WHAT IS THE BEST PHASE OF MANAGING INTER-FIRM RELATIONSHIPS IN SUPPLY CHAINS?

Yıl 2023, , 234 - 246, 24.05.2023

Mustafa İncekara

https://doi.org/10.17753/sosekev.1215726

Öz

The level of innovation in a product should determine the best stage at which inter-relationship collaboration in a supply chain is engaged in developing new products. Unfortunately, there is a lack of consensus in the relevant literature on the specific stage for inter-relationship collaboration in a supply chain in transformative technologies. For example, the inter-relationship collaboration in a supply chain becomes significant at a later stage of disruptive innovation when the most cutting-edge product or technology must be marketed. On the other hand, inter-relationship collaboration in a supply chain should be included in the innovation process at a much earlier stage to ensure a more comprehensive supplier engagement. Several researchers have examined suppliers' role in product innovations; nevertheless, none of the published supplier integration models are directly connected to the issue of at what point suppliers need to be integrated into the product innovation process. Therefore, this article aims to propose a blueprint for inter-relationship collaboration in a supply chain during product innovation phases, with an emphasis on the stage of involvement applicable to both incremental and disruptive innovation. In addition, various aspects concerning inter-relationship collaboration in a supply chain in the different phases of product invention are subjected to an in-depth investigation.

Anahtar Kelimeler

Supply chain management, Inter-firm relationship, Disruptive innovation

Tedarik Zincirinde Firmalar Arası Ilişkileri Yönetmenin En Iyi Aşaması Hangisidir?

Öz

Bir üründeki yenilik düzeyi, yeni ürünler geliştirme sürecinde bir tedarik zincirindeki ilişkiler arası işbirliğinin devreye girdiği en iyi aşamayı belirlemelidir. Dönüştürücü teknolojilerde bir tedarik zincirinde ilişkiler arası işbirliğine yönelik belirli bir aşamaya ilişkin ilgili literatürde fikir birliği eksikliği vardır. Bir tedarik zincirindeki ilişkiler arası işbirliği, yıkıcı yeniliğin daha sonraki bir aşamasında, en son teknoloji ürünü veya teknolojinin pazarlanması gerektiğinde önemli hale gelir. Öte yandan, tedarik zincirindeki ilişkiler arası işbirliği, tedarikçinin sürece daha kapsamlı bir şekilde dâhi olmasını sağlamak için yenilik sürecine çok daha erken bir aşamada dâhil edilmelidir. Birkaç araştırmacı, tedarikçilerin ürün yeniliklerinde oynadığı rolü inceledi; bununla birlikte, yayınlanan tedarikçi entegrasyon modellerinin hiçbiri, tedarikçilerin ürün inovasyon sürecinde hangi noktada entegre edilmesi gerektiği konusuyla doğrudan bağlantılı değildir. Bu nedenle, bu makalenin amacı, hem artımlı yenilik hem de yıkıcı yenilik için geçerli olan katılım aşamasına vurgu yaparak, ürün yenilik aşamalarında bir tedarik zincirinde ilişkiler arası işbirliği için bir plan önermektir. Ek olarak, ürün keşfinin farklı aşamalarında bir tedarik zincirindeki ilişkiler arası işbirliğine ilişkin çeşitli yönler derinlemesine bir araştırmaya tabi tutulur.

