In today’s business world, successful companies no longer exist solely on their own. Hence, it includes other parties that go up and down the supply chain. It is important for companies to clearly understand the marketplace. Manufacturing companies that depend on their suppliers should be concerned about their performance, therefore most of them include Supplier Relationship Management (SRM) in their Supply Chain Management (SCM) activities. SRM consists of several areas that conclude the overall relationship between two companies. One of the aspects are Supplier Evaluation (SE) where invoking SE methods and Key Performance indicators which allow manufacturer to evaluate and monitor the performance of their suppliers. This action is becoming increasingly critical for companies. By evaluating supplier performance, companies have the chance to improve and thus boost their own performance. Cultural differences are usually obstacles for companies when conducting business with suppliers from another culture. According to Hofstede et. al (2010), culture is usually more often a source of conflict than of synergy. Therefore, the purpose of this study is to describe how culture influences the difference of supplier evaluation between Chinese and Swedish suppliers in Swedish manufacturing companies. The purpose will be reached through a deductive method in qualitative study, applying interviews with employees from Swedish manufacturing companies.