Zusammenfassung
Outsourcing, modularization and other modern supply chain approaches have increased the dependence on modern supply chains, since automobile producers prefer to get complete modules from a few suppliers, instead of getting components and building parts in-house. This dependence on supply chain has made them vulnerable to risks; many incidents happened when automotive producers had to stop the production because of first or second tier suppliers. In this paper we analysed how automotive producers are managing high dependence in the supply chain and how suppliers perceive the orignal equipment manufacturer (OEM). For this purpose, we compare policies from three German automotive companies by which they manage relations with the suppliers, moreover it is investigated how suppliers perceive the regulation policies of automotive companies. The analysis showed that when the companies are highly dependent on the supplier, the management of supplier-producer relation is more efficient while when the dependence is less, and the management of relation with supplier is inefficent.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Literatur
Adamowski, J.; Robinson, S. (2017). PSA halts 3008 production after supplier plant fire. Plant customers also include Renault, Daimler, BMW and Volkswagen,http://www.autonews.com/article/20170131/COPY01/301319959/psa-halts-3008-production-after-supplier-plant-fire (accessed April 2017).
Automotive News (2005). Volkswagen to form long-term supplier partnerships-Deal reached with union over plant shifts, http://www.autonews.com/article/20051017/REG/510170800/volkswagento-form-long-term-supplier-partnerships (accessed May 2017).
Automotive News Europe (2016). VW ready to seize withheld parts from supplier plants, report says, http://europe.autonews.com/article/20160819/ANE/160819820/vw-ready-to-seize-withheld-parts-from-supplier-plants-report-says (accessed May 2017).
Baldwin, C.; Clark, K. (2006). Modularity in the design of complex engineering systems. Complex engineered systems, 175-205.
Bennett, D.; Klug, F. (2012). Logistics supplier integration in the automotive industry.International Journal of Operations & Production Management, 32(11), 1281-1305.
BMW Group (o. J.). Facts at a Glance. http://www.bmwgroup.com/e/0_0_www_bmwgroup_com/verantwortung/lieferkette/ueberblick.html.
BMW Group (2014). BMW Group International Terms and Conditions for the Purchase of Production Materials and Automotive Component, https://www.bmwgroup.com/content/dam/bmw-group-websites/bmwgroup_com/responsibility/downloads/en/2014/140331_IPC_clean_englisch_Status_31.03.2014.pdf (accessed April 2017).
Boysen, N.; Emde, S., Hoeck; M.; Kauderer, M. (2015). Part logistics in the automotive industry: Decision problems, literature review and research agenda. European Journal of Operational Research, 242(1), 107-120.
Cabigiosu, A.; Zirpoli, F.; Camuffo, A. (2013). Modularity, interfaces definition and the integration of external sources of innovation in the automotive industry.
Childerhouse, P.; Hermiz, R.; Mason-Jones, R. (2003). Information flow in automotive supply chainspresent industrial practice. Industrial Management & Data Systems 103 (3), 137–149.
Christensen, C. M.; Raynor, M.E. (2003). The Innovator’s Solution: Creating and Sustaining Successful Growth. Harvard Business School Press, Boston, MA.
Collins, R.; Bechler, K.; Pires, S. (1997). Outsourcing in the automotive industry: from JIT to modular consortia. European management journal, 15(5), 498-508.
Daimler (2016a). Responsibility along the supply chain, https://www.daimler.com/sustainability/production/suppliers/ (accessed May 2016).
Daimler (2016b). Mercedes-Benz Special Terms 2016, https://d3gx8i893xzz0e.cloud-front.net/fileadmin/corporate/company/purchasing/wsd/customer_requirements/mercedes-benz_special_terms.pdf?1480938439 (accessed May 2016).
Doran, D. (2004). Rethinking the supply chain: an automotive perspective. Supply Chain Management: An International Journal, 9(1), 102-109.
Doran, D.; Hill, A.; Hwang, K. S.; Jacob, G.; Operations Research Group (2007). Supply chain modularization: Cases from the French automobile industry. International Journal of Production Economics, 106(1), 2-11.
Fini. M (2012). SuRe (Supplier Relationship)index, http://europe.autonews.com/assets/PDF/CA80160620.PDF.
Grohn (2002): Interview with Mr. F. Grohn, Member of Volkswagen’s corporate management for global and forward sourcing, 21st of March 2002, Wolfsburg.
Harrison, A.; Van Hoek, R. I. (2008). Logistics management and strategy: competing through the supply chain. Pearson Education.
Himmelreich, H (2014). 4 Outsourcing Lessons IT Can Learn From Automakers. Automakers get 80% of a vehicle’s components from suppliers. Why are they better at outsourcing than IT?, http://www.informationweek.com/strategic-cio/enterprise-agility/4-outsourcing-lessons-it-can-learn-from-automakers/a/d-id/1316031 (accessed April 2017).
IHS Automotive (2014). 2014 Global Study on OEM Supplier Relations, http://news.ihs-markit.com/sites/ihs.newshq.businesswire.com/files/press_release/file/102714_IHS_Automo-tive_OEM_Supplier_Relations_Study_Media_Version_Final.pdf.
