Abstract
The present paper reports on studying synchronous flow implementation, as a lean supply chain tools, through a collaborative relationship with suppliers. This involves consolidating with a new contribution to the development and application of a supply chain collaboration framework between automotive constructor and first-tier equipment suppliers to achieve the synchronous flow of components. The objective is to provide the automotive companies with a decision-making tool for selecting strategic suppliers to collaborate with, examining the collaboration context in terms of motivators, drivers, and barriers and evaluating the collaboration performance. Therefore, our contribution is structured as follows. As a first step, an overview of papers reporting on collaboration, lean supply chain, and synchronous flow is provided to identify the key elements of successful collaboration relationships. As a result, a preliminary framework is elaborated. The second step described the case study of a leading automotive firm “RENAULT” and its suppliers in Morocco. Based on semi-structured interviews conducted with participants from these companies, the preliminary framework was improved. The next section discusses the obtained results as well as the improved framework. Finally, conclusions and suggestions for further works are included.
Highlights
The automotive industry is becoming increasingly competitive due to, among others, the evolving nature of the products, the variety of models, and customer requirements
We aim to develop the supply chain collaboration framework based on the literature, and a case study of an international automotive firm operating in Morocco and its suppliers
The first one resulted from a literature review that focused on supply chain collaboration and lean practices between supplier and customer
Summary
The automotive industry is becoming increasingly competitive due to, among others, the evolving nature of the products, the variety of models, and customer requirements. The tough competitiveness has pushed automotive manufacturers to revisit various established strategies and reassess their viability under the lean lens [1]. Lean tools applied in the automotive industry include, but are not limited to, cellular manufacturing, 5S, total productive maintenance, work standardization, quality management, visual control, statistical processes control, pull production, long-term relationships with suppliers, and synchronous flow [1]. Synchronous flow in the automotive industry has gained importance with the increasing complexity and diversity of components and sub-assemblies that suppliers deliver to their contractors. The synchronous flow approach implies absolute respect of the requisition time—i.e., the manufacturer’s advance
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