A Systematic Literature Review on Supplier Relationship Management in the Context of Global Supply Chains

1. Introduction

Supplier relationship management (SRM) has become fundamental to efficient global supply chain operations, influencing organizational collaboration, innovation, and competition in increasingly linked marketplaces. The intricate and evolving characteristics of global supply chains need resilient and flexible strategies for managing supplier relationships, essential for attaining operational efficiency, cost reductions, and competitive advantages. The growing internationalization of supply chains has heightened the interdependencies between businesses and their suppliers, making good Supplier Relationship Management a strategic need and a vital facilitator of resilience, sustainability, and enduring success. This introduction examines the changing role of Supplier Relationship Management (SRM) within the global supply chain framework, referencing current literature to clarify its significance, problems, and developing trends. Global supply chains have seen substantial modifications in recent decades, propelled by technical innovations, evolving consumer demands, and geopolitical changes. Organizations encounter the problem of managing relationships with varied suppliers across numerous nations and regions, each operating under distinct economic, cultural, and legal constraints. Effective Supplier Relationship Management (SRM) is essential for navigating these challenges, as it promotes communication, trust, and cooperation between buyers and suppliers, assuring the uninterrupted flow of products, services, and information across the supply chain. Researchers and professionals have emphasized the significance of Supplier Relationship Management (SRM) in risk mitigation, supply chain visibility enhancement, and overall performance improvement (Zhu et al., 2022; Singh et al., 2023). A crucial aspect of Supplier Relationship Management in global supply chains is the oversight of risks linked to supplier operations. Recent disruptions, like the COVID-19 pandemic and geopolitical tensions, have shown weaknesses in global supply chains, underscoring the need for robust Supplier Relationship Management techniques. Studies demonstrate that firms with strong Supplier Relationship Management procedures are more adept at anticipating, mitigating, and recovering from disruptions (Tiwari et al., 2021). These techniques often include assessing supplier competencies, cultivating enduring relationships, and executing collaborative risk management strategies to strengthen supply chain resilience (Emon et al., 2024). Furthermore, digital technologies, including blockchain and big data analytics, are progressively used to enhance Supplier Relationship Management (SRM) by facilitating real-time monitoring, transparency, and data-driven decision-making (Gupta & Gopalakrishnan, 2023). Sustainability has emerged as a central theme in the discussion on SRM, as corporations encounter increasing demand from stakeholders to implement ecologically and socially responsible practices (Hasan Emon et al., 2023). Sustainable supplier relationship management involves partnering with suppliers to mitigate environmental consequences, advocate for ethical labor practices, and guarantee adherence to regulatory norms (Emon, 2023). Recent studies highlight the significance of SRM in promoting sustainability via the incorporation of green procurement methods, the encouragement of innovation, and the improvement of supply chain accountability (Kumar et al., 2022; Li & Yang, 2023). These initiatives not only advance corporate sustainability objectives but also bolster brand reputation and stakeholder confidence (Khan et al., 2024). The growing dependence on digital technology in global supply chains has altered how corporations oversee supplier relationships. Digital tools and platforms, including enterprise resource planning (ERP) systems, supplier portals, and artificial intelligence (AI)-driven analytics, facilitate the optimization