著者
王 珊
出版者
アジア経営学会
雑誌
アジア経営研究 (ISSN:24242284)
巻号頁・発行日
vol.22, pp.103-115, 2016 (Released:2017-03-31)
参考文献数
43

In the automobile industry, the Japanese supplier system has been evaluated as one of the crucial factors which support the growth of the industry in history. Regarding the previous research of automotive parts suppliers, “Drawings supplied” and “Drawings Approved” features are recognized as one of standard methods which are used to evaluate the technological capability of suppliers. However, accompanied with the technological progresses, the advanced development phase for both auto-makers and their suppliers is becoming to be considered more and more important, and this phase is implemented ahead of yielding “the drawings”. Moreover, the supplier engaged in the advanced development phase may not be properly assessed based on the previous research. Thus, it is worth discussing the relationship between auto-makers and their suppliers on which focus the advanced development phase. This thesis uses the case study of Denso Germany and Denso Japan which present the No.1 Japanese automotive supplier, to analyze the contribution of Japanese supplier in the advanced development phase by transaction governance theory framework. In addition, it suggests the two possibilities for Japanese suppliers with plans to expand their business in China.
著者
王 珊
出版者
アジア経営学会
雑誌
アジア経営研究 (ISSN:24242284)
巻号頁・発行日
vol.23, pp.17-29, 2017 (Released:2018-01-01)
参考文献数
55

In recent years, early involvement in advanced engineering has become increasingly important for automotive suppliers. A supplier engaged in advanced engineering affects development competition and has a higher probability of being selected as the mass production supplier. Therefore, global suppliers are encouraged to engage in the advanced engineering phase. However, suppliers have their own individual strategic methods of approaching automotive OEMs. The Korean market is a strategic target for global suppliers. The Korean OEM, Hyundai Motor Company (HMC) is widely regarded as a late starter. It has grown rapidly and it recently achieved the fifth position in the global vehicle sales world ranking for Global OEMs. The HMC headquarters are the centralized authority for R&D as well as for mass production. Thus, in obtaining business with HMC, approaching the headquarters is particularly crucial. On the other hand, HMC needs global suppliers’ development capability to improve quality and reduce cost. However, the supplier’s attitude determines whether the know-how can be transferred to HMC. This study uses the transaction between Denso and HMC as a case study, and observes how Denso engages in HMC’s advanced engineering phase and influences the mass production supplier selection processes later. Using transaction governance theory, this study discusses the effects of raising quality, reducing production cost, and controlling opportunism through early supplier involvement in advanced engineering. This research model would be a useful reference for observing the level of development and prospecting in developing countries’ OEMs.
著者
王 珊
出版者
アジア経営学会
雑誌
アジア経営研究 (ISSN:24242284)
巻号頁・発行日
vol.24, pp.61-73, 2018 (Released:2019-04-01)
参考文献数
25

In terms of business strategies among global automotive suppliers, it is generally thought that the earlier a supplier becomes involved in OEMs’ advanced development phase, the greater the possibility of that supplier being selected as a mass production supplier. While the use of this strategy can lead to increased profits and company growth, it is absolutely inappropriate in transacting with local Chinese OEMs (COEMs). This is because with COEMs, the advanced development phase is typically outsourced to independent engineering companies, thus eliminating the need for supplier involvement in that phase. Despite such market constraints, Japanese suppliers are aggressive about approaching COEMs as strategic cooperation partners. This paper takes up the case study of Denso China, and examines transactions between Denso and COEMs, from the advanced development phase to mass production; this is done to determine how transaction governance contributes to reduced costs and improved quality, and to mitigating opportunism.