Customer-supplier relationship: A multicases study in the Brazilian automotive industry

Vanalle, Rosângela Maria; Dias, Alexandre Oliveira; Salles, José Antonio Arantes

doi:10.1109/ieem.2010.5674540

Cited by 1 publication

(2 citation statements)

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“…Finally, suppliers with more knowledge and absorptive capacity invest more in R&D, possess more expertise and tend to communicate better with their customers (Mascarenhas, Baveja & Jamil 1998). However, these same suppliers tend to have the upper hand in the negotiation process for the production parts or subsets they are commissioned, resulting in the need to depart from the above mentioned pre-specified ('boilerplate') contracts (Vanalle, Dias & Salles 2010).…”

Section: Strong Buyer-supplier Ties Versus Arm's Length Ties In Npd mentioning

confidence: 99%

“…In the field of supply chain management, contracts regulating automaker-supplier relationships are normally characterized as being relatively similar with respect to a number of general purchasing conditions that usually remain unchanged across supplier firms (Ben-Shahar & White 2006, Gurcaylilar-Yenidogan 2014. In general terms, despite the asymmetrical power conditions mainly benefiting the OEM, relationships differ depending on the technological complexity of the components sold, the supplier's institutional characteristics, its production capacity and the specific history of the relationship (Vanalle, Dias & Salles 2010). Suppliers producing more technically complex parts and holding the intellectual property rights tend to have the upper hand in negotiations with automakers and not to share knowledge.…”

Section: The Use Of Contracts In Npdmentioning

confidence: 99%

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Automaker-supplier relationships and new product development in the truck industry: the case of Volvo do Brasil

Ponte¹,

Abando

Basterretxea

2017

IJATM

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Previous studies have focused on differences between western and Japanese approaches to supply chain network management techniques as regards NPD and relationship-specific ties. Based on indepth interviews with senior managers at Volvo Trucks Brazil and two Spanish first tier suppliers, the aim of this research is to learn about the types of NPD collaboration ties used between Volvo and suppliers and to examine the supply chain network management techniques and routines used to intensify inter-firm collaboration and promote value-chain optimization. One main finding of this research is that there is not one best buyer-supplier relationship style for NPD, but that relationships differ significantly depending on the degree to which the buyer relies on the capacity and technology possessed by each provider. Lower NPD frequency than in the car industry and the introduction of the Volvo Production System in 2007 also make buyer-supplier relationships focused on NPD stronger in Volvo Trucks than in previously researched big car firms. Introduction. As complexity in its multiple sources increases (Kim & Wilemon 2003) and product life cycles tend to shorten (Griffin 1997), efficient supply chain management is becoming increasingly critical for large manufacturers in technology intensive industries such as the auto industry. A typical passenger vehicle can contain more than 30,000 parts, most of which are produced by many levels

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Section: Strong Buyer-supplier Ties Versus Arm's Length Ties In Npd mentioning

confidence: 99%

Section: The Use Of Contracts In Npdmentioning

confidence: 99%

Automaker-supplier relationships and new product development in the truck industry: the case of Volvo do Brasil

Ponte¹,

Abando

Basterretxea

2017

IJATM

View full text Add to dashboard Cite

show abstract

Customer-supplier relationship: A multicases study in the Brazilian automotive industry

Cited by 1 publication

References 4 publications

Automaker-supplier relationships and new product development in the truck industry: the case of Volvo do Brasil

Automaker-supplier relationships and new product development in the truck industry: the case of Volvo do Brasil

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