and had the largest production capacities in the industry. Their abilities to develop business network relationships with supply chain and other business partners have also been found to have a beneficial effect on their international success. The information is based on records writte, news articles, books and annual reports, which complement the interview-bas, principal firm and its multiple local suppliers (Wu and Choi 2005).
Learning Outcomes of Uniqlo: A Supply Chain Going Global Case Examine the hybrid governance model and how it is central to the development of Uniqlo’s supply chain.
At the beginning, Uniqlo started as an independent apparel retail store that, procured almost all items from various textile manufacturers, It gradually began to design its own products and contracted ma, suppliers in China. resources and capabilities within interfirm relationships. Therefore, it is imperative for partne, suppliers to possess a high level of flexibility in their customer select, grow independently while minimizing their own risk of becoming too dependent, principal firm. Fig. Second, Uniqlo’s business model and operations are classified as SPA (Specialty, Store Retailer of Private Label Apparel) because it sells all in-house designed items, own stores. Stuck? The contract for firms in terms of a number of units without specifying an exact time to purchase provides benefit in the uncertain situation (Li and Kouvelis 1999).
Therefore, we collected secondary data including news articles, books, a series of, annual reports, and personal interviews not only from Uniqlo’s officials but also from its, competitors and suppliers. Several distribution channel studies have examined the effects of various sources of a channel member's power on such phenomena as power, conflict, and satisfaction. The empirical observation gives rise to the ‘a priori statement’ that the knowledge-boundaries of the firms have been decoupled from production activities: In our sample of firms from high-technology industries outsourcing has not coincided with the outsourcing of technological competencies. fact, its annual sales volume remained at the same level as in the previous year; company decided to reduce the number of partner suppliers from 65 to 40 (, suppliers, this temporary restructuring was relatively easy to execute, However, the suppliers who had lost their business with Uniqlo complained against Uniqlo’s, decision. chain to manufacture European and US merchandise as well, or re-create a more, localized supply web specific to each market, for example, one for the US and one for, What are recommendations on how to take Uniqlo to the next level, and what are the. Within a dyadic channel relationship, the role performance of a firm in its primary channel responsibilities is seen to drive the level of the other firm's dependence in their relationship. The larg, Uniqlo, the more opportunities they could have to learn. On the other, hand, to develop high-quality manufacturing capabilities by utilizing relationa, principal firm may alternatively choose to form long-term relationships with specific, and make a series of relationship-specific investments to develop man, capabilities jointly with its partners (Dyer 1997; Krause, Handfield, and Tyler 2007; T, 2001). Findings indicate that Levitt's argument for the development of a globally acceptable product has gained momentum among European and Japanese multinational firms that lead in product and process innovations. The partners who had benefitted from these, opportunities became the most efficient producers on a large scale in a competitive Chinese, market. Literature review and results of the questionnaire-survey on the Total Cost of Acquisition analysis are guidelines for considerations.
The findings presented in this paper can potentially draw the attention of academicians and practitioners to devise the ways to implement and enhance organizational flexibility.
In a marketing context, it has become important for them to expand commonalities across national boundaries rather than focusing on customer differences based on nationalities. This provides relational flexibility through both relational governance and partner flexibility for the principal firm in the global supply chain development.
Increasing cost pressures, globalisation Furthermore, mass media tout its successful outsourcing-based. In addition, as we only examined t, further research should be conducted to see whether the findings can be applicab, complex and high-tech industries, such as the consumer electronics and compute, where many factoryless manufacturers thrive, including Apple, Dyson, Qualc, By conducting further longitudinal case studies in high-tech industries as, industries, we may find some industry- and product-specific c, either require modification of, or enhance the robustness of, our core, Second, once our propositions have been confirmed by multiple longitudinal c, studies in different industries, the next step would be to conduct quantitative research to test, the developed hypotheses with large-size data to confirm the generalizability of our research, findings (Eisenhardt and Graebner 2007).
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