ارتباط با تأمین کنندگان قوی: درس کلیدی از رکود اقتصادی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|21272||2014||11 صفحه PDF||سفارش دهید||6613 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Business Horizons, Volume 57, Issue 2, March–April 2014, Pages 203–213
Recent events in the economic and natural environments have tested buyer-supplier relationships like never before. Based on dyadic buyer-supplier case data from a variety of industries that were deeply affected by the 2008–2009 recession, this article explores how long-term relationships responded to an economic downturn. Prior to the downturn, these mutually dependent relationships all appeared to be very similar to each other and were characterized by significant value-added and social capital stores. However, due to varying degrees of bounded rationality, the relationships were affected differently and responded differently to the downturn. Based on the characteristics of the relationship, we develop a framework of three types of close supplier alliances. This framework can be used to assess such relationships and likely responses to adversity to reduce unpleasant surprises for the alliance partners. This article also provides a set of lessons learned for managers.
The economic downturn of 2008–2009 was the most severe and longest economic decline the United States has faced since the Great Depression. The Great Recession officially lasted 18 months, covering the first quarter of 2008 through the second quarter of 2009, and the recovery has been slow. Metals (company names changed to protect confidentiality), one of the firms we studied, was experiencing record growth and profitability entering 2008. It had recently opened its fifth metal stamping facility and sales were strong. That changed dramatically at the end of 2008 when Metals’ fourth-quarter sales dropped by 45%. The first quarter of 2009 was even worse, with a 60% sales drop versus the prior year. To stay afloat, the firm reduced its operations from five to three plants and its headcount from approximately 300 to 120. Still, it fared better than companies that went out of business. The popular press and interviews conducted by researchers indicated that a number of companies laid off large numbers of people and shuttered their doors temporarily to minimize variable costs. U.S. annual unemployment more than doubled from pre-recession levels of 4.6% in 2007 to 9.7% in 2010. Virtually all industries were negatively affected (The American, 2009, Chandra, 2010, Khan, 2009, Raleigh, 2009 and Terreri, 2010). The economic downturn provided a unique opportunity to observe key supply chain relationships under conditions of a virtual stress test and to learn about their weaknesses, their resilience, and the value they bring to the respective parties. It created the opportunity to talk with managers who experienced unexpected—and sometimes unwelcome—changes in their most important supply chain relationships. It has been widely acknowledged that good supplier relationships can contribute favorably and significantly to firm success (Bensaou, 1999, Chen et al., 2004 and Lawson et al., 2009).