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2024 | OriginalPaper | Buchkapitel

11. Manufacturing Supply Chains in East Asia: Advantages, Drawbacks and Perspectives

verfasst von : Martin Hemmert

Erschienen in: Produktions- und Informationsmanagement

Verlag: Springer Fachmedien Wiesbaden

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Abstract

The organization of supply chains in manufacturing industries has attracted strong attention by researchers and business practitioners, as it is perceived to influence the competitiveness not only of individual firms, but of entire supply chains and even of entire industries across countries . Supply chain organization broadly consists of two aspects: supply chain configuration and supply chain coordination. Supply chain configuration addresses the division of labor across supply chain participants, which is closely related to the degree of individual firms’ vertical integration and thereby to the question of what are efficient boundaries of firms.

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Fußnoten
1
Nishiguchi (1994, pp. 5–9; Li et al. (2006, pp. 107–108).
 
2
Coase (1937, pp. 390–398).
 
3
Hemmert (1999, p. 493).
 
4
Womack et al. (1991, pp. 138–168); Nishiguchi (1994, pp. 143–208).
 
5
Aoki & Lennerfors (2013a, pp. 109–110).
 
6
Chang (2003, pp. 113–123); Thun (2018, pp. 11–16).
 
7
Paprzycki (2005, p. 40).
 
8
Components have also been exceptionally manufactured in-house. However, in-house procurement has been found to amount to no more than approximately 5 % of all parts and components procured by major Japanese manufacturers in recent years (Takeishi & Noro, 2017, p. 22).
 
9
Nishiguchi (1994, p. 122).
 
10
Keiretsu literally means “chain” in Japanese. The keiretsu concept is very broad and can be applied both to horizontal and to vertical linkages between firms in the Japanese context (Waldenberger, 2016, p. 35). In this chapter, vertical keiretsu are referred to as linkages between producers and their suppliers in manufacturing supply chains.
 
11
Waldenberger (2016, p. 40).
 
12
Kosaka et al. (2020, p. 40).
 
13
Aoki & Lennerfors (2013b, p. 76).
 
14
Miwa & Ramseyer (2000, p. 2652).
 
15
Paprzycki (2005, p. 40).
 
16
Chaebol literally means “financial group” in Korean. Chaebols are understood as conglomerates consisting of large companies which are family-owned and managed by family members (Yoo & Lee, 1987, p. 9).
 
17
Jacobides et al. (2016, p. 1957); Campling et al. (2021, p. 144).
 
18
Wad (2008, pp. 60–62); Campling et al. (2021, p. 145).
 
19
Hur et al. (2004, pp. 155–159).
 
20
Kim et al. (2006, p. 14).
 
21
Chang (2003, pp. 113–117); Hemmert (2018, pp. 120–124).
 
22
Campling et al. (2021, p. 141).
 
23
Wad (2008, p. 47).
 
24
Fang et al. (2008, pp. 9–14).
 
25
Thun (2018, p. 12).
 
26
Hemmert (2023, p. 288).
 
27
Teagarden & Fifi (2015, p. 9).
 
28
Thun (2018, p. 17).
 
29
Kumar et al. (2018, p. 469).
 
30
Nishiguchi (1994, pp. 19–49).
 
31
Nishiguchi (1994, pp. 90–119).
 
32
Dyer & Chu (2011, pp. 29–31).
 
33
Hemmert (1999, p. 42).
 
34
Coase (1937, pp. 394–396).
 
35
Waldenberger (2016, p. 42).
 
36
Waldenberger (2016, p. 41).
 
37
Hemmert (1999, pp. 492–493).
 
38
Hemmert (1999, p. 508).
 
39
Chang (2003, pp. 114–117).
 
40
Hur et al. (2004, p. 155, 157.
 
41
Chang (2003, pp. 98–103).
 
42
Hemmert (2018, pp. 16–18).
 
43
Campling (2021, pp. 144–146).
 
44
Brandt et al. (2017, pp. 198–203).
 
45
Thun (2018, pp. 13–17).
 
46
Thun (2018, p. 17).
 
47
Qi et al. (2009, p. 672).
 
48
Nishiguchi (1994, pp. 171–181).
 
49
Meixell & Gargeya (2005, pp. 531–534).
 
50
Jacobides et al. (2016, pp. 1949–1950).
 
51
Lee & Gereffi (2015, p. 326).
 
52
Sturgeon & Kawakami (2011, pp. 122–123).
 
53
Burström et al. (2021, pp. 86–88).
 
54
Singh et al. (2019, pp. 79–82).
 
55
Internationally more experienced firms tend to perform better in global business than less experienced peers, as the former can be expected to incur less liability of foreignness (Zaheer, 1995) than the latter.
 
56
Aoki & Lennerfors (2013a, pp. 110–112); Kosaka et al. (2020, pp. 43–44).
 
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Metadaten
Titel
Manufacturing Supply Chains in East Asia: Advantages, Drawbacks and Perspectives
verfasst von
Martin Hemmert
Copyright-Jahr
2024
DOI
https://doi.org/10.1007/978-3-658-46113-3_11

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