Investopedia (2015). Who are Daimler / Mercedes’ (DAI) main suppliers?, http://www.investopedia.com/ask/answers/060815/who-are-daimler-mercedes-dai-main-suppliers.asp (ac-cessed May 2016).
just-auto (2004). UK: Pischetsrieder is overlooking the obvious as he faces up to financial prob-lems, https://www.just-auto.com/news/pischetsrieder-is-overlooking-the-obvious-as-he-faces-up-to-financial-problems_id69302.aspx (accessed May 2017).
Kamp, B. (2015). Examination Of Dedicated Relationships Between Automotive Suppliers And Carmakers: Evidence On The Flagship/5 Partners Model. Business Development: Outsourcing, Teamwork and Business Management.: Key’s for Exponential Growth, 191.
Kollewe, J. (2016). VW settles dispute that stopped output at half of German plants https://www.theguardian.com/business/2016/aug/23/vw-settles-dispute-which-stopped-output-at-half-of-german-plants (accessed May 2017).
Kotha, S.; Olesen, D. G.; Nolan, R.; Condit, P. M. (2005). Boeing 787: Dreamliner. Harvard Business School Case Study, 9-305.
Larsson, A. (2002). The development and regional significance of the automotive industry: supplier parks in Western Europe. International Journal of Urban and Regional Research, 26(4), 767-784.
Lopez, E.; McKevitt, J (2017). BMW halts production as Bosch fails to meet supply needs, http://www.supplychaindive.com/news/BMW-production-halt-Bosch-supplier-shortage-parts/443949/ (accessed April 2017).
McElroy, J. (2012). How Volkswagen is to run like no other car company, https://www.autoblog.com/2012/12/06/how-volkswagen-is-run-like-no-other-car-company/ (accessed May 2017).
McElroy, J. (2013), Today’s VW Looks Like Sloan’s GM, http://wardsauto.com/blog/today-s-vw-looks-sloan-s-gm (accessed April 2017).
Morris, D.; Donnelly, T.; Donnelly, T. (2004). Supplier parks in the automotive industry. Supply Chain Management: An International Journal, 9(2), 129-133.
Needle, D. (2010). Business in context: An introduction to business and its environment. Cengage Learning EMEA.
Pandremenos, J.; Paralikas, J.; Salonitis, K.; Chryssolouris, G. (2009). Modularity concepts for the automotive industry: a critical review. CIRP Journal of Manufacturing Science and Technology, 1(3), 148-152.
Rhodes, E.; Warren, J. P.; Carter, R. (Eds.). (2009). Supply chains and total product systems: a reader. John Wiley & Sons.pg 172.
Rice Jr., J.B.; Caniato, F. (2003). Building a secure and resilient supply network. Supply Chain Management Review 7 (5), 22–30.
Sako, M.; Murray, F. (1999). Modules in design, production and use: implications for the global auto industry. In IMVP Annual Sponsors Meeting.
Schwartz, J.; Cremer, A. Reuters (2016). VW reviews supplier strategy after dispute hits production, http://uk.reuters.com/article/us-volkswagen-suppliers-idUKKCN1150OG (accessed May 2017).
Sheffi, Y.; Rice Jr., J.B. (2005). A supply chain view of the resilient enterprise.MIT Sloan Management Review 47 (1), 41–48.
Thun, J. H.; Hoenig, D. (2011).An empirical analysis of supply chain risk management in the German automotive industry. International Journal of Production Economics, 131(1), 242-249.
Ukessays (2015). The Supply Chain Management In Volkswagen Marketing Essay, https://www.ukessays.com/essays/marketing/the-supply-chain-management-in-volkswagen-marketing-essay.php (accessed May 2017).
Ülkü, S.; Schmidt, G. M. (2011). Matching product architecture and supply chain configuration. Production and Operations Management, 20(1), 16-31.
Volkswagen (1981-2002), Geschäftsbericht 1980-2001, Wolfsburg.
Volkswagen Autoeuropa (o. J.). General Purchase Order Conditions, http://supplynet.autoeuropa.pt/files/order_cond_may2002.pdf (accessed May 2017).
WardsAuto (2005). BMW Outsourcing, http://wardsauto.com/news-analysis/bmw-outsourcing (accessed April 2017).
Zimmer, K. (2002). Supply chain coordination with uncertain just-in-time delivery. International journal of production economics, 77(1), 1-15.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2018 Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature
About this chapter
Cite this chapter
Khan, A. (2018). Managing risks under highly dependent supplier-producer relation in modern automotive industry. In: Dovbischuk, I., Siestrup, G., Tuma, A. (eds) Nachhaltige Impulse für Produktion und Logistikmanagement. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-21412-8_12
Download citation
DOI: https://doi.org/10.1007/978-3-658-21412-8_12
Published:
Publisher Name: Springer Gabler, Wiesbaden
Print ISBN: 978-3-658-21411-1
Online ISBN: 978-3-658-21412-8
eBook Packages: Business and Economics (German Language)