Interfirm relationships in the supply chain: the small supplier's view

Article Abstract:

The need for global market presence, the complexity of new product development, and the emphasis on core competence are making alliances among firms more important, and recent evidence suggests that these issues are affecting small suppliers as well as the large firms that are their customers. This paper studied the relationship orientation (i.e., the perceived importance, of interfirm relations) in a fragmented supplier industry whose single largest customer group is automotive OEMs. The primary objective of the research was the identification of factors that discriminate between firms with high and low relationship orientations. The study found four factors describing benefits and barriers associated with interfirm relationships, and found that firms with a high relationship orientation were smaller and more optimistic about the industry's ability to support a greater number of firms in the future, and perceived faster technology change than firms with a low relationship orientation. (Reprinted by permission of the publisher.)

Business-to-business market, Business to business market, Interorganizational relations

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What is takes to supply Japanese OEMs

Article Abstract:

The Japanese worldwide success with products in virtually every field they have entered has caused much concern to industrial marketers who wish to do business with Japanese firms. Although much has been written about Japanese management techniques and their role in the success of Japanese business and products, little has been written about the supplier side of the equation and how it can be a critical input in understanding Japanese business. This article reports on two research projects, one carried out in Japan and the other in North America, which contrast OEM/supplier relationships in the two geographic areas. With the increase in the number of transplant Japanese manufacturing firms in North America, Europe, and other parts of the world, a prerequisite to successfully marketing to Japanese business is surely an understanding of their OEM/supplier relationships. (Reprinted by permission of the publisher.)

United States, Management, Canada, Japan, Corporations, Corporations, Japanese, Corporations, Canadian

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Configuring and managing strategic supplier portfolios

Article Abstract:

The processes that firms use to plan, implement, and monitor strategic supplier portfolio, are explored. The strategic supplier portfolios contribute to competitive advantage by assembling superior supplier bases, developing suppliers and integrating them into product development and manufacturing.

Commercial Banks, Investment Banking and Securities Dealing, Science & research, Portfolio Management, Portfolio & Funds Management

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