of supplier relationship management (SRM) procedures, improve supplier engagement, and boost supply chain performance. AI-generated insights enable enterprises to evaluate supplier performance, anticipate possible dangers, and pinpoint possibilities for improvement with increased accuracy (Wang et al., 2022). Furthermore, technologies like blockchain provide safe and transparent transactions, mitigating fraud and enhancing confidence in supplier relationships (Narayanan et al., 2023). The use of digital technology into SRM procedures has therefore emerged as a key catalyst for efficiency, agility, and innovation in global supply chains. Collaboration and innovation are fundamental to successful Supplier Relationship Management, as companies increasingly acknowledge the need of co-developing solutions with their suppliers to tackle intricate difficulties and seize market opportunities. Collaborative SRM methods include shared problem-solving, information exchange, and innovation activities that benefit both parties and enhance the whole supply chain. Recent research emphasizes the significance of Supplier Relationship Management (SRM) in promoting innovation via supplier participation in product development, process enhancement, and the integration of new technologies (Choi et al., 2022). Collaborative initiatives boost supply chain performance and foster strategic alliances that provide mutual benefit. Despite its many advantages, Supplier Relationship Management throughout global supply chains is beset by problems (Emon et al., 2025). Cultural disparities, linguistic obstacles, and divergent business processes might hinder communication and cooperation between customers and suppliers. The growing intricacy of global supply chains, marked by several layers of suppliers and extensive networks, presents considerable obstacles to efficient Supplier Relationship Management (SRM). Overseeing supplier diversity, guaranteeing adherence to ethical and regulatory norms, and managing power imbalance are essential areas that need focus (Ahmed & Rahman, 2023). Moreover, the fluidity of global marketplaces requires ongoing modification of SRM tactics to conform to evolving corporate requirements and environmental circumstances. Current developments in SRM indicate an increasing focus on agility, innovation, and resilience across global supply networks (Emon et al., 2024). Organizations are progressively using predictive analytics, machine learning, and cloud-based technologies to improve SRM capabilities and proactively address market fluctuations (Chen et al., 2022). The incorporation of circular economy ideas into supply chain risk management procedures is more prevalent, as firms aim to reduce waste, enhance resource efficiency, and foster sustainability across the supply chain (Ellen MacArthur Foundation, 2023). These advancements highlight the dynamic character of SRM and its essential function in influencing the future of global supply chains. In conclusion, SRM is an essential element of global supply chain management, allowing firms to handle the intricacies of a linked and dynamic business landscape. Effective SRM practices enhance organizational performance and competitiveness in the global marketplace by promoting cooperation, strengthening resilience, and advancing sustainability (Emon & Khan, 2024). The continuous progress in digital technology, together with the increasing focus on sustainability and innovation, offers substantial prospects for improving SRM in the next years. Addressing the difficulties of managing varied and complex supplier networks requires ongoing investment in people, technology, and strategic frameworks (Khan et al., 2024). As firms endeavor to enhance the strength and resilience of their supply chains, Supplier Relationship Management (SRM) will certainly continue to be a focal point for innovation. This paper establishes a foundation for a comprehensive examination of the methods, tools, and practices that support successful Supplier Relationship Management within global supply chains.

