Contemporary Supply Chain Management and Consultancy Management Techniques - Essay Example

Contemporary Supply Chain Management Contents 1.0 Executive Summary 2 2.0 Introduction 3 3.0 Sources of Data and Information Regarding Suppliers 4 3.1 Reasons for Collecting Data and Analysing Information regarding Suppliers 4 3.1.1 Better Knowledge of Supplier Strategy 4 3.2 Analytical Framework for Supply Market Analysis 5 3.2.1 Market Structure 5 3.2.2 Competition 6 3.2.3 Supply Chain 7 3.2.4 Environmental Factors 9 3.3 Retaining Relevant Information 9 3.4 Sources of Information 10 4.0 Legal and Ethical Requirements Relating to the Collection, Use and Storage of Data 11 4.1 Legal Obtaining and Processing the Data 12 4.1.1 Data Secured Storage: Data Structure and Format 13 4.1.2 Monitoring and Data Transfer 13 5.1 Decision-Making Frameworks to Support, the Suppliers 14 5.1.1 New Product Development 14 5.1.2 Supply Chain Management 15 5.1.3 Integration of the New Product Development (NPD)and Supply Chain Management (SCM) 15 5.1.4 Suitable Supplier for Jaguar Land Rover 16 6.0 Conclusion 21 7.0 Recommendations 21 8.0 References 23 1.0 Executive Summary The ever increasing competition especially in the global markets, that are characterised by the short life cycles of products, high quality of product, cheap prices and short delivery times in order to satisfy consumers who are demanding, are most likely to strictly prevail. Firms, globally, have responded appropriately to this environment that is competitive with diverse strategies and operations, for instance, downsizing or even concentrating on the core competencies. This means that firms need to rely on outside suppliers in order to provide higher quality inputs, delivery on-time, lowering cost and also constant innovation. Firms should, therefore, be always continuous in supplier development in order to ensure that the suppliers have similar capabilities and as well as same time, share same objectives and policies as theirs so as to compete in a competitive environments (Rashid, Maharjan, &Kimbara, 2008). The study was conducted by reviewing of various secondary sources. 2.0 Introduction In today’s business climate that is competitive, firms are increasing relying on their suppliers in delivering defect-free products, technologically advanced goods, in a cost-effective state and timely. However, often the suppliers my be devoid of the capability to perform sufficiently in these areas (Morgan, 1993). If the good or services that are offered by a supplier is somehow deficient in some respect, the purchasing firm might face the decision of either to look for other source of supply, or working with the suppliers that exist to remedy shortcomings. However, due to the uncertainty that concerns the locating of a better source, and the higher cost of looking for and evaluating of new suppliers, the buying firms might choose continuing to work with the present suppliers in order to improve the performances (Ploetner&Ehret, 2006). In addition, in order to facilitate the innovation process and achieving the objectives of reducing cost and as well providing quality, companies focus on strengthening and differentiating their capabilities and brands. Therefore, branding management has increasingly become significant while a large section of the development processes and production are handed to the suppliers. For example, the Japanese manufacturers that are led by Toyota company, have displayed very close relationships with their suppliers, in a way that includes exchanging information extensive and directing assistance to the suppliers. Therefore, this is some of the sources of strategic strength within the competitive business environment (Menard, 2004). Identify and select sources of data and information regarding suppliers. The paper focuses on identifying the legal and ethical requirements relating to the collection use and storage of data and information as well as selecting and applying appropriate decision-making frameworks to support suppliers selection. It would also analyse and present information to support the decisions regarding suppliers selection, and it would make reference to jaguar landrover company. 3.0 Sources of Data and Information Regarding Suppliers While the understanding of marketing supply has improved, it is important to understand better the markets that other suppliers are operating and how they shape the availability and nature of goods and services. Therefore, the analysis of the supply market is a technique that enables a company to fully understand how a market is working, the direction that a market is headed, the competition in the market, the main suppliers as well as the values which suppliers are placing on the authorities as customer. This could assist to improve, inform, and in shaping the tendering process that leads to improved procurement results, for instance, greater value for the money and service, minimised prices. 3.1 Reasons for Collecting Data and Analysing Information regarding Suppliers 3.1.1 Better Knowledge of Supplier Strategy Understanding how suppliers are operating, their market place, the reason they want to deal with the authorities and understanding long-term goals of such suppliers assist in obtaining value for the money. Therefore, analysing the supply markets might provide information that are valuable about the suppliers’ weaknesses and strengths. For instance, discovering that a given supplier is very keen on winning a Government contract yet the supplier might have challenges in fulfilling the orders. In addition, identifying comparable goods and services that are substitutable and that might be available from a more competitive and even less risk supply markets and, therefore, offer great value for the money. It also provides understanding a suppliers that is more advanced in technology in a certain sector as well as identifying opportunities that would enable to manage a supply chain and that would reduce the purchasing for cost goods and services. 