Successful supplier integration in the Chinese automotive industry: a theoretical framework

Lockström, Martin; Schadel, Joachim; Moser, Roger; Harrison, Norma

doi:10.1504/ijism.2010.033978

Cited by 25 publications

(14 citation statements)

References 86 publications

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“…251) defined SCL as the ability of the buying firm … "to influence a supplier to achieve a common goal within the supplier's organisation". Lockstrom et al (2010) further explained that the leadership style of a buying firm has the ability to improve a firm's relational capital including suppliers' commitment and supply chain relationships. Drawing upon these two definitions, this study considers SCL as the behaviours of the buying firms in influencing the actions of their upstream suppliers.…”

Section: The Role Of Leadership In a Supply Chain Contextmentioning

confidence: 99%

Improving reverse supply chain performance: The role of supply chain leadership and governance mechanisms

Mokhtar

Genovese

Brint

2019

Journal of Cleaner Production

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Recently, a growing interest has been devoted to the role of buying firms in promoting sustainability across supply chains. However, relatively little attention has been given to how the behaviour of a buying firm affects the performance of reverse supply chains. Within this context, this paper investigates the role of Supply Chain Leadership styles on suppliers' performance dimensions related to reverse product flows. Furthermore, the mediating role of two governance mechanisms (namely trust and legal-legitimate power) on this relationship is examined. This study employs structural equation modelling to analyse data collected from 190 manufacturing companies in Malaysia. The paper concludes that transformational and transactional leaderships are significant and positive contributors to suppliers' reverse supply chain performance; trust and power significantly mediate these relationships.

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Section: The Role Of Leadership In a Supply Chain Contextmentioning

confidence: 99%

Improving reverse supply chain performance: The role of supply chain leadership and governance mechanisms

Mokhtar

Genovese

Brint

2019

Journal of Cleaner Production

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“…In the case of the automotive industry, it is noted that it is currently seeking to maintain networks with fewer suppliers, longer-term relationships, and greater integration with suppliers, so that all participants actively contribute to increase the automakers' competitiveness [22]. Lockstrom, Schadel, Moser and Harrison [23] assess the concept of the supply chain for the automotive industry, considering it unlikely that a single company would be able to produce all the components of a car. Wiengarten, Humphreys, Cao, Fynes and McKittrick [24] note that the current challenges of the automotive supply chain are inventory reduction and mass customisation.…”

Section: The Automotive Supply Chainmentioning

confidence: 99%

Competitive Priorities and Strategic Alignment as Mediators in the Relationship Between Companies in the Brazilian Automotive Supply Chain

Garo

Guimarães

2018

SAJIE

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This study aimed to assess how the search for strategic alignment and competitive priorities influences the relationship between companies in the Brazilian automotive supply chain. To achieve this, qualitative research was conducted using an integrated case study in the automotive segment of companies that had business relationships with each other. The following elements were studied: an automaker, three automotive systems suppliers, and three second-tier suppliers. The results show that there is a strategic alignment in the chain, mainly driven by the automaker and the systems suppliers, and that competitive priorities shape the forms of the relationships between companies in the automotive supply chain.

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“…Also of relevance is the existence of a compatible culture between the firms (Chung & Kim, 2003;Wagner & Hoegl, 2006;Feng et al, 2010;Lockström, Schadel, Moser, & Harrison, 2010). A supplier's relational capabilities are connected to the supplier's interaction with the buying firm.…”

Section: Technological and Relational Capabilitiesmentioning

confidence: 99%

Supplier Involvement in New Product Development under Technological Uncertainty

Melander¹

2014

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This thesis addresses the challenges that firms are faced with when collaborating with suppliers in new product development (NPD) projects under technological uncertainty. A critical observation that is made in this context is that technologies are evolving faster, making products more complex. At the same time, firms become more specialized. Due to increased complexity and specialization, firms do not possess all the necessary technologies in-house and therefore need to collaborate with external organisations to incorporate new technology into their products. Common collaborators are suppliers who become integrated into the buying firm's NPD project. Scholars and practitioners alike have stressed the importance of involving suppliers in NPD (Takeishi, 2001;Petersen, Handfield, & Ragatz, 2005;Silverstone, Wallis, & Mindrum, 2012;Tevelson, Alsén, Rosenfeld, Benett, Farrell, & Zygelman, 2013). However, finding suppliers and collaborating with suppliers in NPD can be problematic. In addition, external collaborations also impact the buying firm internally, since it often needs to coordinate its departments. Supplier involvement in NPD has been studied for decades (for an overview of the field see Johnsen, 2009), however, little is known about the impact of technological uncertainty in these settings. Consequently, the purpose of this thesis is to explore supplier involvement in NPD under technological uncertainty.The research in this thesis is based on six case studies that were conducted at two large system integrator firms: ABB and Ericsson. In total, 53 interviews and two workshops were conducted to collect relevant data. The thesis consists of a compiled summary and five appended papers. The framework that is developed in the thesis highlights that challenges in supplier involvement in NPD projects under technological uncertainty can be divided into challenges that are related to supplier selection, buyer-supplier collaboration, and internal coordination between R&D and purchasing. The main findings of these studies revolve around the identified challenges.Challenges in supplier selection are concerned with the issues of involving new suppliers or relying on old acquaintances, managing uncertainties, the dilemma of whether to commit to long-term relationships or to maintain flexibility, and deciding on which department that is responsible for evaluating and selecting the supplier. The present study of buyers and suppliers in NPD, shows the challenges that are involved in balancing control, reaching goal alignment, and managing transactional and relational governance. Internal challenges investigate the coordination between the R&D department and purchasing in NPD projects where suppliers are involved. The results of the study indicate that, in projects with high technological uncertainty, there is limited coordination between the R&D department and purchasing since purchasing had but little involvement in these projects. There is organisational separation however, where purchasing is mainly responsible f...

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Successful supplier integration in the Chinese automotive industry: a theoretical framework

Cited by 25 publications

References 86 publications

Improving reverse supply chain performance: The role of supply chain leadership and governance mechanisms

Improving reverse supply chain performance: The role of supply chain leadership and governance mechanisms

Competitive Priorities and Strategic Alignment as Mediators in the Relationship Between Companies in the Brazilian Automotive Supply Chain

Supplier Involvement in New Product Development under Technological Uncertainty

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