2. Method

The methodological framework used in this systematic literature analysis is based on recognized norms and procedures for executing thorough and transparent academic evaluations. This approach seeks to consolidate current knowledge on supplier relationship management (SRM) in the context of global supply chains, guaranteeing a thorough comprehension of the topic while pinpointing gaps and potential for more study. A systematic methodology was used to guarantee the inclusiveness, trustworthiness, and pertinence of the literature evaluated, according to procedures established in well recognized frameworks, including those suggested by Tranfield et al. (2003) and recent modifications for supply chain research by Snyder (2019). The evaluation process started with the establishment of a research framework that corresponded with the aims of comprehending SRM practices, difficulties, and emerging trends in global supply chains. A definitive set of research questions was established to delineate the parameters of the review. The inquiries focused on comprehending the conceptualization of SRM in current literature, pinpointing essential themes and elements affecting SRM practices, and examining the impact of technology and sustainability-oriented advances on SRM. The formulation of these questions created a systematic basis for the next phases of the technique. An extensive search approach was used to guarantee the acquisition of a diverse array of relevant material. The investigation was performed across many academic databases, including Scopus, Web of Science, and ScienceDirect, which are acknowledged as dependable sources of high-caliber study in supply chain management. Keywords were meticulously chosen to enhance the retrieval of relevant publications, including phrases such as “supplier relationship management,” “global supply chains,” “sustainability in supply chains,” and “digital technologies in SRM.” Boolean operators and truncations were used to enhance the search process and accommodate for discrepancies in terminology among research. Combinations such as “SRM AND supply chain” and “sustainability AND supplier management” were used to include varied viewpoints. The evaluation was confined to peer-reviewed publications published in the last decade, specifically targeting research from 2013 to 2023 to maintain relevance and timeliness. This period was selected to include contemporary developments and trends in SRM, especially with rapid technical progress and worldwide upheavals. Additionally, the study included journal papers, conference proceedings, and selected book chapters to provide a comprehensive understanding of the subject. Grey literature, including publications from business groups and government agencies, was also evaluated to integrate practical ideas that enhance academic results. The criteria for inclusion and removal were precisely delineated to maintain the integrity of the review process. Articles were included if they directly pertained to SRM in global supply chains, provided empirical or theoretical insights, and were published in esteemed academic publications. Excluded materials were research that did not address global settings, lacked peer review, or were published in languages other than English owing to resource limitations. Furthermore, duplicate articles in several databases were eliminated to prevent duplication. The screening procedure had two phases: an initial assessment of titles and abstracts to identify possibly relevant publications, followed by a comprehensive evaluation of complete texts to verify their eligibility for inclusion. The methodological technique centered on data extraction and analysis to synthesize results from the chosen papers. A standardized data extraction form was created to gather critical information from each study, including publishing details, research aims, techniques, major results, and implications for SRM procedures. The gathered data were methodically arranged to enable thematic analysis, facilitating the discovery of recurrent patterns, linkages, and trends throughout the literature. Thematic coding was conducted using qualitative data analysis tools, such as NVivo, to guarantee consistency and precision in data categorization. This methodology enabled an in-depth examination of critical issues, including the significance of cooperation in SRM, the influence of digital technology, and the incorporation of sustainability concepts. This review’s methodological rigor was augmented by the inclusion of quality evaluation criteria to appraise the reliability and validity of the research included. Each publication was evaluated for its methodological rigor, the clarity of its study design, and the pertinence of its results to the research questions. Research using rigorous approaches, including longitudinal case studies, extensive surveys, and sophisticated analytical tools, was emphasized to guarantee the dependability of the aggregated results. The quality evaluation approach also evaluated possible biases in the research, including those stemming from small sample sizes or restricted generalizability, to provide a fair and nuanced interpretation of the literature. An important element of the technique was mitigating any biases in the evaluation process. Measures were implemented to guarantee openness and impartiality in the selection of articles, data extraction, and analysis. The search technique and inclusion criteria were meticulously recorded, and the selection process was independently executed by many reviewers to reduce subjectivity. Discrepancies in article selection or data extraction were addressed via discussions and consensus, so assuring methodological robustness. Moreover, the use of qualitative data analysis tools decreased the probability of human mistakes and enabled systematic coding and analysis of the data. The synthesis of data from the evaluated research used a narrative method, facilitating the integration of many views and the formulation of a cohesive narrative on SRM in global supply chains. This method highlighted the interaction among several elements affecting SRM, including technology improvements, sustainability issues, and cultural dynamics. The narrative synthesis emphasized both similarities and differences in the literature, offering a thorough comprehension of the subject while pinpointing unanswered issues and potential avenues for further investigation. Ultimately, ethical issues were essential to the scientific approach. This review mostly used secondary data from published research, with careful acknowledgment and citation of all sources to uphold academic integrity. This review presents its results in a way that honors the intellectual contributions of the original authors, assuring accurate representation and contextualization of their work.

