementation of advanced technology. The implementation of the supply chain
networks to cover this form of management is one the main factors of the success. In various research
activities, SCM implementations were described as; supplier partnership, customer relationship, customer
service management, foreign procurement, purchasing, information sharing, information technologies
sharing, etc. Li et al. (2006) has set-up their works on five activities; strategic supplier partnership,
customer relationship, level of information sharing, information sharing quality and delay
(postponement). According to Mzoughi et al. (2008), SCM applications such as; strategic supplier
1126 Huseyin Ince et al. / Procedia - Social and Behavioral Sciences 99 ( 2013 ) 1124 – 1133
partnership, customer relationship, information sharing and information quality level, provide significant
competitive advantages for the companies.
Suppliers' performance has a significant impact on the product quality, production costs, delivery time,
technology, innovation and the development of the firm and also strongly affects the competitiveness and
profitability of the organization. Resource utilization quality can be only improved by the strategic
partnerships of the main suppliers. The development of management capacity depends on the long-term
cooperation, to ensure excellent product quality, availability and co-
quality and selection of the supplier (Vonderembse et al., 1999). Strategic partnerships do not have
special form; they can be changed according to the aims of the partners. Selection and development of
suppliers 'activities, improved communication between the institutions will promote mutual trust, making
the sharing of information and provide long-term partnerships, establish a balanced partnership and also
provide an understanding of the strategic orientations for the partners' expectations (Mzoughi et al.,
2008). At the end of a long-term relationship, a company can understand the motivations of the suppliers
systems and procedures to integrate them to their activities. The concept of partnership with suppliers is
developed by; especially determining the type and sort of the stock. Partnerships reduce the transaction
costs and provide advantages for the suppliers and firms and also allow technology transfer (Ramsay,
1996).
Customer relationship management (CRM) is an important element for SCM practices. It includes all
relationship management practices, the creation long-term relationships and development of customers'
satisfaction. In order to ensure satisfaction of customers, companies designate suitable suppliers for each
c
companies increase their performance by destruction of the useless knowledge stage of the chain level,
increasing the flow of material and information and the establishment of long-term relationships with
clients. Cooperation between suppliers and customers enables firms to have real-time information about
demand and customer needs. According to Mzoughi et al. (2008), network concept completes the
traditional relationship management patterns between suppliers and buyers. Thus understanding the
Information sharing and information quality level defines the information exchange efficiency in a
partnership. These elements (information sharing and information quality level) are crucial in the
development of successful partnerships with suppliers. Information sharing among the partners means the
reporting of critical information and industrial property. Suppliers and customers can collaborate to
improve and develop the various elements of the supply chain, such as quality and cost (Jones, 1998).
Information quality is related with accurate, timely, sufficient and the credibility of the information. All
elements of the supply chain can help to reduce the supply and