Value chains have become more complex because of ongoing globalization and the cost pressure in production and development. As part of these trends, companies must make far-reaching decisions about vertical integration and early-stage supplier integration during product development. Estimations show that suppliers, especially in the automotive industry, already generate 70% to 90% of the value-added. Suppliers play a decisive role in how the product is developed and manufactured, why a functioning supplier integration in the development process is essential for the success of a product. Thus, it is crucial for a company to know which factors make the collaboration a success and which potentials can arise through the integration of suppliers into the own development process. The paper focuses on the research question, how a supplier integration into the own development process can be successfully arranged and what are the main potentials of an early-stage supplier integration. The identification of relevant success factors is done by a large-scale literature study including logistics peer-reviewed journals since the year 2000. Altogether 36 papers could be identified as relevant for this topic. Overall, five main success factors could be identified, which are detailed in the paper: (1) efficient supplier management, (2) strategic partnership and supplier network, (3) overall view of the supply chain, (4) contractual design of the partnership, (5) common interests and goals. The identification of potentials of early-stage supplier integration focuses on cost reduction, innovation and quality improvement, time-to-market reduction and flexibility.

This study investigated the fans’ knowledge of team social responsibility (TSR) as well as the motivation and intentions associated with TSR. Other correlates included in the conceptual model are the fans’ value orientation of universalism, sport involvement, and team identification. A questionnaire was administered at three Chinese Professional Baseball League (CPBL) games in Taiwan (n = 520). It was found that perceptions of team social responsibility were linked to TSR-induced motivation to watch baseball. Universalism values, spectator sport involvement with CPBL, and team identification were found to be positively related to TSR knowledge, TSR-linked motivation, and TSR-linked intentions. The results provide useful insights that professional baseball teams can use to pursue a goal of sustainability and to ensure a uniquely engaged fan base.

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