Long-Term Contracts Under the Threat of Supplier Default

Published Online:https://doi.org/10.1287/msom.1070.0199

References

  • Andersson B. GM's global supply footprint. (2006) Presentation, The Supplier Industry in Transition ConferenceApril 19(Federal Reserve Bank of Chicago, Detroit, MI) Google Scholar
  • Archibald T. W., Thomas L. C., Betts J. M., Johnston R. B. Should start-up companies be cautious? Inventory policies which maximise survival probabilities. Management Sci. (2002) 48(9):1161–1174LinkGoogle Scholar
  • Atkins D., Krishnan H., Zhao X. Relational price-only contracts in supply chains. (2005) . Working paper, University of British Columbia, Vancouver, BC, CanadaGoogle Scholar
  • Babich V. Dealing with supplier bankruptcy: Costs and benefits of financial subsidies. (2006) . Working paper, University of Michigan, Ann Arbor, MIGoogle Scholar
  • Babich V., Burnetas A. N., Ritchken P. H. Competition and diversification effects in supply chains with supplier default risk. Manufacturing Service Oper. Management (2007) 9(2):123–146LinkGoogle Scholar
  • Barkholz D., Sherefkin R. Lear left reeling from Dodge Ram snub. Automotive News (2006) 80(6187):1–48Google Scholar
  • Barkholz D., Sherefkin R. C&A debacle will cost automakers $665 million. Automotive News (2007) 81(6248):1–47Google Scholar
  • Cachon G. Supply chain coordination with contracts. Handbooks in Operations Research and Management Science: Supply Chain Management (2003) (North Holland, Amsterdam, The Netherlands) . Chap. 6CrossrefGoogle Scholar
  • Choi T. Y., Hartley J. L. An exploration of supplier selection practices across the supply chain. J. Oper. Management (1996) 14:333–343CrossrefGoogle Scholar
  • Cohen M. A., Agrawal N. An analytical comparison of long and short term contracts. IIE Trans. (1999) 31(8):783–796CrossrefGoogle Scholar
  • Dyer J. How Chrysler created an American keiretsu. Harvard Bus. Rev. (1996) 74(4):42–56Google Scholar
  • Dyer J., Cho D. S., Chu W. Strategic supplier segmentation: The next “best practice” in supply chain management. California Management Rev. (1998) 40(2):57–77CrossrefGoogle Scholar
  • Gan X., Sethi S. P., Yan H. Coordination of supply chains with risk-averse agents. Production Oper. Management (2004) 13(2):135–149CrossrefGoogle Scholar
  • Kleindorfer P. R., Wu D. J. Integrating long- and short-term contracting via business-to-business exchanges for capital-intensive industries. Management Sci. (2003) 49(11):1597–1615LinkGoogle Scholar
  • Levy E., Ferazani S. Standard & Poor's industry survey: Autos and auto parts. Standard Poor's (2006) 174(51):1–39Google Scholar
  • Lewin T. U.S. suppliers count on Europe for rescue. Automotive News (2006) 80(6199):22DGoogle Scholar
  • Li C., Debo L. Strategic dynamic sourcing from competing suppliers: The value of commitment. (2007) . Working Paper E2005E20, Tepper School of Business, Carnegie Mellon University, Pittsburgh, PAGoogle Scholar
  • McMillan J. Managing suppliers: Incentive systems in Japanese and U.S. industry. California Management Rev. (1990) 32:38–55CrossrefGoogle Scholar
  • Nussel P., Barkholz D. Delphi demands price hikes. Automotive News (2006) 80(6196):1–38Google Scholar
  • Plambeck E., Taylor T. Implications of renegotiation for optimal contract flexibility and investment. Management Sci. (2007) 53(12):1872–1886LinkGoogle Scholar
  • Rudambi R., Helper S. The “close but adversarial” model of supplier relations in the U.S. auto industry. Strategic Management J. (1998) 19:775–792CrossrefGoogle Scholar
  • Sako M., Helper S. Determinants of trust in supplier relations: Evidence from the automative industry in Japan and the United States. J. Econom. Behavior Organ. (1998) 34:387–417CrossrefGoogle Scholar
  • Sherefkin R. Ford seeks steel futures market. Automotive News (2006) 81(6228):1–48Google Scholar
  • Spence A. M. The learning curve and competition. Bell J. Econom. (1981) 12(1):49–70CrossrefGoogle Scholar
  • Srinivasan R., Brush T. H. Supplier performance in vertical alliances: The effects of self-enforcing agreements and enforceable contracts. Organ. Sci. (2006) 17(4):436–452LinkGoogle Scholar
  • Stallkamp T. T.Score! A Better Way to Do Business (2005) (Wharton School Publishing, Upper Saddle River, NJ) Google Scholar
  • Swinney R., Cachon G., Netessine S. Capacity investment by competitive start-ups. (2005) . Working paper, University of Pennsylvania, Philadelphia, PAGoogle Scholar
  • Tang C. S. Supplier relationship map. Internat. J. Logist.: Res. Appl. (1999) 2(1):39–56CrossrefGoogle Scholar
  • Taylor T., Plambeck E. Supply chain relationships and contracts: The impact of repeated interaction on capacity investment and procurement. Management Sci. (2007) 53(10):1577–1593LinkGoogle Scholar
  • Tomlin B. On the value of mitigation and contingency strategies for managing supply chain disruption risks. Management Sci. (2006) 52(5):639–657LinkGoogle Scholar
  • Tunca T. I., Zenios S. A. Supply auctions and relational contracts for procurement. Manufacturing Service Oper. Management (2006) 8(1):43–67LinkGoogle Scholar
  • Wernle B. Suppliers in “shambles,” so why's Ross buying? Automotive News (2006a) 80(6199):28Google Scholar
  • Wernle B. Toyota: Supplier-automaker ties need shoring up. Automotive News (2006b) 80(6199):4Google Scholar
  • Wynn G. General Motors woes seen causing supply chain cull. Reuters Transportation (2006) January 9Google Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.