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Supplier relations and management: A survey of Japanese, Japanese‐transplant, and U.S. auto plants

1991; Wiley; Volume: 12; Issue: 8 Linguagem: Inglês

10.1002/smj.4250120802

1097-0266

Michael A. Cusumano, Akira Takeishi,

Outsourcing and Supply Chain Management

Abstract This article presents the results of a questionnaire survey sent to a sample of automobile manufacturers in the United States and Japan (including Japanese‐managed plants in the United States) during the spring of 1990. The data support observations that Japanese and U.S. practices tend to differ in key areas and Japanese suppliers perform better in dimensions such as quality (defects) and prices (meeting targets, reducing prices over time); and that Japanese‐managed auto plants established in the United States have, in general, adopted Japanese practices and receive extremely high levels of quality from Japanese as well as U.S. suppliers. These findings provide evidence that Japanese practices and performance levels are transferable outside Japan and suggest that considerable improvements are possible for U.S. suppliers supplying U.S. auto plants. In addition, the survey indicates that U.S. firms have adopted at least some practices traditionally associated with Japanese firms, apparently reflecting some convergence toward Japanese practices and higher performance levels in supplier management.