Reference model for collaborative management in the automotive industry

Guerrini, Fábio Müller; Pellegrinotti, Cristina Cury

doi:10.1080/09537287.2015.1091518

Cited by 9 publications

(8 citation statements)

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“…It is important to compare the main methods used to perform the modeling process. Hence, Table 2 presents a classification of some of the main methods of enterprise modeling (Carvalho & Guerrini, 2017;Daaboul et al, 2014;Guerrini & Pellegrinotti, 2016;Lakhoua & Rahmouni, 2011;Pádua et al, 2004). Table 2.…”

Section: Selection Of the Enterprise Modeling Methodsmentioning

confidence: 99%

“…In previous works, such method has been applied and proved efficient in directing an ERP implementation process from the perspective of innovation networks (Carvalho & Guerrini, 2017). It identified the changes in the Six Sigma program that are necessary to implement a self-organizing network (Gomes et al, 2017), and helped create a systematic common understanding between automakers and suppliers to promote collaborative management (Guerrini & Pellegrinotti, 2016).…”

Section: Methods Objective Decision Activity Data Organization Informamentioning

confidence: 99%

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An enterprise model on Sensing, Smart, and Sustainable (S

2020

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Organizations are being highly pressured to increase their competitiveness in order to deal with dynamic and turbulent markets. The development of an intelligent manufacturing system has been identified as an effective way to increase the competitiveness of enterprises. Traditional companies need models, skills, processes, and technologies to face the challenges imposed by today´s highly competitive markets, which require constant innovation. Sensing, Smart, and Sustainable (S^3) Enterprises play an important role in the digitization of strategies, decisions, and operations. They become efficient in facing the challenges intrinsic to the digital economy and intelligent manufacturing by applying the concepts of detection and monitoring, intelligence, and sustainability. The extant literature indicates the need for the development of methods and enterprise models that portray the reality of S^3 Enterprises. This paper presents an enterprise model to facilitate the formalization of S^3 Enterprises and help understand the dynamics of their operations. Applying the For Enterprise Modeling (4EM) method, this proposed enterprise model documents the goals, business rules, processes, and concepts of S^3 Enterprises. The contribution of this paper is the identification of guiding principles that allow companies interested in applying the S^3 concepts to have a basic reference mapped through perspectives of different knowledge domains.

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Section: Selection Of the Enterprise Modeling Methodsmentioning

confidence: 99%

Section: Methods Objective Decision Activity Data Organization Informamentioning

confidence: 99%

An enterprise model on Sensing, Smart, and Sustainable (S

2020

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“…Among the features of the governance mode that sustains the automobile industry's supply chain, cooperation has attracted the most attention (González-Benito, Lannelongue, and Alfaro-Tanco, 2013; Guerrini and Pellegrinotti, 2016; Huang et al , 2020a, b). It is a characteristic defined by the dependence of the buyers and suppliers, and the establishment of long-lasting, cooperative relationships between them (Huang et al , 2020a, b).…”

Section: Literature Reviewmentioning

confidence: 99%

Relevance of the cooperation in financing the automobile industry's supply chain: the case of reverse factoring

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Pérez-Elizundia

Delgado‐Guzmán

2021

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PurposeThis study examines the motives and enabling factors regarding reverse factoring (RF) adoption in the automobile industry's supply chain.Design/methodology/approachThis is a qualitative case study based on in-depth interviews with financial institutions in two countries having different statuses within the automobile industry global value chain: Mexico as a peripheral and Spain as a semi-peripheral country.FindingsThe RF is more widely deployed in Spain than in Mexico. The differences in the adoption of RF between the two countries stem from the availability of programs for suppliers at different supply levels, their efficient implementation and a robust regulatory framework, but especially from the cooperative approach adopted. The motives and enablers of RF adoption in the automobile industry can be explained under a framework of different supply chain management models. The RF programs driven by self-interest financial motives are characterized by an asymmetric distribution of benefits among supply chain participants. The RF programs that combine self-interest with cooperative motives are partially characterized by balanced benefits. In addition, they favor involvement practices and strengthen long-term relationships among supply chain participants. In this cooperative approach, trust, transparency and especially sharing information are considered relevant enablers. Finally, the specific automobile industry's features that determine RF adoption are linked to the structure and governance mode of the supply chain. The structure in terms of length – multiple supply levels – conditions the design of RF programs based on the buyer's position in the supply chain. The governance mode, particularly how the relationships are established, conditions the factors and requisites for efficient adoption of the RF programs.Originality/valueThis research analyzes the RF framed in the dynamics of buyer–supplier relationships and different models of supply chain management, allowing us to identify cooperation motives and their impact on RF adoption, beyond the traditional economic and financial motives highlighted by previous literature.

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“…On lower supply levels, firms often establish exchange relationships based mainly on price criteria and characterized by a low degree of collaboration (Gereffi et al , 2005). Among the elements that characterize the relational governance model, the establishment of links that create mutual dependence has attracted the most attention (Guerrini and Pellegrinotti, 2016; Huang et al , 2020). The more intense those links, the greater the degree of dependence between supplier and MNE (Sturgeon et al , 2008; Guerrini and Pellegrinotti, 2016), and so supplier upgrading is conditioned to a greater extent by decisions taken by the MNEs.…”

Section: Literature Reviewmentioning

confidence: 99%

The dilemma of domestic suppliers on the periphery of the automotive industry global value chain

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Fuente

Brea

2021

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PurposeUnder the global value chain (GVC) approach, this paper aims to analyze how domestic suppliers on the periphery of the automotive industry are affected by their relationship with foreign multinationals.Design/methodology/approachA case study with primary data collected from foreign multinationals operating in the Mexican automotive industry was used to analyze their relationship with domestic suppliers.FindingsThe evolution of the suppliers has been characterized by improved quality and added value in their products and more asset-intensive, efficient processes. This evolution has been driven by improvement in production capabilities and investment in new equipment by domestic suppliers and facilitated by knowledge transfer from foreign multinationals. However, it has not involved the acquisition of innovation capabilities or the internationalization of production activities. This has limited their position on the first levels of the value chain and their global presence, which are essential aspects when climbing the industry value chain to lead some activities at a global level. At the same time, most of these suppliers have become strategic and have a greater dependence on foreign multinationals. This poses a dilemma for domestic firms, as the relationship with these multinationals becomes more intense and dependent and at the same time reduces the possibility of leading activities in the value chain.Originality/valueThe paper analyzes the impact on domestic suppliers of their relationships with foreign multinationals, integrating traditional product, process and functional upgrading and new elements, in particular, participation in the GVC and dependence on multinationals.

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Reference model for collaborative management in the automotive industry

Cited by 9 publications

References 35 publications

An enterprise model on Sensing, Smart, and Sustainable (S

An enterprise model on Sensing, Smart, and Sustainable (S

Relevance of the cooperation in financing the automobile industry's supply chain: the case of reverse factoring

The dilemma of domestic suppliers on the periphery of the automotive industry global value chain

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