3. Result

This systematic literature review’s conclusions and findings provide an in-depth comprehension of supplier relationship management (SRM) throughout global supply chains. This research integrates several viewpoints and facts, providing insights into current practices, developing trends, and the problems businesses have in managing global supplier relationships. The analyzed research indicate that SRM has undergone substantial evolution in the last ten years, propelled by rapid technical progress, heightened emphasis on sustainability, and the escalating intricacy of global supply networks. These modifications highlight the need for dynamic and creative strategies in managing supplier relationships, affecting both practitioners and researchers. A significant issue that surfaced in the literature is the essential importance of cooperation and trust in efficient Supplier Relationship Management (SRM). Multiple studies highlight that cultivating trust and openness between purchasers and suppliers is essential for establishing robust and effective partnerships. Trust mitigates transactional uncertainty, improves communication, and motivates suppliers to synchronize their procedures with the strategic goals of the purchasing organization. Collaborative techniques, including collaborative problem-solving, co-innovation, and shared risk management, are acknowledged as essential for attaining mutual advantages. The research emphasizes that enduring partnerships, supported by contractual and relational governance systems, provide elevated levels of operational efficiency and creativity. Achieving this degree of cooperation requires considerable work in harmonizing cultural, organizational, and strategic interests across geographically scattered supply chains. Digital transformation has become a pivotal factor in Supplier Relationship Management (SRM), with technologies like artificial intelligence (AI), blockchain, big data analytics, and the Internet of Things (IoT) significantly altering organizational interactions with suppliers. AI-driven analytics empower enterprises to forecast supplier performance, discern possible hazards, and enhance procurement processes via real-time insights. Blockchain technology improves transparency and trust by providing an immutable record of transactions and supplier activity, especially in sectors with intricate regulatory demands. The incorporation of IoT devices enables real-time oversight of supplier activities, allowing enterprises to swiftly address interruptions or departures from quality benchmarks. Technological improvements are catalyzing a transition from conventional, reactive Supplier Relationship Management procedures to proactive and predictive methodologies, whereby decision-making is guided by data and sophisticated analytics. Sustainability has emerged as a critical factor in global supply chains, shaping organizational strategies in Supplier Relationship Management (SRM). The analyzed studies demonstrate that companies face increasing pressure to guarantee their suppliers comply with environmental, social, and governance (ESG) criteria. This transition is driven by increased customer awareness, legislative mandates, and the need to reduce reputational risks. Sustainable Supplier Relationship Management strategies often include collaborating with suppliers to enhance their environmental performance, reduce carbon emissions, and embrace circular economy ideas. Additionally, supplier audits, certifications, and capacity-building activities are routinely used to guarantee adherence to sustainability objectives. Although these initiatives advance the overarching goal of sustainable development, the literature underscores problems in their implementation, such as financial repercussions, supplier reluctance, and the intricacies of monitoring sustainability across global supply chains. The results indicate that cultural and institutional disparities across locations substantially affect SRM practices in global supply chains. Divergences in corporate standards, legal