EDI performance in the automotive supply chain

International Journal of Technology Management

Volumn 20, Issue 3, 2000, Pages 287-303

  Rassameethes, Bordin ^a,c,d,e,f,g   Kurokawa, Susumu ^a,c,h,i,j,k   LeBlanc, Larry J ^b,l,m,n,o,p  

^a VANDERBILT UNIVERSITY   (United States)

^b VANDERBILT UNIVERSITY   (United States)

^c VANDERBILT UNIVERSITY   (United States)

^d KASETSART UNIVERSITY   (Thailand)

^e UNIVERSITY OF MIAMI   (United States)

^f NORTH CAROLINA STATE UNIVERSITY   (United States)

^g TANG Computer   (United States)

^h KOBE UNIVERSITY   (Japan)

ⁱ MASSACHUSETTS INSTITUTE OF TECHNOLOGY   (United States)

^j SOCIAL SCIENCE RESEARCH COUNCIL   (United States)

^k The Japan Foundation   (Japan)

^l NORTHWESTERN UNIVERSITY   (United States)

^m Inst Operations Res the Mgmt Sci

ⁿ Telecom Section of INFORMS

^o Transportation Research

^p ORANGE LABS   (France)

more..

Author keywords

[No Author keywords available]

Indexed keywords

AUTOMOTIVE INDUSTRY; DATA STRUCTURES; ELECTRONIC COMMERCE; ELECTRONIC DATA INTERCHANGE; OUTSOURCING; RESOURCE ALLOCATION; STRATEGIC PLANNING;

SUPPLY CHAIN MANAGEMENT;

COMPUTER INTEGRATED MANUFACTURING;

EID: 0033709948     PISSN: 02675730     EISSN: None     Source Type: None    
DOI: 10.1504/ijtm.2000.002871     Document Type: Article

References (28)

1. Morgan, J. (1997) 'Integrated supply chains: how to make them work', Purchasing, 22 May, pp.32-37.
2. The critical path is defined as the shortest path to achieve results.
3. Davis, T. (1993) 'Effective supply chain management', Sloan Management Review, Vol. 34, No. 4, pp.35-46.
4. Walton, S. and Marucheck, A. (1997) 'The relationship between EDI and supplier reliability', International Journal of Purchasing and Materials Management, summer, pp.30-35.
5. Based on the AIAG training materials in EDI 301 (Implementing EDI with Your Automotive Suppliers), October 1997.
6. Beckett, B., Knill, B., Rohan, T. and Werner, G. (1990) 'New wizards of management', Industry Week, 19 March, p.62.
7. Donington, J. (1995) 'Electronic Data Interchange in the automotive industry', April, http://www.ftauto.com/public/mr/mr11.htm.
8. Chrysler Corporation (1998) 'Communicating within the extended enterprise', Electronic Commerce Article, 11 March, http://www.spin.chrysler.com.
9. Porter, M. (1986) 'Note on supplying the automobile industry', Harvard Business School Case.
10. Dyer, J. (1996) 'How Chrysler created an American Keiretsu', Harvard Business Review, July-August, pp.42-56.
11. 2 Institute, Austin.
12. Morell, J., Neal, W. and Fries, V. (1995) 'Executive summary of survey results: promoting EDI: building a foundation for support to small business', Industrial Technology Institute Center for Electronic Commerce, May, http://www.iti.org/cec/edi-surv/edisurv.htm.
13. A summary of the questionnaire items is shown in the appendix.
14. Liker, J., Kamath, R., Wasti, S. and Nagamachi, M. '(1996) Suppliers' involvement in automotive component design: are there really large US-Japan differences?', Research Policy, Vol. 25, pp.59-89, Jan.
15. Anonymous (1988) The ELM Guide to US Automotive Sourcing: A Reference Guide to the US Based Automotive OEM Parts & Components Manufacturers, East Lansing, Michigan: Elm, Inc.
16. Material Requirements Planning (MRP) is a system of planning and scheduling the time-phased materials requirements for production operations (Source: Adam, E. and Ebert, R. (1992) Production and Operations Management, Prentice Hall, Inc., Englewood Cliffs, New Jersey). Enterprise Resource Planning (ERP) is the computer system that automates procurement, manufacturing, finance, distribution, and human resources. It enhances a firm's ability to accurately schedule production, reduce inventories, and make on-time deliveries.
17. A firm's performance is measured by respondents' description of company performance during the past 5 years using a five-point scale (1 = not satisfied at all; 2 = not satisfied; 3 = neutral; 4 = satisfied; 5 = very satisfied.) Four performances are measured: sales growth, return on investment, profit growth, and manufacturing productivity. We summed the answers to these 4 questions for each company and used the median of these sums as a basis for defining high and low performance.
18. In the auto industry, companies usually do not send purchase orders. They are more likely to send planning schedules (830) to tell the supplier how many parts they need and when they need them.
19. A Value Added Network (VAN) is similar to a post office in that it provides a communications service to trading partners that want to exchange business documents. A VAN makes it possible to transmit all documents in one message while retrieving documents at the same time. Each mailbox is stored on the Value Added Network where it is secure from intruders. (Source: http://www.oakland.ecrc.org/vans.html)
20. Chrysler Corporation (1998) 11 March, http://www.spin.chrysler.com. ANX is a web-based network infrastructure designed to improve communications across automotive business partners. The Big Three view this technology as a preferred method for future automotive business and the only network link required for conducting commerce electronically within the automotive industry.
21. A smart catalogue is an electronic catalogue that allows purchasers to determine prices for customized specifications of basic products, typically with a web browser. A smart database is a database system that links each part ordered with vendors that supply that part.
22. A T-test is a procedure used for testing whether two population means are equal based on the results observed in two independent samples (Source: Norusis, M. (1997) SPSS 7.5 Guide to Data Analysis, Prentice Hall, Inc., Englewood Cliffs, New Jersey.)
23. A firm's size is measured by respondents' estimated sales volume in 1997. Large firms are those with higher sales than the median. Degree of EDI integration is measured by respondents' indication of level of EDI integration with their current business functions such as MRP and ERP using a six-point scale (0 = no EDI used; 1 = not integrated; 2 = very little; 3 = moderately; 4 = very much; 5 = fully integrated). We then found the median for these numbers.
24. Information based on interviews with purchasing department managers at the Saturn plant, Spring Hill, Tennessee (October 1998) and information technology managers at Mercedes-Benz, Tuscaloosa, Alabama (August 1998).
25. Prahalad, C. and Hamel, G. (1990) 'Core competence of the corporation', Harvard Business Review, May, pp.79-91.
26. Scala, S. and McGrath, R. (1993) 'Advantages and disadvantages of electronic data interchange', Information & Management, Vol. 25, pp.85-91.
27. Dunlap, D. (1998) 'Subaru keeps on rolling', Electronic Commerce World, February, pp.22-26.
28. Krungthep Turakij Newspaper, 24 June, 1996, Nation Publishing, Bangkok, Thailand.