Building Global Supplier Networks: A Supplier Portfolio Entry Model

Department or Administrative Unit

Finance and Supply Chain Management

Document Type

Article

Author Copyright

Copyright © 2007 Emerald

Publication Date

2007

Journal

Journal of Enterprise lnformation Management

Abstract

Purpose The purpose of this article is to address critical issues on how a global enterprise establishes an effective supply network. The example of a Japanese firm operating in China illustrates a supplier portfolio entry model that has not previously been examined in the literature.

Design/methodology/approach - This paper proposes a research model based on theories of resource dependency and supplier networks. The model shows how profit optimization is achieved through a series of decisions that build an effective supplier network.

Findings - The concept of portfolio management is useful in optimizing profits through a supplier network.

Research limitations/implications - This research is based on a single case in one country, so it has limited validity. Further studies are also needed to examine more complex cases in multiple countries.

Practical implications - The leading enterprise (e.g. original equipment manufacturer) may effectively build its global network by strategically applying the key features of the supplier portfolio model.

Originality/value - Practitioners and academics may gain new insights into how a global enterprise was able to build an effective supplier network in China.

Comments

This article was originally published in Journal of Enterprise Information Management. The full-text article from the publisher can be found here.

Due to copyright restrictions, this article is not available for free download through ScholarWorks @ CWU.

Link to Full Text
Contact Author

Share

COinS