Integrating local suppliers in a global supply network

Purpose – The development of a local area supply chain network (LASCaN) is only as good as the skills and technological capabilities of the companies within that network. Recent studies have pointed to the lack of capability amongst local suppliers and hence many OEMs have now moved towards global supplier networks to meet demand. The purpose of this paper is to highlight the drivers which push companies to develop global supplier networks.Design/methodology/approach – Through the development of a case study approach, the paper chronicles the design, development and implementation of a supplier development programme (SDP). The programme is subsequently evaluated for its effectiveness in the subject company.Findings – The LASCaN is evaluated rigorously and describes accurately the effectiveness of the system and how the integration of the LASCaN into the global network allows the company to meet the demands of a fluctuating, mass customised market.Originality/value – The proposed SDP framework for the succ...

[1]  Kevin McCormack,et al.  The development of a supply chain management process maturity model using the concepts of business process orientation , 2004 .

[2]  Zoe J. Radnor,et al.  The development of supply chain management within the aerospace manufacturing sector , 2004 .

[3]  George Baltas,et al.  Organisational innovation in SMEs , 2004 .

[4]  Joe Sanderson,et al.  Opportunity and constraint in business‐to‐business relationships: insights from strategic choice and zones of manoeuvre , 2004 .

[5]  Ari Vepsäläinen,et al.  Trends in industrial supply chains and networks , 2003 .

[6]  Mike Simpson,et al.  Case study: transitory JIT at Proton Cars, Malaysia , 1998 .

[7]  Susan K. Lippert,et al.  Toward the development of an integrated model of technology internalization within the supply chain context , 2005 .

[8]  A. Beulens,et al.  Identifying sources of uncertainty to generate supply chain redesign strategies , 2002 .

[9]  William E. Youngdahl,et al.  Service‐driven global supply chains , 2000 .

[10]  Andrew Cox,et al.  The art of the possible: relationship management in power regimes and supply chains , 2004 .

[11]  Peter Hines,et al.  Internationalization and Localization of the Kyoryoku Kai: The Spread of Best Practice Supplier Development , 1994 .

[12]  S. Grossman,et al.  Oversea outsourcing - making it work , 2002 .

[13]  Uta Jüttner Supply chain risk management: Understanding the business requirements from a practitioner perspective , 2005 .

[14]  Purnendu Mandal,et al.  A conceptual model for quality integrated management in small and medium size enterprises , 1999 .

[15]  Robert J. Vokurka,et al.  A conceptual model of supply chain flexibility , 2003, Ind. Manag. Data Syst..

[16]  F. Vernadat Research agenda for agile manufacturing , 1999 .

[17]  R. Lowson Assessing the Operational Cost of Offshore Sourcing Strategies , 2002 .

[18]  H. Peck Drivers of supply chain vulnerability: an integrated framework , 2005 .

[19]  M. Bateman,et al.  Local supply chain development in the transition economies: the case of Kazakhstan , 1998 .

[20]  R. Lamming,et al.  Developing the concept of supply strategy , 1999 .

[21]  Rodney McAdam,et al.  Integrating business processes for global alignment and supply chain management , 2001, Bus. Process. Manag. J..

[22]  P. K. Bagchi,et al.  Supply chain integration : a European survey , 2005 .

[23]  Roy Westbrook Organizing for total quality: case research from Japan , 1995 .

[24]  Daniel R. Krause,et al.  Success factors in supplier development , 1997 .