3.2 Analytical Framework for Supply Market Analysis The information that is gathered during the research can be critically analysed by using the supply market analysis framework that provides a structure for analysis. Also, this framework could be applied in examining the market supply for a good and services as well as focusing on main areas that include; 3.2.1 Market Structure Supplying markets could range from an extreme scenario where many firms sell similar product or offer a particular service to a situation where one supplier is is only found (monopoly). In a more developed economy, a majority of the markets can fit into the two categories mentioned. It is unlikely to have a competition that is perfect in every market, one big challenge for contracting the authorities in a market is dealing with situations that are like monopoly or monopoly. However, in such scenario, the contracting authority powers is most likely to be limited and the power resides on the side of the suppliers who could apply their powers to set prices that are very high and as well influence the standards of the services that are available (Moser, 2009). Therefore, contracting authorities requires to consider on how they could develop an innovative mechanism that resolve potential challenges with the monopoly or close monopoly suppliers. However, depending on the reason for the relationship that is a monopoly, diverse options might be available to the authorities to redress the balancing. These include increasing the knowledge of about the suppliers identify opportunities in order to leverage merits, raise mutual dependency with the suppliers, produce the good and service as well as supporting the development of other suppliers. The market structure type would be affected by the level and types of the barriers to entry and exit in a certain market. Barriers to entry include licensing rights and patent, challenges in capital sourcing or government and labour regulations. However, when entry barriers are high, suppliers most likely would compete with the product type as well as the brand image instead of the price. Also, the supply markets with lower barriers are most likely to result in a great number of competitors, as well as price-based competition, would be more prevalent(Moser, 2009) . 3.2.2 Competition In conclusion, identifying the means that suppliers are competing in the market would provide data about the supply market dynamics as well as an expectation of a market. However, some companies can compete on the basis of a given factors that includes service, price, distribution, brand image and the product types. Some would compete on the price where they are having same service, product, and distribution. In addition, other organisation differentiate on the basis of the brand image, quality and standards of the service and more on less on price. The value of additional costs of the branded goods or associated services to contracting authority requires to be considered during the evaluation of suppliers (Moser, 2009). The competition level can as well be affected by level and type of barriers to entry or exit in a certain market. As it has been outlined barrier to entry can include licensing rights and patent; challenges in sourcing capital, labour as well as government regulations. In addition, it worth to carry out research on the life cycle of a product of all goods. However, if a certain product is sold very early in the during the cycle, there are chances that it would be more expensive, and it might be a subject to some teething difficulties. However, as the product is being developed and becoming mainstream, most likely it would be become cheap and of better quality. Finally as the product reach the maturity stage where quite a number of manufacturers are and as well retailers, the product is would easy and cheap to purchase. However, to purchase goods in later stages of the cycle as long as they fit for purpose and are not becoming obsolescent, could be of important benefit to the authorities. Finally, it is important to attempt forecasting future situations of the supply markets. This is by following the trends and examine the likelihood of the competitors who enter or leave the market and therefore it could assist suppliers to make better decisions in purchasing (Moser, 2009). 3.2.3 Supply Chain A supply chain comprises of members who are involved in all the stages of creating good and services from inputs via distribution, production, and marketing to the final consumer of the goods. Supply chains require to be examined in order to identify the added value of elements at every stage and also to identify the parts of supply vulnerability. Normally every participant in the supply chain introduce a mark-up price for the goods and services as they go though the chain in order to compensate for the value that was added to the development, sales and distribution stages. There is a need to identify the firms making up the chain in the supply market, a complexity of the supply chain. In addition, there is need to understand the contribution of every member in supply chain towards the end product, the transportation and delivery mean in the chain (Hong, &Jeong, 2006). For instance, domestic distributor of who is a specialist in a given field and sourced from out of the State will be expected to mark up the price in order to cover the handling and importation costs. The value that add component is the supplier who manages the risks that are associated with handling and importation of the goods. Although it might be cheap for a contracting authority seeking to purchase the goods directly from the supplier, the contracting authority will also require to manage the handling and importation costs and the risks associated. In addition, it would need to do a comparison with the trade off with the two alternatives and make a decision on the better option (Hong, &Jeong, 2006). In addition, it is possible that there might be unnecessary supply chain layers that are not adding value but are adding a delay in delivery and cost. The supply chain efficiency also needs consideration because some of the suppliers in the supply chain might not be reliable and are poorly managed. However, the contracting authority are supposed to be aware of some of those issues and, therefore, seek to manage them. Good management of the supply chain might include purchasing from diverse level, for instance, the wholesale suppliers. Such approach to purchasing will have to be weighed against benefits of buying from a local supplier (Hong, &Jeong, 2006). 