INTRODUCTION

It is not denied that the clothing is a basic need for every human being. Maybe in
the past clothing is a necessity. However, in this era, clothing requirements are
constantly changing with the times. Muslimah clothing boutique Dlad Couture is a
fully owned by Bumiputera which is jointly led by six young entrepreneurs. The
main goal of the establishment of muslimah clothing boutique 'Dlad Couture' is to
fulfill the market needs of women nowadays based on concepts Shari a compliant.
Besides, we follow passage of time fashion world.
Our business using the materials and high-quality fabrics. Our boutique also
provides a variety of clothing designs either dress, tunic, blouse, skirt and others.
We also receive orders embroidered beads, embroidered ribbons and embroidered
lace. We emphasize the characteristics of the contemporary Muslim and concise,
and prioritize comfort and simplicity in all our designs. What distinguishes boutique
'Dlad Couture' boutiques are based on production apparel itself. In which, apparel
that is produced and ordered is 100% sewn by our own employees with the stitches
neat and thoroughness.
Our objective is to attract boutique muslimah women all regardless of age to
be in accordance with law laid down in the Qur'an and Sunnah. In addition to
providing opportunities for entrepreneurs Islam (IKS) who are competent and able to
compete with other races. As we seek to become a famous muslimah clothing
boutique and a role model to other boutiques. We wish to become a clothing
boutique that is effective, efficient and provide quality product. We also aims to
expand our branches in each country in the hope of introducing the Islamic apparel
to non-Muslims as well as to fulfill the needs and desires people (users) over time
and according to Islamic law.

SUPPLIER RELATIONSHIP MANAGEMENT (SRM)

Supplier Relationship Management (SRM) is the process of engaging in activities of
setting up, developing, stabilizing and dissolving relationships with in-suppliers as
well as the observation of out-suppliers to create and enhance value with in
relationships. Supplier Relationship Management (SRM) can be subdivided in to
three main and sequential phases which is Out-Supplier Management, In-Supplier
Management and In-Supplier Dissolution Management.
I.

OUT-SUPPLIER MANAGEMENT
The main aspect of Out-Supplier Management is the observation of suppliers
who do not yet have a relationship with the purchasing firm, so-called outsuppliers.

The

intention

of

such

Out-Supplier

Management

is

to

keep

relationships with the best suppliers available on the market, as the current state
of a relationship should never be considered as a permanent solution. This
implies evaluating and acquiring out-suppliers. A main task of Supplier
Relationship Management (SRM) is to optimize the existing portfolio of suppliers.
This means weeding out- suppliers that do not meet companies needs. Outsuppliers should always try to achieve the first best solution and be the best
possible alternative on the market. Two important aspects have to be pointed out
is where Out-Supplier Management in general the price, acquisition and
operations of an out-supplier are costly, thus the advantages should prevail the
financial disadvantages. Second aspects where a comparison of an in-supplier
and an out-supplier is a difficult task. Information about capabilities and
conducts of in-suppliers is more intense and more reliable than information
about out-suppliers. It is more important if switching influenced by a lower price
and product range of the out-supplier.
II.
The

IN-SUPPLIER MANAGEMENT
objective

of

In-Supplier

Management

is

building

up

and

maintaining

relationships with the in-suppliers to enhance value creation. However, suppliers

have different potential to enhance value and thus have to be treated unequally.
The differences can be subdivided into four management which is set-up,
development,

contract

and

disturbance.

Set-Up

Management

takes

into

consideration that partners usually need to invest in setting up a relationship and

involves specific investments from supplier and purchasing firm. Development
Management potential areas of improvement are identified, evaluated and
enhancing activities can be undertaken. Contract Management implies a relatively
high level of contractual agreements and a low level of specific investments.
Contractual agreements can be seen as a substitute for a close partnership in
avoiding opportunism in relationships. Disturbance management is a condition
where the purchaser tries to avoid breakdown of continuous relationships. These are
three types of ending relationship which first, a chosen ending, means that one
partner takes the purposeful decision to end the relationship. Second, a forced
ending, which is caused by external circumstances. Lastly, a natural ending, which
entails that the need for business exchange has gradually become obsolete.

III.

IN-SUPPLIER DISSOLUTION MANAGEMENT

In chosen ending, purchasing firm can begin to look for potential new suppliers
(Out-Supplier Management. All evidence that an unwanted relationship for
whatever reason has to be brought to an end. There is several reason why
purchasers tend to reduce supplier base which is improving quality and service,
entering

long-term

agreements,

devoting

efforts

towards

top

suppliers,

establishing a partnership or becoming more customer centric. In fact is, many

focusing more on switching costs to new supplier without considered the cost of
termination of the relationship with old supplier. There are two strategies for
ending a business which is direct and indirect exit. In direct exit strategies,
purchaser will communicate the intended ending directly using two stages of
communication that is dyadic and network. Dyadic is a communicated within the
management circle while network communication commences for stabilize the
network and lay emphasis on reinforcing the other network relationships after a
break-up. The two indirect exit strategies of business relationships are disguised
exit and silent exit. Disguised exit means the purchaser hides the real intentions
and changes the relationship conditions in a way that will most likely induce the
supplier to end the relationship himself while silent exit happen when the
purchaser does not explicitly voice the ending.