Dual-sourcing and technology cooperation strategies for developing competitive supplier in complex product systems

Zhou, Jinhua; Zhu, Jianjun; Wang, Hehua

doi:10.1016/j.cie.2021.107482

Cited by 12 publications

(8 citation statements)

References 48 publications

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“…Their research also revealed a compelling insight that heightened competition in downstream quantity can serve as a motivator for increased upstream innovation investment (Jiang et al, 2021). In another illuminating study, Zhou, Zhu, and Wang (2021) scrutinized the intricacies of remanufacturing authorization strategies and pricing decisions in a supply chain scenario involving an OEM and a competitive contract manufacturer. Their analysis focused on identifying the conditions conducive to achieving cooperation in this context (Zhou, Meng, et al, 2021).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Their findings highlight the substantial short-term effects of dualsourcing and technology licensing contracts in enhancing indigenous technological capabilities (Zhou, Zhu, & Wang, 2021). Exploring recycling cooperation modes within a closed-loop supply chain, Zheng et al (2022) scrutinize two distinctive models: the recycling alliance mode and the cost-sharing mode.…”

Section: Cooperation Strategies In the Supply Chainmentioning

confidence: 99%

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To collaborate or not? Analysis of competitive manufacturers' green innovation strategy toward sustainability

Liu,

Han,

Hou

et al. 2024

Manage Decis Econ

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In response to the demand for carbon emission reduction, enterprises engage in green technology innovation. Technical collaboration between rival companies has emerged as a strategy to lower the costs of green innovation, reduce uncertainties and risks, and meet market demands by accelerating the introduction of new products. This paper establishes three game models based on the different cooperation contracts of the heterogeneous brand firms: the non‐cooperative model, the innovation cost‐sharing contract model, and the technology licensing contract model. Comprehensive analysis shows that competing firms intend to cooperate based on reducing green innovation costs and producing products with higher green levels to meet the market. Although cooperation between competing firms is beneficial for the profit gaining of both firms, the cooperation does not necessarily lead to an increase in the green level of products. Comparing with the cost‐sharing contract, although technology licensing may highlight the brand disadvantage of the emerging enterprise under significant disparity in brand differentiation, the emerging enterprise can still benefit from increased sales generated by the dominant enterprise and achieve higher gains. Furthermore, competing firms can achieve a win‐win‐win situation in terms of profit, environment, and social welfare through both cost‐sharing contract and technology licensing contract under certain circumstances.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Cooperation Strategies In the Supply Chainmentioning

confidence: 99%

To collaborate or not? Analysis of competitive manufacturers' green innovation strategy toward sustainability

Liu,

Han,

Hou

et al. 2024

Manage Decis Econ

View full text Add to dashboard Cite

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“…The resilient supply chain subject is more critical for complex products and infrastructure industries than others. Supply chains with complex products are technology-oriented and add value to the modern economy, such as the aviation, auto, and defence industries [55,73]. These industries are vital for the economy and national security, and during a disruption, their ability to supply the products to the market is even more important than profitability.…”

Section: Introductionmentioning

confidence: 99%

“…The producer and the supplier thus collaborate to increase the product's technological value [67]. Suppliers in complex products industries usually deploy cooperation strategies in technology development to maximise their market share due to the presence of a learning effect over time [73].…”

Section: Introductionmentioning

confidence: 99%

Developing a resilient supply chain in complex product systems through investment in reliability and cooperative contracts

Gheidar-kheljani,

Halat

2024

RAIRO-Oper. Res.

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In recent years, finding mitigation strategies for supply chain disruptions has become one of the most critical challenges for businesses. This issue is crucial for complex product industries because of their role in the modern economy, few suppliers, and their need for high investment in research and development (R&D). This paper studies a resilient supply chain in complex product systems to overcome its specific challenges through supplier reliability enhancement and cooperative contracts. Utilising a game theoretic approach and analytical models, this paper aims to improve the supply chain performance from the resilience perspective while considering R&D investment, supplier learning effect, buyer fairness concern, and market sensitivity to the product’s technology. Investment in supplier reliability enhancement with different contracts is proposed to mitigate disruption risks for a two-echelon supply chain. Analytical mathematical models have been developed, and a simulation approach has been used in optimisation. The results show how proposed contracts effectively increase supply chain performance from financial and resilience perspectives. Moreover, the market sensitivity to the product’s technological level and the sensitivity to the price could adversely affect performance. The buyer’s fairness concern also improves the profit loss while decreasing the service level slightly.

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“…Buyers set suppliers periodic targets for product and process improvement. These goals relate to improving the technical quality of products (reducing the level of non-compliance, implementing innovations), processes (shortening the implementation time, avoiding errors, increasing the level of security, ensuring continuity of implementation, improving communication, reducing costs) (Zhou et al 2021 ). Suppliers are required to report (through self-assessment) the achieved results of the degree of compliance with their goals in Performance Feedback Reports Cards.…”

Section: Introductionmentioning

confidence: 99%

Expectations of manufacturing companies regarding future priorities of improvement actions taken by their suppliers

2022

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Purpose The paper concerns supply chains. It aims to identify the essential improvement actions that manufacturing companies expect their suppliers to take in the future rather than selection requirements already used in the assessment process. Within those improvement actions, the goal is to determine whether the size and management methods used in assessing companies affect these future expectations. Design/methodology/approach: Hypotheses were developed regarding the expectations of manufacturing companies and the factors influencing these expectations. Data collected from 118 companies from the Polish automotive, metal and chemical sectors were used to verify them. For this purpose, the U-Mann Whitney test was applied. Findings Manufacturing companies expect their suppliers to improve: (1) products, (2) processes, (3) organization management, (4) communication and (5) relationship, with the most important thing for them is the improvement of products and processes. It was found that the expectations regarding the contributors are influenced by whether the manufacturing company is a large or small enterprise or it uses or not the Toyota Production System. Lean Management and the ISO 14,001 Environmental Management System do not translate into these expectations. Originality/value : The article gives a new look at shaping relations between suppliers and customers in supply chains. Unlike most of the research to date, it does not concern the requirements that suppliers should meet at a given moment but focuses on the improvement actions they should undertake in the future. This paper adds important detail to understanding cooperation in B2B relations.

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Dual-sourcing and technology cooperation strategies for developing competitive supplier in complex product systems

Cited by 12 publications

References 48 publications

To collaborate or not? Analysis of competitive manufacturers' green innovation strategy toward sustainability

To collaborate or not? Analysis of competitive manufacturers' green innovation strategy toward sustainability

Developing a resilient supply chain in complex product systems through investment in reliability and cooperative contracts

Expectations of manufacturing companies regarding future priorities of improvement actions taken by their suppliers

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