Automotive supply chain models and technologies: a review of some latest developments

Abstract

Purpose

To critically review business trends and drivers affecting the performance of supply chains and build‐to‐order initiatives.

Design/methodology/approach

This is a comprehensive review of the potential implications of two inbound logistics solutions: supplier parks and the notion of full‐service‐vehicle supply in addition to developing technologies such as web services interoperability, radio frequency identification (RFID) and collaborative product commerce (CPC).

Findings

It is expected that the wide adoption/consolidation of supplier parks and full‐service‐vehicle supply and technologies such as web services interoperability, RFID and CPC will facilitate/promote the adoption of build‐to‐order initiatives.

Research limitations/implications

The business models and technologies presented in this paper have been developed and exploited mainly in the automotive sector. Their success could have a big impact if transferred to other industries. Only a handful of technologies/business models affecting supply chain management have been reviewed.

Practical implications

The widespread use of the technologies and inbound logistics solutions presented in this paper might require the development of sophisticated measurement tools to assess the performance of the entire supply chain. The developed tool has to capture the state of the supply chain in terms of synchronisation, bullwhip effect, pipeline inventory, cycle times, stockout and backorder incidents plus other metrics associated to the operation of the firm including sunk costs, invested capital and ROI.

Originality/value

This paper provides a sound review on technologies and business models critical for supply chains developing build‐to‐order capabilities.

Citation

Coronado Mondragon, A.E., Lyons, A.C., Michaelides, Z. and Kehoe, D.F. (2006), "Automotive supply chain models and technologies: a review of some latest developments", Journal of Enterprise Information Management, Vol. 19 No. 5, pp. 551-562. https://doi.org/10.1108/17410390610703675