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The purpose of this article is to focus on dyadic buyer‐supplier relationship as part of supply chain management (SCM) and to relate implementation of supplier management practices to intra‐firm implementation of quality management (QM) practices. The aim is to identify possible relationships between the two sets of management practices.

A survey was conducted in the Greek manufacturing industry, with the use of questionnaires, examining the relationship between supplier management in the SCM context and intra‐firm QM implementation.

Research findings, which represent buyers' point‐of‐view, reveal a positive correlation between supplier management practices and QM practices, providing an empirical support to the basic research hypothesis.

There was only one respondent in each buyer company. Also, only a mail survey was used as a research technique and only buyers' perspective was reflected in the data. Future research can be based on both buyers' and suppliers' perspective, asking more than one person and using case studies and phone or face‐to‐face interviews.

The study aims to encourage firms to adopt a QM philosophy and implement QM practices in their way to SCM implementation. Quality practices are widely accepted to result in intra‐firm coordination and integration. Given that internal integration is a prerequisite for thorough SCM implementation, QM can serve as a strong base for SCM implementation.

The research verifies that intra‐firm adoption of the quality philosophy can lead firms to better supplier management in the SCM context. Managers should focus on QM in their way to SCM implementation.

The purpose of this paper is to provide a framework for identifying and managing supply quality risk (SQR).

The research method began with a literature study to form a grounded model of how organizations identify and perceive SQR and associate various supplier quality management practices (SQMPs) with SQR sources. The second phase consisted of structured interviews at three companies in the food machinery industry in order to refine these concepts and examine causal relationships.

The findings from this study indicate that firms may be more likely to implement integrative supply chain practices when supplier or component sources of SQR are considered to be a significant threat. Conversely, market sources of SQR were generally not perceived as being significant, and therefore do not warrant as much direct intervention in their management.

Most previous studies on supply chain risk focus on delivery disruptions. However, there is a lack of knowledge on identifying, assessing, and managing supply risk associated with quality. By addressing these issues and outlining future research directions the authors help provide a starting point for contributing to this line of study in supply risk theory and practice.

The framework developed in this paper can aid supply chain professionals in understanding what constitutes SQR and providing insight to approaches for managing this form of supply risk.

This is the first empirical study that the authors are aware of that links various sources of SQR to specific SQMPs.

Quality 4.0 is the new buzzword among quality professionals. There has been no empirical study of Quality 4.0 yet. Hence, the purpose of this paper is to investigate what are the motivations, barriers and readiness factors for Quality 4.0 implementation.

This study uses an online survey on senior quality professionals working in leading companies in Europe and America. In total, 50 participants participated in this study.

This study finds the top five motivating, barriers and readiness factors for Quality 4.0 implementation. These factors are ranked in terms of the order of importance as perceived by senior quality professionals.

This is the first empirical study on Quality 4.0 that investigates the motivation, barriers and readiness factors of Quality 4.0. This study provides a theoretical base of Quality 4.0 body of knowledge in terms of its practical relevance and adoption in modern-day organizations.

Organizations can use this study to understand what the motivation and barriers for implementing Quality 4.0. In addition, before implementation of Quality 4.0, the readiness factor for Quality 4.0 can be used by organizations to evaluate their preparedness before the actual implementation of the initiative.

This is the first empirical study on Quality 4.0 that captures the viewpoints of senior quality professionals on the motivation, barriers and readiness factors of Quality 4.0.