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Effects of Cooperation-oriented CCC Interaction in Procurement Relations

  • Yoshitaka Okada

Abstract

In Chapter Three, I demonstrated that competitive-cum-cooperative (CCC) interaction was dominant in the procurement of parts and materials (81.0%) and manufacturing equipment (73.9%). CCC interaction has some unique characteristics that fit well with most modes of interaction but were not well nurtured in spot or internalized interaction. The power of CCC interaction lies in the way it delicately blends flexible-synergy and market-like effects.

Keywords

Spot Market Manufacturing Equipment Procurement Relation Power Asymmetry Semiconductor Manufacturer 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Notes

  1. 1.
    Respondents were asked to select the most important company representative for each type of interaction, and to answer the following questions: (1) What is the degree of benefit that your company enjoys from the indicated company in the following issues? (a) Acquiring technological information (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (b) Acquiring product-market information (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (c) Obtaining business, owing to long-term mutual experience (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (d) Enhancing trust and cooperation with each other (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (e) Coordinating delivery and quality control (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (f) Receiving stable supplies (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (g) Receiving services that satisfy your company’s needs (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (h) Keeping corporate secrets (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (i) Stimulating creativity (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (j) Developing future-oriented risk-taking projects (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (k) Coordinating the development of new manufacturing equipment (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) [Note: This question was only asked on a questionnaire concerning the procurement of manufacturing equipment.] (1) Coordinating the maintenance and services of purchased manufacturing equipment (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) [Note: This question was only asked on a questionnaire concerning the procurement of manufacturing equipment.]Google Scholar
  2. 2.
    Respondents were asked to select the most important company representative for each type of interaction, and to answer the following questions: (1) What do you perceive is the degree of benefit that your company enjoys from the indicated company on the following issues? (a) Implementing strategic pricing (planned reduction of prices) (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (b) Creating a competitive environment by introducing another company that deals with similar products (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (c) Purchasing inexpensively (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (d) Altering procurement sources flexibly (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (e) Implementing contracts flexibly, according to market conditions (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (f) Maintaining strict standards and a tough relationship (1. hardly any, 2. a little, 3. some, 4. a good deal, 5. a great deal) (g) What are some of the methods you used to evaluate the indicated company? (Please list concretely.) ( )Google Scholar
  3. 3.
    Interview with Company V manager.Google Scholar
  4. 4.
    Interview with Company Q manager.Google Scholar
  5. 5.
    Interview with Company V manager.Google Scholar
  6. 6.
    Interview with Company Q manager.Google Scholar
  7. 7.
    Interview with Company Q manager.Google Scholar
  8. 8.
    Interview with Company V manager.Google Scholar
  9. 9.
    Interview with Company Q manager.Google Scholar
  10. 10.
    Interview with Company P manager.Google Scholar
  11. 11.
    Interview with Company V manager.Google Scholar
  12. 12.
    Interview with Company Q manager.Google Scholar
  13. 13.
    Interview with Company X manager.Google Scholar
  14. 14.
    Interview with Company Q manager.Google Scholar
  15. 15.
    Interview with Company Q manager.Google Scholar
  16. 16.
    Interview with Company R manager17 Interviews with managers of Companies Q, R and V.Google Scholar

Copyright information

© Springer Japan 2000

Authors and Affiliations

  • Yoshitaka Okada
    • 1
  1. 1.Sophia UniversityChiyoda-ku, TokyoJapan

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