Highlights This paper studies the supplier integration strategy and encroachment strategy in an outsourcing supply chain. We find that without integration, the OEM could adjust the outsourcing allocation proportion to prevent the capable supplier from encroachment. While with integration, though the OEM has to outsource all the production tasks to the integrated supplier, the supplier may be less likely to encroach the market. In addition, we find that the two competitive suppliers, the OEM and the entire supply chain can achieve a win–win–win outcome under supplier integration and encroachment case. Our results could provide useful strategy advices for outsourcing supply chain members.

    Abstract To prevent suppliers from gaining full knowledge of production technology, original equipment manufacturers (OEMs) typically adopt a multisourcing strategy, wherein each supplier handles only a portion of the production tasks. However, a recent trend has emerged where suppliers are increasingly inclined to integrate and negotiate for control over the entire end market. The implications and impact of such integration strategies, particularly in the context of supplier encroachment, remain uncertain. In this study, we examine an OEM that outsources production tasks to two competing suppliers with varying production capabilities. The supplier with higher capacity has the potential to produce their own branded products and encroach upon the end market. To strengthen their bargaining power during the outsourcing process, the two suppliers may choose to integrate with each other. Our findings indicate that without integration, OEMs can adjust the outsourcing allocation ratio to prevent encroachment by capable suppliers. In cases of integration, although the OEM must outsource all production tasks to the integrated supplier, the likelihood of market encroachment may be reduced. Furthermore, we observe that in situations involving supplier integration and encroachment, both competitive suppliers, the OEM, and the entire supply chain can achieve a win–win–win outcome. This occurs because the supplier, acting as a market competitor, provides positive incentives for the OEM to enhance product quality, thereby maintaining market share and competitiveness. The strategic recommendations derived from our results can be valuable for supply chain members engaged in outsourcing decisions.


    Zugriff

    Zugriff prüfen

    Verfügbarkeit in meiner Bibliothek prüfen

    Bestellung bei Subito €


    Exportieren, teilen und zitieren



    Titel :

    Strategic analysis of supplier integration and encroachment in an outsourcing supply chain


    Beteiligte:
    Hou, Pengwen (Autor:in) / Zhao, Yaru (Autor:in) / Li, Yating (Autor:in)


    Erscheinungsdatum :

    2023-07-22




    Medientyp :

    Aufsatz (Zeitschrift)


    Format :

    Elektronische Ressource


    Sprache :

    Englisch




    Strategic outsourcing and supplier integration in the helicopter sector

    Prudente, Rudy G., 1958- | DSpace@MIT | 1999

    Freier Zugriff

    Ocean shipping company’s encroachment with outsourcing competition

    Zhang, Li-Hao / Zhang, Yang-Guang / Wang, Shan-Shan | Elsevier | 2022


    Outsourcing Set outsourcing supplier business targets

    Gartner | British Library Online Contents | 2007


    Customer and Supplier Integration Across the Supply Chain

    Cutcher-Gershenfeld, Joel | DSpace@MIT | 1999

    Freier Zugriff

    The impact of quantity-based cost decline on supplier encroachment

    Sun, Xiaojie / Tang, Wansheng / Zhang, Jianxiong et al. | Elsevier | 2021