Published by:
MIT Sloan School of Management
Length: 9 pages
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https://casecent.re/p/6638
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Abstract
To the extent that buyer-supplier relationships can be co-operative, value can be created for both customers and vendors. Regrettably, the traditional behavior of some industries, particularly the US automotive industry, often precludes co-operation. The authors describe one successful case - the experiences of ABB and the Ford Motor Company during the design and construction of a $300 million facility. The authors explain the key factors that led to ABB''s and Ford''s success and how value-adding co-operation between buyers and suppliers can be fostered.
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Abstract
To the extent that buyer-supplier relationships can be co-operative, value can be created for both customers and vendors. Regrettably, the traditional behavior of some industries, particularly the US automotive industry, often precludes co-operation. The authors describe one successful case - the experiences of ABB and the Ford Motor Company during the design and construction of a $300 million facility. The authors explain the key factors that led to ABB''s and Ford''s success and how value-adding co-operation between buyers and suppliers can be fostered.