frameworks, and technology advancement need a context-specific strategy for managing supplier relationships. For example, collaborative tactics may be embraced in areas that prioritize relationship-building, but may face opposition in environments where transactional methods prevail. The research emphasizes the significance of cross-cultural competency and local experience in surmounting communication obstacles and promoting mutual understanding among global partners. This underscores the need for firms to customize their Supplier Relationship Management methods to the distinct attributes of their supplier base while maintaining a cohesive overarching structure. A significant result is the growing significance of resilience and risk management in Supply Chain Management, especially after global disruptions like the COVID-19 pandemic. The literature highlights that supply chain weaknesses, such as reliance on sole suppliers and insufficient visibility, have prompted a renewed emphasis on enhancing resilience via Supplier Relationship Management (SRM). Diversifying the supplier base, cultivating multi-tier supplier relationships, and using technology for improved visibility are tactics described in the literature to manage risks. Moreover, collaborative risk-sharing strategies, including cooperative contingency planning and adaptable contract provisions, are highlighted as efficient methods for addressing uncertainty. The notion of resilience beyond mere crisis management, including the capacity of supply networks to adjust and prosper under enduring problems like climate change and geopolitical strife. The significance of performance measurement and key performance indicators (KPIs) in supplier relationship management (SRM) is a topic well examined in the literature. Efficient performance assessment systems allow enterprises to assess supplier performance, pinpoint areas for improvement, and motivate preferred behaviors. Frequently used KPIs include punctual delivery, quality indicators, expense reductions, and contributions to innovation. Nevertheless, the research highlights the shortcomings of conventional performance measurements, which often do not reflect the dynamic and multifaceted characteristics of supplier relationships. There is increasing acknowledgment of the need for balanced scorecards and sophisticated analytics tools that amalgamate quantitative and qualitative metrics, offering a more comprehensive perspective on supplier performance. The results indicate that small and medium-sized firms (SMEs) have distinct hurdles in executing effective supplier relationship management (SRM) strategies relative to bigger organizations. Restricted finances, insufficient technical proficiency, and diminished negotiating power often hinder SMEs’ capacity to interact strategically with suppliers. The literature also emphasizes new strategies used by SMEs, like using digital platforms for supplier identification, cultivating informal connections, and engaging in collaborative networks to improve their SRM capabilities. These results highlight the need of customized support systems, including training initiatives, financial aid, and technological access, to empower SMEs to compete successfully in global supply chains. The topic of power dynamics in SRM is a persistent one in the literature. Power imbalances between customers and suppliers may profoundly affect the dynamics of their interactions and the results of their partnerships. Although substantial purchasers often possess the power to dictate conditions to their suppliers, such methods may result in antagonistic relationships and diminished supplier dedication. In contrast, collaborative and equitable methods that emphasize mutual benefit and value generation are linked to increased trust and collaboration. The literature underscores the potential for suppliers to wield influence, especially when they exhibit distinctive competencies or function in specialized markets. This emphasizes the need for equitable power relations that foster fairness and enduring collaboration.

