SUPPLIER SEGMENTATION IN IRANIAN AUTOMOTIVE INDUSTRY

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1 SUPPLIER SEGMENTATION IN IRANIAN AUTOMOTIVE INDUSTRY Mehdi Rahimi 1, Nargess Imanipoor 2, Nasrin Akhondi 3, Shohreh Ghadami 4 Abstract New concepts of Supply Chain Management have appeared more than 20 years ago. Variety of customer s requirements, need for fast delivery of product to market and development of Information Technology resulted in movement of organizations toward Supply Chain. In the meantime, automotive industries because of having very competitive market, also variety and lots of components are one of the most developed industries to utilize the Supply Chain Management. Meanwhile the effective role of suppliers as a first ring of the chain is very important. On the other hand, due to the uncertainty in the effectiveness and efficiency of suppliers and also change in supplier's performance, supplier's relationship management and performance measurement have become very important issues that resulted in improvement of relationship with suppliers in Supply Chain Management. In recent years, some studies have been concerned with segmentation, evaluation and relationship management of suppliers. Goran Svensson (2004) has presented a strategic model for supplier segmentation base on two factors: commodity's importance for manufacturer and supplier's commitment to manufacturer. In this paper we will develop Svensson's model based on characteristics of Iranian automotive industries. KEYWORDS: Supply Chain Management, Supplier Relationship Management, Supplier Segmentation 1. Introduction Supplier relationship management is one of the most important parts of supply chain management. In fact, effective supplier management and improving qualitative and quantitative level of suppliers could be a competitive advantage of every company. (Cusumano, Takeishi 1991) Due to focus of Iran s economy on Automotive Industry, quick growth of this industry in Iran, developing competitive market of automotive industry in Iran and entering new products from some famous car manufacturer (BMW, Toyota, Hyundai ) to Iranian market, there is need to study buyer-supplier relationship strategy for promoting supply chain capabilities, reducing supply chain costs and increasing competition power with other manufacturers in the market. Therefore, regard to Iranian automotive industries needs, this research is useful for them as an applicable study. Our research organized as follow: main concept of Supply Chain Management and Supplier Relationship Management will be explained and also its literature review will be summarized. Next, research method for supplier selection, sampling and statistical analysis will be drawn. Finally, we will have some discussion on results. 2. Supply chain Management The production, base on Supply Chain Management (SCM) thinking was appeared in 1960s by movement from mass production to lean production. (Huang, Keskar, 2006) 1 Young Research Club, Islamic Azad university,tehran, Iran, , m.rahimi1978@gmail.com 2 University of Tehran, Iran, , n_imanipoor@yahoo.com 3 University of Tehran, Iran, , nasrin_akh@yahoo.com 4 Tarbiat Modarres University, Iran, , shohreh.ghadami@gmail.com

2 Many factors, such as competitive market place for products and variety of customer s requirements, need for fast delivery of product to market and development of information technology resulted in movement of organizations toward Supply Chain and forced them to outsource their organizational activities to appropriate and certain suppliers for sustaining market s profit margin. (Kwai-Sang et al., 2004) In fact it lets companies to use their capabilities in an effective way. New concepts of SCM that defined as Integration of relevant activities that changes raw material to semi-final product to final product and delivering these outcomes to customers were presented from 20 years ago. (Heizer, Render, 2001). Figure 1 indicates simple structure of supply chain. Supplier Manufacturer Customer Figure 1- Simple structured Supply Chain (Hugas, 2006) On the other hand SCM is: All links for transferring materials, products, money and information from suppliers to manufacturer and vice versa. (Goffin et al.1997).figure 2 shows transferring products, Information and money through the supply chain. Considering the structural characteristic of SCM, one of the industries that can specially benefit this philosophy is Automotive Industry. Material Flow Supplier Manufacturer Customer Information Flow Cash Flow Figure 2- Supply Chain Flows (Shariati, 2004) 2.1 Supplier Relationship Management: Portfolio Models There are wide studies related to supplier segmentation and supplier relationship management that based on their structures, named as Portfolio Models. These models commonly analyze effect of two factors on concept and characteristics of buyer-supplier relationships. For example, for the first time, Kraljic (1983) in his studies classified buyer-supplier relationship based on two factors: Profit Impact and Supply Risk. Table 1 shows Kraljic s model. Profit Impact Table 1-Kraljic portfolio model (1983) Supply Risk Low High Low 1 Non-Critical 2 Bottleneck High 3 Leverage 4 Strategic In portfolio models, one of the factors that construct model is related to suppliers and the other factor is related to buyers. On the other hand, based on the impact of every factor in characteristic of relationship (strength or weakness of

