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An Analysis of Japanese versus American Automakers' Supplier Relationships in Thailand

Author

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  • Michael Mejza
  • Tritos Laosirihongthong
  • Daniel I. Prajogo

Abstract

In the context of the US automobile market, past comparisons of automakers' supplier management practices show Japanese assemblers besting American counterparts along a number of dimensions despite American automakers' efforts to emulate Japanese practices. But recent studies suggest emergent American practices differ from traditional Japanese vertical keiretsu practices. Such a departure could affect American‐allied Japanese automakers in Thailand, a major global automotive export hub. This exploratory study of 383 automobile part and component suppliers in Thailand finds suppliers to Japanese assemblers distinguishable by higher priorities placed on delivery and flexibility, but on an equal basis with suppliers to American assemblers in terms of cost and quality priorities.

Suggested Citation

  • Michael Mejza & Tritos Laosirihongthong & Daniel I. Prajogo, 2013. "An Analysis of Japanese versus American Automakers' Supplier Relationships in Thailand," Transportation Journal, John Wiley & Sons, vol. 52(2), pages 209-233, April.
    • Handle: RePEc:wly:transj:v:52:y:2013:i:2:p:209-233
    DOI: 10.5325/transportationj.52.2.0209
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    References listed on IDEAS

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    1. Asanuma, Banri, 1989. "Manufacturer-supplier relationships in Japan and the concept of relation-specific skill," Journal of the Japanese and International Economies, Elsevier, vol. 3(1), pages 1-30, March.
    2. Christina L. Ahmadjian & James R. Lincoln, 2001. "Keiretsu, Governance, and Learning: Case Studies in Change from the Japanese Automotive Industry," Organization Science, INFORMS, vol. 12(6), pages 683-701, December.
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    Cited by:

    1. Tobias Schoenherr, 2018. "Leveraging Suppliers for Product Innovation Performance: The Moderating Role of Intellectual Capital," Transportation Journal, John Wiley & Sons, vol. 57(4), pages 365-398, November.

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