Supply‐chain management and time‐based competition: the role of the supplier association

Abstract

Develops the concept of time‐based competitive strategies within the context of supply‐chain management. Explores the current interest in supplier integration as a source of competitive advantage in consumer markets and proposes that the Japanese influenced network sourcing model provides a method whereby the advantages of vertical integration can be achieved without reducing the flexibility of product and material outsourcing. A central feature of the network sourcing approach is the use of supplier co‐ordination and development, facilitated by a supplier forum known as a supplier association. These associations represent a series of linking pins, extending from the focal purchasing organization, whereby the joint determination of supply chain improvements can be formulated and shared between a focal customer organization and entire groups of suppliers. Argues that the successful exploitation of these associations is a major pillar in developing and sustaining continuous improvement on a supply‐chain scale, where the efforts of each and every supplier are aligned to the changing requirements of the consumer market.

Combined Location-Inventory Optimization of Deteriorating Products Supply Chain Based on CQMIP under Stochastic Environment

“…A great number of tactics for time competition have been proposed; several methods were utilized for time-dependent supply chain design and optimization. Rich and Hines [16] proposed mathematical modeling, which focuses on time reduction for a single specific process. Guide Jr. et al [17] discussed profit maximization in reverse supply chains for deteriorating return.…”

Understanding outsourcing contexts through information asymmetry and capability fit

“…These examine why firms outsource (e.g., Hitt and Ireland 1985, Quinn 1999, Que´lin and Duhamel 2003, Holcomb and Hitt 2007, how outsourcing alters the boundary and value of organisations and industries (e.g., McCarthy and Anagnostou 2004), how outsourcing helps firms to develop new products and innovate (Handfield et al 1999, Silvestre andDalcol 2009), the capabilities needed to outsource effectively (e.g., Milgrom and Roberts 1990, Levina and Ross 2003, Oh and Rhee 2008, the process of selecting suppliers (e.g., Choi and Hartley 1996, De Boer et al 2001, Everaert et al 2007, Huang and Keskar 2007 and collaborating with them (e.g., Liker et al 1996, Rich and Hines 1997, Takeishi 2001.…”

Assessing the effectiveness of supply chain partnering with scalable partnering as a moderator

“…The most recognized benefit of SCP is in the area of cost reduction. Rich and Hines (1997) have contended in their empirical study that the structure process of information exchange between an organization and its supply chain can further reduce cost performance. Managing and reducing costs throughout the pipeline are among the most important elements for survival.…”

“…Terms such as downsizing, flattening, networking, clustering, right sizing, delivering, reengineering, and nonhierarchical are abundant in the popular managerial press (Donald and David, 1996). The model that has been suggested by Rich and Hines (1997), argues that a "lean" internally integrated company has the competitive advantage to be derived from the enterprise itself; it therefore, attempts to exploit the advantages of integrating suppliers and uses the continuous improvement of quality, cost and delivery performance to the focal organization as a means of exploiting market changes. With the establishment of the formal linkage between firms externally and an interdepartmental linkage within firms internally, organizations are able to facilitate interesting frameworks for working in teams and participating in existing as well as new product development.…”