3 factors), we have High and Low impact of every factors. Portfolio models divide buyer-supplier relationship into 4 categories. In cells no.1 and no.4 there is symmetric relationship between buyer and supplier. It means that in these cells, the relationship is important for both buyer and supplier and both of them tend to investment for relationship promotion(cell 4) on non of them tend to investment in relationship(cell 1). On the other hand, in cells no.2 and no.3 there is non-symmetric relationship between buyer and supplier. In non-symmetric relationship, one of buyer or supplier tends to investment and promote in relationship, but the other one tend to maintain current status in relationship. From 1983 that Kraljic presented the first portfolio model for buyer supplier relationship segmentation and classification till now, many studies focus on these similar models. Krapfel (1990); Olsen, Ellram (1997); Trend, Monczka (1998); Bensaou (1999); Kaufman et al. (2000) and Svensson (2004) have presented portfolio models for supplier segmentation and classification. In table 2 these studies classified based on their factors. Table 2- Models and related factors (Rahimi et al, 2008) Model Kraljic (1983) Krapfel (1990) Olsen, Ellram (1997) Trend, Monczka (1998) Bensaou (1999) Kaufman et al. (2000) Svensson (2004) Factors 1. Supply Risk 2. Profit Impact 1. Interest commonality 2. Relationship value 1. Strategic Importance of Purchase 2. Difficulty of Managing the Purchase Situation 1. Supply Risk 2. Profit Contribution 1. Supplier s Investment 2. Buyer s Investment 1. Collaboration 2. Technology 1. Supplier s Commitment 2. Commodity s Importance 1=Low 2=Low 1=High 2=Low 1=Low 2=High 1=High 2=High Non Critical Bottleneck Leverage Strategic Acquaintance Friend Rival Partner Non Critical Leverage Bottleneck Strategic Low Value Market Exchange Commodity Supplier Supply Assurance Captive Supplier Collaboration Specialist Profit Contribution Captive Buyer Technology Specialist Provides Competitive Advantage Strategic Partnership Problem-Solving Suppliers Transactional Friendly Business Partner Family Ozlap et al. (2006) classified these models into 3 groups: Relationship-focused framework, Factor-based framework and Hybrid framework. Relationship-focused framework segmented suppliers based on relationship characteristics (such as trust and commitment), Factor-based framework segmented suppliers on more factor-based characteristics (such as supplier capabilities, characteristics of the product on hand, availability of alternative suppliers) and Hybrid framework is complex of two other frameworks. According to all models presented in table 2, common characteristic of every form of relationship could be developed that indicated in table 3. As indicated in table 2, Svensson (2004) presented a model for supplier segmentation that Ozlap (2006) classified it as hybrid model. Due to having characteristics of both relationship-focused and factor-based frameworks, it was more comprehensive than other frameworks for segmentation of buyer-supplier relationship. One of the other reasons that his model was choose for our research was that like Svensson, our study try to examine supplier segmentation in Iranian automotive industry. Svensson, in his article, with use of paired questionnaire, studied buyer-supplier relationship in one of Swedish Vehicle Manufacturer (VM) and its suppliers based on two factors: supplier s commitment to VM and commodity s importance to VM. Every questionnaire included 20 questions based on Likert scale. Questions 1-6 for measuring family

4 relationship strategy, questions 7-10 for measuring business partnership strategy, questions for measuring friendly relationship strategy, questions for measuring transactional relationship strategy, also question 19 for measuring the importance of relationship and finally question 20 for measuring degree of cooperation in the relationship. We used Svensson model and questionnaire to study perception of relationship between buyer and suppliers in Iranian automotive industry. Regarding to more than 560 suppliers of automotive industries (tier 1 suppliers) 70 questionnaires sent to suppliers and also for buyers. Answers to those questionnaires gathered by mail, telephone and interview. Finally 36 questionnaires that filled by both suppliers and buyers gathered. Table 3- Common characteristic of models (Rahimi et al, 2008) Transactional, Non critical, Market Exchange 1. Short-term relationship 2. Allocating limited resources to supplier 3. Simple buy-sell relationship 4. Change supplier easily 5. Local suppliers 6. Standard commodities 7. No need for innovation 8. Stability of Demand 9. Lack of tendency to Investment Business Partnership, Bottleneck, Captive Buyer 1. Buyers depend on suppliers 2. Try to increase competition power of suppliers 3. High level of buying value 4. High level of supplier s creativity 5. Supplier s technology ownership 6. High-ranked supplier s bargaining power 7. Variety of supplier s product Friendly, Leverage, Captive Supplier 1. Suppliers depend on buyers 2. Multi suppliers for every product 3. High competition between suppliers 4. Need for high-ranked engineering experiences Familiar, Strategic, Strategic Partnership 1. Long-term relationship 2. Buyer s investment on supplier innovation 3. Powerful joint venture with supplier 4. Trying to develop supplier s technical skills 4. High level of buying value 5. International suppliers 6. R&D planning for suppliers 7. Complex commodity s production 8. High competition power of suppliers 9. Changing supplier is very costly 10. Product development planning 11. Limited number of suppliers 3. Research Method: Supplier selection This study is based on research in one of Iranian automotive industries. The identity of this automotive industry is autonomous due to the need for confidentiality. For this research, 70 suppliers were selected based on random sampling. Obtaining dyadic perception of relationship between this buyer and its suppliers, questionnaires were sent to them and finally 36 paired questionnaires were collected. 4. Statistical analysis Distribution normality assumptions of Importance of Relationship and Degree of Cooperation in Relationship were assessed by the Kolmogrov-Smirnov test. For comparison of mean of buyer and suppliers answers to question 19 (Importance of Relationship), paired sample t-test was used. For comparison of buyer and suppliers answers to question 20 (Degree of Cooperation in Relationship), Wilcoxon signed-rank test was used. In our discussion, correlation between buyer and suppliers answers was analyzed with Kendall correlation test (table 4). The level of statistical significance was established at p Results

