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Developing Co‐operative Buyer–Supplier Relationships: A Case Study of Toyota

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  • Kim Langfield‐Smith
  • Michelle R Greenwood

Abstract

Over recent years many businesses have recognized that there are strong competitive advantages in developing co‐operative partnerships with suppliers. An important challenge for many companies is to identify the factors to enable them to move from relationships characterized by strong buyer power and bargaining position, to partnerships based on trust and co‐operation. The purpose of this paper is to consider factors that may influence the development of co‐operative buyer–supplier relationships. A case study is presented which illustrates the developing relationship between an automotive manufacturer, Toyota Australia, and its suppliers, as part of a new supplier strategy. Several factors are proposed which provide areas for further research. These include the consideration of similarities between the industry and technologies of buyer and suppliers, prior experiences of change among suppliers, effective communications between buyer and suppliers, and the importance of experiential learning in the acceptance of change.

Suggested Citation

  • Kim Langfield‐Smith & Michelle R Greenwood, 1998. "Developing Co‐operative Buyer–Supplier Relationships: A Case Study of Toyota," Journal of Management Studies, Wiley Blackwell, vol. 35(3), pages 331-353, May.
    • Handle: RePEc:bla:jomstd:v:35:y:1998:i:3:p:331-353
    DOI: 10.1111/1467-6486.00096
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    Cited by:

    1. Kim Langfield-Smith & David Smith, 2005. "Performance Measures in Supply Chains," Australian Accounting Review, CPA Australia, vol. 15(35), pages 39-51, March.
    2. Chiara Guardo & Giovanni Valentini, 2007. "Taking Actively Advantage of MNCs’ Presence," Small Business Economics, Springer, vol. 28(1), pages 55-68, January.
    3. Jeremy T. Fox, 2018. "Estimating matching games with transfers," Quantitative Economics, Econometric Society, vol. 9(1), pages 1-38, March.
    4. Vicky Arnold, 2018. "The changing technological environment and the future of behavioural research in accounting," Accounting and Finance, Accounting and Finance Association of Australia and New Zealand, vol. 58(2), pages 315-339, June.
    5. Franck Brulhart & Uche Okongwu & Btissam Moncef, 2015. "Causal linkages between supply chain management practices and performance: a balanced scorecard strategy map perspective," Post-Print halshs-01239670, HAL.
    6. Stephen Chen, 2018. "Multinational Corporate Power, Influence and Responsibility in Global Supply Chains," Journal of Business Ethics, Springer, vol. 148(2), pages 365-374, March.

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