Anahtar Kelimeler

Tedarik zinciri yönetimi, Firmalar arası ilişki, Yıkıcı inovasyon

Kaynakça

• Chesbrough, H.W. (2003). The Era of Open Innovation, Sloan Management Review, 44(33), 35-41.
• Choi, T. Y., & Krause, D. R. (2006). The supply base and its complexity: Implications for transaction costs, risks, responsiveness, and innovation. Journal of Operations Management, (24), 637-652.
• Cousins, P. D., & Lawson, B. (2007). The Effect of Socialization Mechanisms and Performance Measurement on Supplier Integration in New Product Development. British Journal of Management, 18(1), 311–326.
• Dyer, J. H. (2000). Collaborative advantage: Winning through extended enterprise supplier networks. Oxford University.
• Dyer, J. H., & Singh, H. (1998). The relational view: cooperative strategy and sources of interorganizational competitive advantage. Academy of management review, 23(4), 660-679.
• Eisenhardt, K. M., & Tabrizi, B.N. (1995). Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry. Administrative Science Quarterly, 40(1), 84-110.
• Fliess, S., & Becker, U. (2006). Supplier integration—Controlling of co-development processes. Industrial Marketing Management, 35(1), 28–44.
• Gassmann, O., Enkel, E., & Chesbrough, H. (2010). The future of open innovation. R&D Management, 40(3), 213-221.
• Grant, R. M., & Baden‐Fuller, C. (2004). A knowledge accessing theory of strategic alliances. Journal of management studies, 41(1), 61-84.
• Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., (2019). Multivariate data analysis (8th ed.). Cengage Learning.
• Handfield, R., Ragatz, G., Petersen K., & Monczka, R. (1999). Involving suppliers in new product development. California Management Review, 42(1), 59-82.
• Hartley, J. L., Meredith, J. R., McCutcheon, D., & Kamath, R. R. (1997). Suppliers' contributions to product development: An exploratory study. IEEE Transactions on Engineering Management, 44(3), 258–267.
• Hippel, E. V. (1988). The sources of innovation. Oxford University.
• Johnsen, T. Phillips, W. Caldwell, N., & Lewis, M. (2006). Centrality of customer and supplier interaction in innovation. Journal of Business Research, 59(6), 671-678.
• Koufteros, X., Vonderembse, M., & Jayaram, J. (2005). Internal and External Integration for Product Development: The Contingency Effects of Uncertainty, Equivocality, and Platform Strategy. Decision Sciences, 36(1), 97–133.
• Lilien, G., & Yoon, E. (1990). The Timing of Competitive Market Entry: An Exploratory Study of New Industrial Products. Management Sciences, 36(5), 568-585.
• McGrath, R.G., Tsai, M.-H. Venkataraman, S., & MacMillan I.C. (1996). Innovation, Competitive Advantage and Rent: A Model and Test. Management Science, 42(3), 389–403.
• Mikkelsen, O.S., & Johnsen, T.E. (2019). Purchasing involvement in technologically uncertain new product development projects: challenges and implications. Journal of Purchasing and Supply Management, 25(3), 1–3.
• Luzzini, L., Amann, M., Caniato, F., Essig, M., & Ronchi, S. (2015). The path of innovation: purchasing and supplier involvement into new product development. Industrial Marketing Management, 47, 109–120.
• Petersen, K. J., Handfield, R. B., & Ragatz, G. L. (2005). Supplier integration into new product development: coordinating product, process and supply chain design. Journal of Operations Management, 23(3-4), 371–388.
• Phillips, W., Lamming, R., Bessant, J., & Noke, H. (2006). Discontinuous Innovation and Supply Relationships: Strategic Dalliances. R&D Management, 36(4), 451-461.
• Pinkse, J., Bohnsack, R., & Kolk, A. (2014). The Role of Public and Private Protection in Disruptive Innovation: The Automotive Industry and the Emergence of Low-Emission Vehicles. Journal of Product Innovation Management, 31(1), 43-60.
• Pulles, N. J., Veldman, J., & Schiele, H. (2014). Identifying innovative suppliers in business networks: An empirical study. Industrial Marketing Management, 43(3), 409-418.
• Ragatz, G. L., Handfield, R. B., & Petersen, K. J. (2002). Benefits associated with supplier integration into new product development under conditions of technology uncertainty. Journal of Business Research, 55(5), 389-400.
• Roy, S., & Sivakumar, K. (2010). Innovation generation in upstream and downstream business relationships. Journal of Business Research, 63(12), 1356-1363.
• Ragatz, G.L., Handfield, R.B., & Scannell, T.V (1997). Success factors for integrating suppliers into new product development, Journal of Product Innovation Management, 14(3), 190–202.
• Salomo, S., Gemuenden, H.G., & Billing, F (2007). Dynamisches Schnittstellenmanagement radikaler Innovationsvorhaben. Management der fruehen Innovationsphasen: Grundlagen - Methoden - Neue Ansaetze, C. Herstatt, and B. Verworn, (eds.), Wiesbaden: Gabler, 215–248.
• Sampson, R. C. (2007). R&D alliances and firm performance: The impact of technological diversity and alliance organization on innovation. Academy of management journal, 50(2), 364-386.
• Song, M. & Di Benedetto, C. (2008). Supplier's involvement and success of radical new product development in new ventures. Journal of Operations Management, 26(1), 1–22.
• SPSS 25. (2017). IBM SPSS Statistics for Windows, Version 25.0. IBM Corp., Armonk, NY.
• Wagner, S. M., & Bode, C. (2014). Supplier relationship-specific investments and the role of safeguards for supplier innovation sharing. Journal of Operations Management, 32(3), 65-78.
• Wagner, S. M., & Hoegl, M. 2006. Involving suppliers in product development: Insights from R&D directors and project managers. Industrial Marketing Management, 35(8), 936–943.
• Wu, Z., & Choi, T. Y. (2005). Supplier–supplier relationships in the buyer–supplier triad: Building theories from eight case studies. Journal of Operations Management, 24, 27-52.
• Wynstra, F., & Ten Pierick, E. (2000). Managing supplier involvement in new product development: a portfolio approach. European Journal of Purchasing & Supply Management, 6(1), 49-57.
• Zhou, K. Z., & Li, C. B. (2012). How knowledge affects radical innovation: Knowledge base, market knowledge acquisition, and internal knowledge sharing. Strategic management journal, 33(9), 1090-1102.