5 Table 4-Correlation between buyers and suppliers answers Familiar Transactional Kendall Variables Supplier Correlation Coefficient P-Value Variables Buyer Correlation Coefficient P-Value Other values were not in significant level. (2,3) (3,4) (3,5) (16,18) (1,2) (3,4) (5,6) (16,17) % 66.7% 66.7% 66.7% 60.0% 58.3% 50.0% 40.0% Percent 30.0% 20.0% 19.4% 16.7% 10.0% 0.0% 13.9% 22.2% 13.9% 22.2% 8.3% 2.8% Familiar Business Partnership Friendly Transactional Figure 3 Buyer s expectancy viewpoint of relationship with suppliers Questionnaire presented in Svensson s model has designed based on Expectancy Theory. It means that our expectation in this questionnaire is observing familiar relationship between buyer and its suppliers. Buyer tries to develop familiar (strategic) relationship for obtaining its long term goals. Therefore, buyer tends to overestimate level of relationship with its suppliers. Figure 3 shows the expectancy viewpoint of buyer and Figure 4 shows the interaction between buyer and its supplier s viewpoint about the level of relationship.

6 Percent Figure 4 - Interaction between buyer and supplier s viewpoint of relationship based on level of relationship 6. Discussion and Conclusion As mentioned above, Svensson s model has based on measuring intensity of strategic relationship between buyer and its suppliers. Statistical analysis of buyer-supplier perception of relationship shows that there is nearness between buyer and supplier s perception about familiar (strategic) relationship in Swedish automotive industry. But, Due to statistical results of our research, there is no strategic relationship between buyer and suppliers. In fact buyer-supplier relationship in our sample was kind of operational relationship. Now, with regard to strategic roadmap of Iranian automotive industry for product quality development, on time delivery, cost leadership and also increasing competitive power in internal and external markets, there is some question: is this kind of non-strategic relationship suitable for ensuring strategic roadmap goals? If not, what kind of relationship (mentioned in table 3) is appropriate for every goal? It seems that buyers in Iranian automotive industry need an immigration plan to develop and improve their relationship with suppliers from non-strategic relationship to strategic partnership. 7. References Bensaou, M Portfolio of buyer-supplier relationship Sloan management review, summer, pp Cusumano, M.A., Takeishi, A Supplier Relations and Management: A Survey of Japanese, Japanese- Transplant, and U.S. Auto Plants Strategic Management Journal, Vol. 12, No. 8, pp Goffin, K. et al.1997 Managing suppliers: when fewer can mean more International Journal of Physical Distribution & Logistics Management, Vol. 27 No. 7, pp

7 Heizer, J., Render, B., Operations Management, 6th ed., Prentice-Hall, Englewood Cliffs, NJ. Hugas, M Essential of Supply Chain Management. John Wiley & Sons. Kaufman et al., Collaboration and technology linkages: a strategic supplier typology Strategic Management Journal, Vol. 21, pp Huang, S.H., Keskar, H., Comprehensive and configurable metrics for supplier selection International Journal of Production Economics, Vol.105, pp Kraljic, P., Purchasing must become supply management Harvard Business Review September/October, pp Krapfel, R.E. et al A Strategic approach to managing buyer-seller relationship European Journal of Marketing Vol.25 No. 9 pp Kwai-Sang et al., A study on supply chain management practices: The Hong Kong manufacturing perspective International Journal of Physical Distribution & Logistics Management Vol.34, No.6, pp Olsen, R.F,. Ellram, L.M., A portfolio approach to supplier relationships Industrial Marketing Management, Vol.26 No.2, pp Ozlap, Y. et al., An integrative framework for supplier segmentation Proceeding of 35th International Conference on Computers and Industrial Engineering. Shariati, E., Methods of supplier evaluation and selection in Iranian automotive industry Unpublished M.Sc thesis, Amirkabir University, Iran. Svensson, G., Supplier segmentation in the automotive industry: A dyadic approach of a managerial model International Journal of Physical Distribution and Logistic Management, Vol. 30 No. 9, pp Trend, Monczka, Purchasing and Supply Management: Trends and Changes Throughout the 1990s The Journal of Supply Chain Management Vol.34 No.4 pp.2-11

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