自動車部品サプライヤーのマスカスタマイゼーション戦略
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概要
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In recent years, some literature have pointed out that Japanese automobile-manufacturers buy most components from multiple suppliers and component-suppliers in turn sell a certain type of components to multiple competing automobile-manufactures. So, we should view manufacturer-supplier relationships as part of "network form", rather than as merely dyadic relations. But, for the most part, existing literature has mostly discussed Japanese manufacturer-supplier relationships from the view of automobile-manufactures, and more or less tended to ignore the management of suppliers that have their multiple range of customers. In this paper, we discuss about what is the critical difficulties of the management of suppliers that sell their components to multiple customers, and we emphasize the importance of the research from the view of "auto-component suppliers' mass-customization management". And then, based on a few case studies, we suggest that the most critical things to that strategies' success are "mind switching" of the auto-component suppliers. We mean that auto-component suppliers have to change their mind, from the ones which is "to do just as customers' request is the best way", but to the ones which is "to present best QCD by way of standardization of the core system (i. e. products, development processes, production processes, delivery processes, etc.) among products for multiple customers is the best things for automobile-manufactures".
- 日本経営学会の論文
- 2001-07-10
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関連論文
- 自動車部品取引のネットワーク構造とサプライヤーのパフォーマンス
- 自動車部品サプライヤーのマスカスタマイゼーション戦略
- バブル崩壊後における日本の自動車部品取引構造の変化
- 「日本の自動車部品取引構造の変化とサプライチェーン・マネジメントの今後の課題」(統合オペレーション(1))