Sammendrag
Norway’s shipyards have combined with a large network of maritime
suppliers to become world-leading builders of offshore vessels for the oil and gas
industry. This study analyzes a Norwegian shipyard and two of its suppliers in
order to explore how such relationships are and should be managed. The paper
presents an exploratory case study that mainly used qualitative data. The findings
indicate that, by following the principles of the inter-organizational theories, the
companies will reduce risks and create incentives for better performance. Implementing
a real-time information sharing system between the buyer and supplier
would improve both operational and managerial performance. The study also
suggests that increasing value creation by leveraging the capabilities of the supply
network and early involvement of suppliers will have the potential to increase
this. Based on the discussion in this study, a performance measurement system
for buyer-supplier relationships was developed.
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