3.2.4 Environmental Factors Understanding the reliability and competitiveness of a supply market that is relevant might involve collecting information that is regarding the external environment that affects the supply market. Environmental factors include political, legal, cultural, technological or economic elements that are affecting the supply market. In general, the main factors that would automatically affect purchasing decisions are the legal factors as well as the political factors that include policies. Full and very careful consideration require to be provided to factors, for instance, the rates of currency exchange if the products are entering into the overseas transactions that are out of the Euro zone. In addition, it is significant to conduct evaluation entire potential environmental factors for purchases that are of high value and sufficient or even where there is risk to the contracting authority that arise from purchase. Most of the factors are mostly identified by the product consumers and assess the records of the last transactions with a view to identifying main problems or issues(European Commission, 2009). 3.3 Retaining Relevant Information Information that is documented and gained through analysis of the supply markets is a main source of market, supplier and industry intelligence. Such data needs to be updated on an ongoing basis, in a situation where contracting authority buys high risk and expensive goods and services on a basis that is regular. The supplying base is constantly evolving and changing over time, and suppliers are constantly updating their management and marketing strategies. 3.4 Sources of Information Market and industries information is always available from diverse sources. Most of those that are involved in purchasing can access the on-line databases and research resources of their company, for example, the automotive industry. It is always recommended that research before it is carried it is important to use secondary sources that are published before conducting the actual primary research, and this involves information gotten for the first time, through conducting surveys and interviews. The secondary research provides better background data about the market and more specific issues or suppliers. In terms of the market data, this might include the size of the market as well as statistics, and main suppliers in a market (Moser, 2009). Specific information regarding the supplier might include the goods and services that are supplied by a particular organisation, company information and reports about plans in future. Once there is an understanding of the services or goods as well as the supply market that arise from the secondary research, talk to suppliers and consumer/ product users can assist in generating a clear and more comprehensive understanding. These can be the suppliers that exist or even suppliers sourced via secondary research. The primary research involves interviewing those who are in the best position of understanding any issues regarding the goods required to meet their requirements. However, this kind of research need to involve a wide range of the potential suppliers both in the current and the noncurrent. In addition, a well interview prepared with the suppliers could provide important information on the products as well as the development in the market compared to secondary research. Also, it is more likely to give information on pricing and cost pressures as well as the approach being adopted in order to t minimise the costs(Moser, 2009). There is also need to be keen and make caution on any research activities with suppliers because they are most likely to be biased with the aim of promoting their products, as well as services. It is significant that quite a wide range of suppliers should be interviewed because it this provides a clear picture of markets, products and minimise potential complaints regarding bias or even favouritism. In addition, talking to the potential suppliers there is need to avoid making representations and promises on behalf of the contracting authority or giving away information that are valuable commercially to any contracting authority(Moser, 2009). It is significant to interview the internal consumers of goods and services, and they include technical and manager in order to obtain a comprehensive understanding of the problems. Targeting the person appropriately is significant in getting a good date. Such person might also have a proper understanding of base supply and as well supply difficulties in a particular market and could give a reality check on data that are obtained from secondary or primary sources. The information every person might supply is most likely to differ but are useful to build a complete image of the range of the market suppliers and the supply market nature(Moser, 2009). 