Combining extant literature with insights from the case, we argue that incumbent firm face five barriers-maintaining community of members (existing suppliers must comply to Industry 4.0 standards), composing value chains (supplier ranking and match-making), integrating processes (collaboration rules and interfaces), linking infrastructures (selective shop-floor data integration), activating demand-driven value chain (collaborative workflow execution)-and that these concerns are systemically interrelated. We explain the reasons why these kinds of value chains emerge and how firms and their suppliers can benefit from them by presenting a longitudinal case study of OEM and their supplier cluster. This research provides insights from the biggest European aerospace manufacturer (OEM) collaborative strategy, that shows how many incumbent firms could reduce resources spent on direct collaboration with their suppliers (while suppliers on their own could utilize their surplus capacities) by creating short-term value chains facilitated by Risk-sharing Supplier and enforced by cyber-physical systems.
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