The relationship formation between the Supply Chain and the Inter- Organizational Routines --A case study of the Pou Chen Group and the Nike

• Main Authors: Juang,Yahuei, 莊雅惠
• Other Authors: Liu,Wenliang
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/30743092591457117261

碩士 === 環球科技大學 === 中小企業經營策略管理研究所 === 99 === In an era of fierce competitiveness, cooperation between enterprises becomes the key to winning. This study aimed to investigate the relevant theories and empirical research on the organizational routines, industrial marketing, and the relations between them. The main focus of research was the supply chain between organization suppliers, the Pou Chen Group (the PCG), and organization customers, the Nike. Based on Harland’s (1996) theory, this study approached the supply chain in three ways: relationship, chain, and network. Specifically, how did the PCG and the Nike, via cross-border cooperation, enhance each other’s competitive position in the market? How did they strengthen the supply chain management to enhance corporate performance? And how did they construct a forward-looking and strategic network of the supply chain? Literature analysis and case study were employed in this study. Through the medium of field interviews and primary and secondary data collection and analysis, the researcher expected to understand the logic of the PCG’s decision on vertical integration, to explore the strategic principles of an enterprise in adopting either specialized labor division or vertical integration, and to deduce the key factor in the PCG’s success. By analyzing and discussing the supply chain management about the case company, the PCG, and the internationally branded enterprise, the Nike, the following important conclusions were drawn: First, the cooperation between the PCG and the Nike was a result of complementary competence in combination with the advantage of competitiveness and the long-term strategic alliance partnership. It was through the mutual communication and exchange of knowledge, capacity, and technique, and through the common share of risks and benefits, that they enhanced their competitiveness in the market and realized the integration of resources. Second, in the face of the challenge of global management, the PCG and the Nike employed electronic supply chain, defined the information exchange among the PCG, the system providers, and the Nike, and integrated the mechanism for supply chain management, thus enhancing their corporate performance. Third, the PCG had an intimate network of cooperation with the Nike, bringing the effect of network positioning into full play. Through the rapid and coordinated supply chain advantages, the PCG had a better grasp of market opportunities, thus creating a legend in the shoe industry. Fourth, the PCG's multi-brand OEM and its decision logic in vertical integration were influenced by international supply relationships. Fifth, in adopting either vertical integration or specialization of labor division, an enterprise had to take into consideration the life cycle of the industry and the growth rate of the market. To be exact, when the rate of market growth soared, the enterprise had a tendency to adopt specialization. And when the market growth receded, vertical integration was more favorable to business. Sixth, in the competition of global industrial marketing, the PCG succeeded as a result of its crucial competence and the organizational capacity that its competitors could not fully mimic. And such organizational routines strengthened its core resources, thus sustaining its competitiveness.