4.0 Legal and Ethical Requirements Relating to the Collection, Use and Storage of Data Before collection of the data, it is necessary to identify and mention human participants and data are that would be involved in the research. The categories of participants can be healthy workers, volunteers, or even workers. There is also need to specify the data content and copies of authorisations is required to be provided according to legal requirements of the region where research activity is to be undertaken. Applicants would also need to provide an explanation for the reasons behind the data collection. However, data from diverse sources need not be amalgamated unless this action is possible legally, especially in a situation cases where a provided data set may have information that could identify an individual (European Commission, 2009). In addition, the usage time also needs to be specified. , data should be specifically stored solely as long as the activity lasts. Usage of data beyond the life of the activity is possible but should be supervised closely. In addition, the conservation period also need to be specified, and the destruction means should be well illustrated. 4.1 Legal Obtaining and Processing the Data In case the data are gathered directly from individual participants in the study, the planned informed consent system need to be effective. In other words, the research informed consent would be needed, even if individual data had been previously gathered in the frame of the research activity. In addition, if information from a past gathered set that were either from an applicant or another person or project are used, there should be a well-informed consent cover the complementary use of the information, However, the data applicants is supposed to discuss alternatives along with the national or local agency that deals with the data protection. Moreover, secured accessing of policy requires to be worked clearly in a specified manner. It should be proportional to risks that are involved as well as the sensitivity of the information, and should clearly state the processes type for instance, encryption, password protection, need to understand basis principles, which would be implemented (European Commission, 2009). 4.1.1 Data Secured Storage: Data Structure and Format Data structures for example databases require to be specified if it applicable, it needs to be specified that the identification of information would be encrypted and strictly separated from data that are most sensitive. In addition, it should also be specified how the unforeseen information added when the research was conducted would be treated. 4.1.2 Monitoring and Data Transfer Transferring of data out of the European Union requires identification and specification. There is a need to specify the handling process. Transferring of data within the research, especially with partners from non-European Union nations (including the developed and developing nations) should be given special care because of various administrative and legal standards, noting that complying with relevant European Union rules and international agreements incorporated into EU law is mandatory. It is because European Union legislation require that transferring of data out of Europe need to be undertaken to places where there is assurance by proper legal authorities that the data protection level is at least equal to that of the European Union region (European Commission, 2009). 4.1.3 Data Protection, Privacy and Legal Framework In reality, the means of protecting data and as well as privacy problems are taken into considerations, and its treatment depends on the legal environment of every country where the research would take place. However, despite the diversity across the European Union, the Directive 95/46/EC application guarantees an equal approach towards such challenges. Data protection addresses the potentiality of transferring data outside the legally defined boundaries that will need informed consent and that national regulations variability for the issue is considered. However, the duration of data protection and ways of irreversible removal of data, if it is intended, need to be clearly outlined and defined in the protocol of the research and the participant data sheet (European Commission, 2009). 5.1 Decision-Making Frameworks to Support, the Suppliers It is evident that firms in order to be competitive in a market, it must update their product offers so that customers requirements are fully satisfied. Management needs to use the chain supply always features, as increasing rate of product introductions, demands more from a business and requires more efforts of delivering the new products efficiently and effectively. In delivering the products at the cost that is targeted, quality, and time, the supplier decision-making need to be aligned with New Product Development (NPD) decisions. This would allow the company to overcome challenges for example failed product launches of lacking product availability (Jitesh, Kanda, &Deshmukh, 2011). 5.1.1 New Product Development New Product Development have been essential in most of the organisations that are manufacturing. In an actual sense, there is no even one model present that companies can apply for the development process of a new product. However, for a product development to be successful five factors are of importance: quality of the product should be good t, low cost of the product, less development time, low cost of development, and development capability that is effective. Hence, in the current situation where manufacturing is the prime significance these five factors becomes the target of achieving. New Product Development is relating to most departments in the company. The department that defines concepts of the product as to meet customer needs was the design, and they created realistic needs after the customers approval. 