By M Briers

ISBN-10: 0868407216

ISBN-13: 9780868407210

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Extra info for Controls in Strategic Supplier Relationships

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While this was at least partly as a consequence of Firm A moving to a new contract-oriented supply strategy, the point remains that this transition needs to be carefully implemented. CONCLUSION 39 Table 5 The mix of controls used at Firm A and Firm B Control Firm A Firm B Character-based trust Initially central at Firm A. Evaluations of supplier characteristics were carried out and the `fit of culture' with all potential suppliers assessed. Initially central at Firm B. Evaluations of the characteristics and culture of potential suppliers were required in the supplier selection process.

16 (2), 1991, pp. 185-200: [1991b]. Porter ME, Competitive advantage of nations, Macmillan, London, 1990. ', California Management Review, Fall 1987, pp. 67-87. Powell WW, `Neither market nor hierarchy: network forms of organisation', Research in Organisational Behaviour, vol. 12, 1990, pp. 295-336. Ring PS and Van de Ven AH, `Structuring cooperative relationships between organizations', Strategic Management Journal, vol. 13, 1992, pp. 483-98. Zucker L, `Production of trust: institutional sources of economic structure, 1840-1920', Research in Organisational Behaviour, 1986, pp.

Despite these difficulties, the continuing negotiations had the desired effect of increasing machine availability. The bearings contract, by contrast, delivered major benefits to Firm A along these lines and was held up as a timely success story. We also outlined the many potential benefits associated with the implementation of such supply chain strategies. To support these claims, we reviewed published surveys, which found that many firms had benefited from the development of SSRs including improved profits.

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