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A Case Study of NUMMI and Its Suppliers
Author(s) -
Newman Richard G.,
Rhee K. Anthony
Publication year - 1990
Publication title -
journal of purchasing and materials management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.75
H-Index - 92
eISSN - 1745-493X
pISSN - 0094-8594
DOI - 10.1111/j.1745-493x.1990.tb00516.x
Subject(s) - automotive industry , business , general motors , joint venture , supplier relationship management , industrial organization , marketing , information sharing , operations management , commerce , supply chain , supply chain management , computer science , engineering , world wide web , aerospace engineering
The arrival of the automotive transplants from Japan over the last decade has brought about a different method of dealing with suppliers. Long known for close working relationships with suppliers, the Japanese transplants brought a new focus on supplier relations. After developing its own “corporate culture,” the joint venture between General Motors and Toyota, named New United Motors Manufacturing Inc. (NUMMI), embarked on a program of supplier development. This program encompasses effective communications with the supplier as well as a sharing of information which is essential to supplier performance. The NUMMI approach may have significant implications for supplier relationships throughout American industry.