اثر استراتژی بر پیکربندی زنجیره تامین و مدیریت بر مبنای دو زنجیره تامین در صنعت خودرو مجارستان

Supply chain management (SCM) usually goes beyond company boundaries. Cooperating parties are required, who decide to work together. The way this cooperation evolves depends on the strategies and practices of the parties. In this paper, we examine the connection between strategy and SCM. Our objective is to analyze how the strategy of focal companies determines the supply chain (SC) configuration and management practices used between SC parties. The analysis is based on 17 interviews within two SCs from the Hungarian automotive industry, where SCs are defined through the assemblers (Audi and Suzuki) as focal companies. Our results support the proposition that the connection between strategy and SCM (configurations and practices) is very strong. It is underlined not only by the comparison of the two SCs but can also be detected in the strategic change at one of the focal companies which resulted in SC changes, as well. Besides the main objective a detailed view is provided on the past, present and future of the Hungarian automotive industry.

Due to globalization competition is extremely fierce nowadays. Thus, multinational companies (MNCs) continuously screen to find locations where they can use their resources more economically and/or they can sell more products. Since MNCs concentrate on their core competences (Prahalad and Hamel, 1990), they usually use a lot of suppliers, either local or international (Senter and Flynn, 1999). Local suppliers are usually keen to join MNCs. Knowing the principle of scale economies, suppliers believe that this is a huge opportunity to grow. However, they have to compete with international suppliers and they have to make a lot of improvements, especially in less-developed countries, to reach the required operational standards. The questions then arise: how can these suppliers join the supply chain of multinationals? What systems do they have to adapt, how do they have to organize themselves to manage their relationships and coordinate the work? Do they have bargaining power in this relationship? Do they get any support to reach the required standard? What does it mean in real life to be a partner? We believe that answers to these questions are largely affected by the strategy of the MNCs: what are the motives and intended speed of growing and investing in a given subsidiary? Why is this subsidiary important in the portfolio of the corporation? Can they get access to new market or capabilities in that location? How will it affect the competitiveness of the corporation? In this paper we make connections between the two sets of questions (local supplier involvement and MNCs’ strategies). Based on interviews in two Hungarian automotive supply chains (SCs), we investigate how the founded subsidiaries of MNCs form their relationship with their local suppliers depending on their different strategies. We examine SC configuration and supply chain management (SCM) practices. After discussing the literature and the survey methodology, the subsidiary strategy of MNCs are analyzed. Then the strategic features of subsidiaries are in focus and the impacts of these features on suppliers are investigated. Next, the SC configuration and management practices are highlighted in relation to the strategies described earlier. Finally, before the conclusions, a strategic change at one of the subsidiaries and its consequences on the suppliers and on the Hungarian economy are detailed.

This paper was exploratory. We have tried to understand why and how automotive supply chains (SCs) work in Hungary. Why MNCs came here, what were their motives and strategy to locate a subsidiary in Hungary and how they developed their relationships with local suppliers? Based on our interviews we found some clear indications for the relationship between focal company strategies and SC configuration and practices. The global player with economies of scale and existing European history has mainly large partners as system integrators; it does not strive to find local suppliers if they do not reach the requirements, basically in terms of cost. The regional player with a starting European business, due to its small capacities, is forced to find local partners and has to train and help them financially to reach the required quality and cost standard. The only alternative is to establish in-house manufacturing. However, as the market is developed, capacities increase, the changing strategy radically changes the expectations of this player towards existing suppliers. We believe that our results contribute to the literature mainly by describing case studies regarding the connection between company strategies and SCM. The paper also gives some hints for practitioners showing the critical points and projected future for potential suppliers.