Top

Published in:

2021 | OriginalPaper | Chapter

The Concept of Sub-supplier Specific Investments as a Development Tool

Author : Julia Burkhardt

Published in: Sub-Supplier Management

Publisher: Springer International Publishing

Activate our intelligent search to find suitable subject content or patents.

search-config

AI-assisted search

Off

Abstract

This chapter gives an overview of the concept of placing sub-supplier specific investments. Motivations of sub-supplier specific investments are discussed, and a classification of sub-suppliers is introduced. Interactions between the firm and the triad as well as the safeguarding of the firm’s investment are evaluated, and an overview of internal and external barriers to the execution of sub-supplier specific investments is given.

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

previous chapter Sub-supplier Management Capabilities

next chapter Sub-supplier Management and Sustainability

One common citation of performance measurement was developed by Neely, Gregory, and Platts (1995): “Performance measurement can be defined as the process of quantifying the efficiency and effectiveness of action.” A positive performance is also achieved if the highest possible output is generated through the lowest input of resources (Burkhardt 2018).

Extracted from Burkhardt (2019).

The whole case can be read in Norrman and Jansson (2004).

The paragraph about Nestlé used information retrieved from sources that have been provided by Nestlé on their website: Nestlé in society. Creating Shared Value and meeting our commitments 2016. Full report, 2017 (https://www.nestle.com/asset-library/documents/library/documents/corporate_social_responsibility/nestle-in-society-summary-report-2016-en.pdf).

Borgatti SP, Li X (2009) On social network analysis in supply chain context. J Supply Chain Manag 45(2):5–22CrossRef

Burkhardt JK (2018) Specific investments in the supply chain—a literature review on the state-of-the-art knowledge with an outlook on safeguarding mechanisms and avenues for future research. In: Bode C, Bogaschewsky R, Essig M, Lasch R, Stölzle W (eds) Supply management research: advances studies in supply management. Springer Gabler, Wiesbaden, pp 129–147

Burkhardt JK (2019) Sub-supplier management—developing lower-tier suppliers through sub-supplier specific investments. Difo-Druck, Untersiemau

Cannon JP, Achrol RS, Gundlach GT (2000) Contracts, norms and plural form governance. J Acad Mark Sci 28(2):180–194CrossRef

Choi TY, Kim Y (2008) Structural embeddedness and supplier management: a network perspective. J Supply Chain Manag 44(4):5–13CrossRef

Ebers M, Semrau T (2015) What drives the allocation of specific investments between buyer and supplier? J Bus Res 68(2):415–424CrossRef

Hitt MA, Darcin MT, Levitas E, Arregle J-L, Borza A (2000) Partner selection in emerging and developed market contexts: resource-based and organizational learning perspective. Acad Manag Rev 26(2):264–288

Hofstetter J (2016) Towards a framework for sub-supplier management. Paper presented at the meeting of the Academy Of Management, Anaheim, CA

Hult GTM, Ketchen DJ Jr, Slater SF (2004) Information processing, knowledge development, and strategic supply chain performance. Acad Manag J 47(2):241–253

Kraljic P (1983) Purchasing must become supply management. Harv Bus Rev 61(5):109–117

Macneil I (1980) The new social contract, an inquiry into modern contractual relations. Yale University Press, New Haven, CT

Norrman A, Jansson U (2004) Ericsson’s proactive supply chain risk management approach after a serious sub-supplier accident. Int J Phys Distrib Logist Manag 34(5):434–456CrossRef

Rob R, Yang H (2010) Long-term relationships as safeguards. Economic Theory 43(2):143–166CrossRef

Shan W, Hamilton W (1991) Country-specific advantage and international cooperation. Strateg Manag J 12:419–432CrossRef

Wagner SM, Bode C (2013) Supplier relationship-specific investments and the role of safeguards for supplier innovation sharing. J Oper Manag 32(3):65–78CrossRef

Williamson OE (1985) The economic institution of capitalism: firms, markets, relational contracting. Free Press, New York

Williamson OE (1991) Strategizing, economizing, and economic organization. Strateg Manag J 12:75–94CrossRef

Yan T, Choi T, Kim Y, Yang Y (2015) A theory of the nexus supplier. A critical supplier from a network perspective. J Supply Chain Manag 51(1):52–66CrossRef

Title: The Concept of Sub-supplier Specific Investments as a Development Tool
Author: Julia Burkhardt
Publisher: Springer International Publishing
Book: Sub-Supplier Management
Print ISBN: 978-3-030-75574-4

Electronic ISBN: 978-3-030-75575-1

Copyright Year: 2021
DOI: https://doi.org/10.1007/978-3-030-75575-1_5