Integrating local suppliers in a global supply network

Thomas, Andrew; Barton, Richard

doi:10.1108/17410380710752626

Cited by 18 publications

(8 citation statements)

References 26 publications

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“…the suppliers’ sites, production plants, and distribution warehouses). The management policies indicate that activities such as supplier selection strategy (Thomas and Barton, 2007), inventory (Routroy and Kodali, 2005), and transportation management (Huq et al , 2010; Sainathuni et al , 2014) are conducted once the network and facilities have been established. Therefore, SCND first determines the physical network structure and then optimizes the links and inventory decisions among the network nodes.…”

Section: Literature Reviewmentioning

confidence: 99%

A decision-making model to support the design of a strategic supply chain configuration

Song

Sun

Wang

2018

JMTM

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Purpose The purpose of this paper is to apply an empirically based approach to develop a decision-making model that comprehensively incorporates the potential affecting factors and the related significant drivers that support network designers in selecting the appropriate strategic supply chain configuration or checking the coherence of an existing supply chain structure in four industry sectors. Design/methodology/approach The decision-making model is developed based on an empirical study that integrates multiple case studies and statistical analyses. In total, 113 best-in-class manufacturing firms in four sectors are studied to investigate their strategic supply chain configurations and the information of identified affecting drivers. The factor analysis and regression analysis are conducted to classify the drivers into five factor groups, and to identify the significant drivers used to develop the decision-making model. Findings The findings of this research are three-pronged. First, 12 significant drivers related to 5 factor groups affecting strategic supply chain network design (SCND) are identified. Second, a decision-making model is developed to support users in strategic SCND. Last, the main characteristics of various strategic supply chain configurations are summarized in four industry sectors. Research limitations/implications The authors identified valuable insights for both academics and practitioners based on the identified significant affecting drivers and the developed decision-making model. In addition, this study also proposes two potential research lines on the study of additional contextual affecting factors and decision issues in strategic SCND. Originality/value This study could be the first attempt to use an empirically based method to develop a decision-making model aimed at supporting the preliminary design of a supply chain network. Therefore, the drawbacks of a pure qualitative conceptual model and optimization model are eliminated.

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Section: Literature Reviewmentioning

confidence: 99%

A decision-making model to support the design of a strategic supply chain configuration

Song

Sun

Wang

2018

JMTM

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“…These negotiations required a significant time investment far in advance of the actual move and had they not been recognized and dealt with in advance, could have incapacitated the relocation plans. ABC dealt with many of these issues by using its previous production experience in China as a starting point to develop strong local relationships with both officials and suppliers (Thomas and Barton, 2007). To this day, ABC continues to consider its local relationships as long term and mutually beneficial.…”

Section: Analysis and Implicationsmentioning

confidence: 99%

Global supply chain adaptations to improve financial performance

Liao

Marsillac

Johnson

et al. 2011

Journal of Manufacturing Technology Management

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PurposeThe purpose of this paper is to understand and describe the conditions that compel and underscore global supply chain (SC) adaptations.Design/methodology/approachInsights from contingency theory, Porter's economic cluster theory and international factory mapping are used to analyze the SC adaptations that follow when an automotive firm moves from a domestic to a global SC.FindingsAn automotive global SC adaptation includes market entry considerations, the establishment of a three‐stage flexible time‐ and production‐based supplier network plan, and the integration of logistics partners.Research limitations/implicationsSC adaptations are an important consideration for any manufacturing expansion effort, especially international ones. Varying production levels impact supplier relationships and decisions and may result in varied supplier perspectives. Government regulations influence entry and routine decisions, while logistics issues and costs play an integral role in supplier perceptions and reactions.Practical implicationsWith the rapid expansion of the Chinese auto market, entering manufacturing firms need more information about how to strategically locate, and develop and support supplier networks. A stepped supplier network establishment approach optimizes benefits for both manufacturing firm and suppliers. Evaluating and integrating logistics issues also sets the stage for future expansion efforts at optimal cost and supplier support.Originality/valueThe internationalization of the automotive SC involves adaptations that can only be successful through advance planning, strategic supplier networking, and systematic logistics integration.

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“…The emerging supply chain form lean supply chains with an attempt by some firms to create agile supply chains (Cagliano et al, 2004). Lean supply chains introduced into the global environment produced global supply chains (Lefebvre and Lefebvre, 1998;Thomas and Barton, 2007). This form did evolve into a distinct supply chain form, political supply chain, characterised by the purchasing country's political requirement for offsets as part of sales contracts (Williams et al, 2002).…”

Section: The Historically Evolving Contextmentioning

confidence: 99%

Commercial aerospace supply chains

Rose-Anderssen

Baldwin

Ridgway

2011

Journal of Manufacturing Technology Management

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Purpose -The purpose of this paper is to explore the evolution of commercial aerospace supply chains. Design/methodology/approach -The approach is presented as evolutionary steps by introduction of key supply chain practices. These steps are brought together by applying cladistics, a classification approach from the biological sciences, to classify the evolutionary relationships between supply chain forms. This is presented in two stages. Findings -Earlier research produced a "conceptual cladogram" from secondary data that describes the evolution of aerospace supply chains. This paper expands on this through empirical validation and develops a "factual cladogram", revealing a newly emerging supply chain form. Key practices define the change of supply chain forms in the evolutionary adaptation to market realities and to proactive responses to increased competition.Research limitations/implications -The factual cladogram as such does not necessarily prescribe world-class performance but may serve as a platform for discussing and monitoring the properties of the emergent supply chain in light of strategies for the future. As such it becomes a strategic bench-marking tool for the change of practices, technologies and products. Practical implications -In practical terms, the approach may be developed as a strategic tool for policy development, and a decision support tool through the creation and exploration of future supply chain form scenarios. Originality/value -Theoretically, this paper elaborates on a framework for how and why evolution produces diversity of supply chain form.

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Integrating local suppliers in a global supply network

Cited by 18 publications

References 26 publications

A decision-making model to support the design of a strategic supply chain configuration

A decision-making model to support the design of a strategic supply chain configuration

Global supply chain adaptations to improve financial performance

Commercial aerospace supply chains

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