5.1.2 Supply Chain Management A supply chain can be defined as integrating of main processes of business from the end users via the original suppliers that are providing services, products, and data that are adding value for the customers as well as other stakeholders. In such a case, a supply chain involves all the value chain processes ranging from the suppliers to end customers (William, 2006). It was important that every supply chain participant should add value from the end customer perspective in the supply chain. This assumes integration of both demand and supply side operation in the value chain. Increasingly, integration of both demand and supply needs an understanding of the differences (Hong, &Jeong, 2006). 5.1.3 Integration of the New Product Development (NPD)and Supply Chain Management (SCM) New Product Development provided an opportunity to transform the market needs about the product technology to a marketable product. The company, along with other tools from the project management as well as the concurrent engineering, various tools were used in assessing and integrating customer requirements into the design the product. Through Supply Chain Management (SCM), it was possible to organise, design, and executing all the operations from planning up to distribution within the value supply chain. The company benefited from SCM by assisting to organise and apply more productively the suppliers network and distributors(Hasan, et.al. 2014). In recent time, it has been found that there was a demand that arise for coordination of Supply Chain Management (SCM) and New Product Development (NPD). The approach referred to as designing for supply chain management suggested that the New Product Development oriented means of business identified the constraints in the supply chain at early stages of a product development. However, the benefit of integration of the two allowed the manufacturer to overcome the challenges like failed introduction of the product into the marker due to the non-availability of that new product as they had capacities that are insufficient (Hasan, et.al. 2014). 5.1.4 Suitable Supplier for Jaguar Land Rover As it has been stated earlier, consumers and automotive manufacturers are becoming more aware of the environmental issues, and therefore the pressure to develop new alternative fuelled cars is becoming most strategic significance. Jaguar Land Rover (JLR) is an automotive company that is committed to meet the needs of its customers and therefore has taken the decision to introduce a new all electric vehicle to their line-up that already exists. To attain this objective, Jaguar Land Rover is implementing new supply chains (Global Supplier Integration Team, 2014). Therefore, ARRK international limited is the most suitable supplier. It is providing engineering services, product development services that range from design engineering, recruitment, craftsmanship prototyping, and composites via to low volume moulding and tooling. ARRK's origins date back to 1948 in Osaka, Japan. Its business has increased through a process of mergers and acquisitions hence results in an organisation that currently has companies located around the globe. The ARRK Corporation located in Osaka Japan is the parent company to the other ARRK companies (Global Supplier Integration Team, 2014). AARK International Limited Portfolio Description Value Supply Chain ARRK apply a high level of contractor they are experienced suppliers of the automotive industry. They also supply approximately 190 heads into Jaguar Land Rovervia B2B as an agency and another 5 heads supplied through direct purchase order. Commodities and Programmes They have provided a few production parts in the past for instance L322 bumper through Paint box. ARRK have the following capabilities particularly in design and prototyping, that could be utilised by Jaguar Land Rover:- Product Engineering: Programme management, Mold flow analysis Design engineering, CAE Simulation, and Prototype build Prototyping: Selective Laser Sintering (SLS), Stereolithography (SLA), Vacuum Casting, Metal Pressings andBlock Models Craftsmanship & Composites: Carbon exterior/interior BIW skin panels, Patterns, moulds, tools and components, Assembly checking fixtures, CNC Machining, Blow moulding & foundry tools Tooling & Moulding: Rapid Tools, Large production tools, Tool modification, Tool repair & maintenance, Low volume moulding and Large mouldings upto 3200T press Categorisation ARRK International are considered as a Provider of Engineering Services and are neither a production supplier for Jaguar Land Rover programmes. Such a supplier as defined by Jaguar Land Rover have fully designed ownership of complete systems and facilities. This might include design responsibility for other tier one supplier components. Hardware and Software ARRK International has 1 x Team center licence that originally migrated from Ford in 2009. They are operating 45 Catia V5 licences in Basildon and Nuneaton and for Jaguar Land Rover related activities, they comply with Catia V5R18 SP4 HF59. They also have R19, R20, R21, R22 and Siemens NX.In overall, theirsoftware and hardware capabilities are satisfactory. Source: Adopted fromGlobal Supplier Integration Team, 2014. However, the following graph can be used to illustrate the qualities of ARRK International limited Graph: Illustration of ARRK International limited portfolio Difficulties in the New Supply Chain Supply Chain Conflict Significance Relevance for the case of Jaguar Land Rover Managing the supply vs demand when one few companies dominate the supply chain Traditional chains of supply, with single player, always result in poor service and high costs due to demand and supply being not managed in line with the chain. To avoid unnecessary queuing due to increasing capacity utilisation rates, Jaguar land rover are expected to treat set-up time reduction as a prerequisite fo rreducing lot sizes. Reducing the suppliers versus increase of the of innovations sources Communication ease Minimised costs of inventory management Increased scale of economies Improved firm-supplier designing of product relationship Jaguar need to evaluate the trade-off between benefits that emerge from reducing the supplier base and the risk that