Table 1, presented in the Appendix section, provides a comprehensive overview of 45 studies related to Supplier Relationship Management (SRM) in the context of global supply chains. The table includes diverse methodologies, such as qualitative interviews, case studies, surveys, and literature reviews, conducted across multiple countries and regions, including the USA, China, India, Europe, and South Korea. The findings from these studies emphasize several key themes that are integral to SRM practices, such as the importance of trust and collaboration in supplier relationships, the role of digital technologies like blockchain, AI, and IoT in enhancing supplier performance, and the need for resilience and flexibility to mitigate risks in global supply chains. Additionally, the studies highlight the growing significance of sustainability in supplier selection, the impact of power dynamics between buyers and suppliers, and the role of innovation and performance measurement in improving long-term supplier partnerships. Overall, Table 1 encapsulates the multifaceted nature of SRM and its critical influence on the efficiency, resilience, and competitiveness of global supply chains.

4. Discussion

The analysis of the results underscores the complex and varied aspects of supplier relationship management (SRM) in global supply chains. Supplier relationships are widely seen as fundamental for attaining operational excellence, promoting innovation, and enhancing resilience against disruptions. The investigation highlights the essential importance of cooperation and trust as fundamental components in supplier relationships, where mutual benefit and transparency result in more efficient and successful supply chain operations. The relationship between buyers and suppliers has transcended just transactional exchanges, evolving into strategic partnerships that prioritize long-term value development. The disruptive influence of technology is a consistent topic, altering how businesses engage in SRM. Digital technologies, such as blockchain, artificial intelligence, and the Internet of Things, have markedly improved transparency, real-time oversight, and predictive analytics, allowing firms to manage supplier relationships with increased accuracy. These technologies enable firms to tackle difficulties such as compliance, performance monitoring, and fraud detection, which are especially vital in intricate, multi-tiered global supply chains. Moreover, the use of new technology enables a shift from reactive to proactive supply chain management, empowering companies to foresee and alleviate problems. Resilience and adaptability in supplier relationships are increasingly emphasized, especially due to recent global shocks that revealed weaknesses in supply networks. Organizations that use risk-sharing strategies and diversify their supplier networks exhibit enhanced flexibility in times of crisis. The focus on resilience highlights the need of cultivating cooperative risk management strategies, ensuring that suppliers and buyers collaborate to address uncertainties. This proactive risk management strategy enhances the supply chain and cultivates more robust, reliable relationships. Cultural and geographical influences significantly shape SRM practices. Variations in communication styles, negotiating techniques, and trust-building methods need customized approaches for supplier management across different regions. The results demonstrate that understanding and adjusting to these cultural subtleties is essential for fostering productive global supplier partnerships. Likewise, the power dynamics between purchasers and suppliers affect the extent of cooperation, innovation initiatives, and the overall effectiveness of the partnership. Effectively managing these factors with a balanced strategy helps foster a more equal and productive cooperation environment. Sustainability has become a crucial factor in supplier relationship management. Organizations are progressively integrating environmental and social governance (ESG) factors into their supplier selection procedures, connecting supply chain strategies with overarching sustainability objectives. Suppliers who comply with these criteria not only bolster the organization’s image but also improve long-term sustainability by mitigating environmental and social concerns. This transition indicates an increasing acknowledgment that sustainable supply chain policies are not just ethical obligations but also strategic catalysts for economic advantage. The significance of performance evaluation and ongoing improvement is apparent throughout the results. Metrics and feedback systems are crucial for assessing supplier performance and pinpointing areas for improvement. Performance evaluations allow organizations to enhance supplier effectiveness, creativity, and alignment with corporate objectives. Moreover, cultivating a collaborative culture via collective problem-solving and innovation activities enhances the alignment between buyers and suppliers, facilitating mutual success. The debate indicates that SRM is a dynamic and developing domain shaped by technical progress, global disruptions, cultural differences, and sustainability requirements. Organizations that adeptly include these elements into their SRM strategies are more likely to attain operational excellence, stimulate innovation, and guarantee enduring supply chain resilience. The results emphasize the need for enterprises to see their suppliers as strategic partners and to implement comprehensive strategies that harmonize performance, cooperation, and innovation with ethical and sustainable practices.

5. Conclusion

The examination of supplier relationship management across global supply chains highlights its essential role in managing the intricacies of contemporary corporate landscapes. As supply chains become more international, networked, and technologically advanced, the need of strong and adaptable supplier partnerships has emerged as essential for operational success, sustainability, and resilience. This analysis illustrates that good supplier relationship management transcends just transactional interactions, highlighting trust, cooperation, and mutual benefit as fundamental cornerstones for enduring relationships. The use of digital technology has transformed these partnerships, allowing enterprises to monitor, forecast, and enhance supplier performance with unmatched precision and efficiency. Global disruptions, cultural variances, and evolving customer expectations underscore the need for firms to emphasize flexibility and agility in their supplier management strategies. Robust connections, supported by collaborative risk management and proactive communication, enable firms to navigate uncertainty while preserving continuity and competitiveness. Furthermore, the heightened emphasis on sustainability has transformed supplier relationships, making ethical and environmental factors as essential as cost and quality in the selection and assessment of suppliers. This research highlights the significance of performance evaluation and ongoing improvement in strengthening supplier relationships. Metrics and feedback systems guarantee alignment between suppliers and corporate objectives while promoting innovation and collaborative value creation. In competitive marketplaces, strategic supplier alliances are a significant catalyst for innovation and efficiency as firms seek to distinguish themselves. In conclusion, supplier relationship management is a complex and varied field that need a comprehensive and strategic approach. Organizations that see their suppliers as essential partners, use sophisticated technology, and adhere to sustainable and resilient practices are more adept at thriving in the unpredictable and swiftly changing global market. This study’s results emphasize the need for ongoing adaptation and innovation in supplier management techniques to maintain competitive advantage and generate long-term value in global supply chains.