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1. Introduction

Supplier relationships have been extensively studied in the literature focusing on different, problems, approaches, models and applications (Anfindsen et al., 2012; Lockamy, 2011). Application of supply chain management methods and strategies in the modern business world could not leave the shipyard industry indifferent. The high levels of complexity present in the manufacturing and assembly processes require respective levels of synchronization not only between the suppliers and the shipyards but also in the processes that take place within the shipyard itself. Studies have shown that shipyards have begun to realize that their competitiveness is dependent on the improvement of the coordination between shipyards and their suppliers (Fleischer et al., 1999; Chryssolouris et al., 2004) and customers (Celik et al., 2009; Guneri et al., 2009). Characteristic is the case of the American shipyards, which have realized the importance of application of enhanced supply chain management techniques in the improvement of their productivity (US Department of Commerce, 2001) since the early 1990s significant productivity problems had been spotted (Carson and Lamp, 1990).

Among the numerous strategies of supply chain management a significant number focus on the more specific strategies relating to supplier management. In order to achieve an effective management of suppliers, planning practices required by companies include:

  • Core competencies: the company must examine whether it is capable to offer a specific product or service efficiently itself. In case someone else can manufacture more effectively and cheaper than the specific task is better to be outsourced (Lamp, 1992; Platts et al., 2002).

  • Identification of supplier responsibilities: suppliers’ role in manufacturing has increased significantly during the last decades. The fact that more and more parts of a specific product are outsourced it is essential for suppliers to know exactly their responsibilities upon delivery (Dyer, 1996; Hines et al., 1999; Marksberry, 2012). Characteristic examples in the shipyard industry are those of AVONDALE (www.northropgrumman.com) and NASSCO (www.nassco.com) companies, which use HOPEMAN BROTHERS MARINE INTERIORS (www.hopemanbrothers.com) as their main suppliers for internal decoration (Fleischer et al., 1999). Another example is that of CEGELEC (www.cegelec.com) supplying shipyards with full propulsion systems, which works closely with its customers having to fulfil specific instructions (Goldan, 2001).

  • Outsourcing rationalization: this practice refers...

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