other sources of innovation are cut off Cost effective vs supply chain Responsiveness demands smooth and increased information flow, development of collaborative relationships, and building inventory of critical components. Efficiency demands elimination of non-value-added activities, economies of scale, and establishing information linkages. Jaguar need to decide on the strategies that can initially help to improve their effectiveness and then the desired level of responsiveness needed to meet the requirements. Normal supply chain vs adaptable chain of supply Monitor economies globally in order to spot bases and new supply markets. Use intermediaries to develop fresh suppliers and logistics infrastructure. Evaluate needs of ultimate consumers, not just immediate customers. Create flexible product designs. Determine where companies' products stand in terms of technology cycles and product life cycles. Jaguar should need to develop better understanding of market trends and make necessary changes in their business decisions and planning. Varying company-supplier relationships at the upstream and downstream sides of supply chain Supplier contracts have increasingly become long term and more suppliers must provide customers with information regarding their processes, quality performance, and even cost structure. Jaguar might face heavy disruption in their planning because of varying demands and expectations of upstream and downstream side players. 6.0 Conclusion In a market that is dynamic, firms should evolve from the traditional into the strategic purchasing that is aiming to minimise the cost of purchasing, and that may imply components standardisation, inventory levels and delivery time. This effort would include main suppliers as the joint solution providers and with the models of the problem-solving to work effectively with the attitude of the firm towards suppliers and might change from confrontation partnership and trust. From the perspective of firm-supplier relationship, the practice procurement of the firm is crucial, and it acts as window of nurturing the suppliers development effort. 7.0 Recommendations Suppliers always are only good as they had to be, and the firms should are deserved whatever they are getting from the suppliers. Expectation of more from the suppliers, communicating the expectations, and as well willing to participate in supplier, development efforts should buy the firms hope to develop supply bases that would assist them to compete in worldwide markets. The need of addressing the adoption of a best supplier relationship should be perceived as an immediate concern that should be addressed by Jaguar and its suppliers. In addition, to realise a change in their relationship, procurement practice is the main factor to effect the kind of supplier relationship that should be established. It is important to note that a supplier partnership is being characterised by the joint making of decision between the supplier and firm. They should make a specific relation investments, for instance, sharing of strategic planning and production data and utilizing of each other’s expertise in process design and product, hence it create synergies between the firm as well as the suppliers (Ploetner & Ehret, 2006). In addition, the internal forces of the suppliers’ and efforts of improving themselves should be the most significant issues in the progress of the supplier discussions. As an additional investment, specifically in the soft technology and accompanied by the hard technology, will enhance their efforts towards an increase of competitiveness. Internalisation of the technological via continuous cost reduction activities, as well as continuous value-added and value-engineering, would be assets that are more valued in retaining the markets. Finally, new strategies for example finding of new partner for the technology as well as niche market need be sufficiently explored in order to effectively penetrate new markets through liberalizing and opening markets at the regional as well as global level(Ploetner&Ehret, 2006). 8.0 References European Commission, 2009.Data Protection and Privacy Ethical Guidelines.http://ec.europa.eu/justice_home/fsj/privacy/, accessed 19thApril, 2015. Global Supplier Integration Team (GSI), 2014. Report of the visit by the Jaguar Land Rover GSI Team to ARRK Europe Ltd. https://web.c3p.jlrext.com/, accessed 21stApril, 2015. Hasan,M., et.al. 2014. An Integrated Decision Making Framework for Automotive Product Development with the Supply Chain.8th International Conference on Digital Enterprise Technology DET 2014 “Disruptive Innovation in Manufacturing Engineering towards the 4th Industrial Revolution, www.sciencedirect.com, accessed 19th April, 2015. Hong, P., &Jeong, J., 2006. Supply Chain Management Practices. From a Business Growth Perspective.Journal of Enterprise Information Management, 19(3), 292-302. Jitesh, J., Kanda, A., &Deshmukh, S.G., 2011. A Decision Framework for Supply Chain.International of Supply Chain, 12(4), 62-76. Menard, C., 2004. "The Economics of Hybrid Organisations".Journal of Institutional and Theoretical Economics, 160(3), pp. 345-376. Morgan, J. (1993) Supplier Programs take time to become World Class, Journal of Purchasing, 19(61), 63. Moser, R. (2009). Supplier Base Management in the Indian Automotive Industry: Conceptual Framework and Empirical Analysis.South Asian Journal of Management, 16(1) 63-91. Ploetner, O.,&Ehret M., 2006. From Relationship to Partnership: New Forms of Cooperation between Buyer and Seller. Industrial Marketing Management, 35(4), pp 4-9. Rashid, A., Maharjan K., &Kimbara T., 2008.Supplier Development Framework in the Malaysian Automotive Industry.International Journal of Economics and Management, 2(1), 29-58. William, S. J. (2006). Managing and Developing Suppliers: Can SCM be adopted by SMEs. International Journal of Production Research, 44(18), 3831- 3846. Read More