Several studies have shown that suppliers are increasingly essential contributors to building the competitive advantage of customers and that their actions have a positive impact on the performance of the entire supply chain (Vonderembse, Tracey, 1999; Sarkara, Mohapatrab, 2006; Shu et al., 2006). In the last decades an incresing number of scholars have focused on the issue of supplier selection methodologies (Weber et al, 1991; Bhutta, 2003; Cheraghi et al, 2004; Sonmez, 2006; Bruno et al., 2010) to develop supplier management process and supply relationship system able to rapidly react to market requirements and to innovation dynamics (Lamming et al, 1996; de Boer et al., 2001; Lee et al, 2001; Prahinski, Benton, 2004; Kamann and Bakker, 2004; Saen, 2007). In a general perspective, some scholars pointed out that, in recent decades, the evolutionary processes of supply chains also depend on the ability of large customer firms to adopt a proper suppliers’ evaluation system (Esposito and Passaro 2009a, 2009b).