Abstract

Purpose: Supplier development has emerged as a strategic approach in supply chain management aimed at improving supplier capabilities to enhance overall performance. In the current competitive business environment, organizations are increasingly recognizing the importance of supplier development practices in reducing lead times and improving supply chain efficiency.

Methodology: This study adopts a quantitative and explanatory framework to systematically investigate the relationship between supplier development practices (SDPs) and lead time performance. A quantitative research approach was used in this study. The research adopts a positivist philosophy. The study employs convenience sampling, a non-probability technique to obtained a sample size of 200.

Findings: Firstly, the study concludes that Training and Knowledge Transfer has a positive and statistically significant effect on Lead Time Performance. Secondly, the analysis indicates that Technical and Financial Assistance, although positively related to Lead Time Performance, does not exhibit a statistically significant effect. Lastly, the study confirms that Performance Monitoring and Joint Problem-Solving exerts a strong positive and statistically significant influence on Lead Time Performance.

Unique contribution to Theory and managerial implication: it challenges the assumption that external resources always translate into improved performance. It suggests that without appropriate absorptive capacity and internal alignment, the effect of external assistance on operational performance may be diluted. Managers should prioritize continuous capacity-building programs, mentoring, and effective systems for knowledge dissemination.

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