Please use this identifier to cite or link to this item: https://hdl.handle.net/20.500.14279/33134
DC FieldValueLanguage
dc.contributor.authorKalaitzi, Dimitra-
dc.contributor.authorMatopoulos, Aristides-
dc.contributor.authorClegg, Ben-
dc.date.accessioned2024-10-31T07:35:23Z-
dc.date.available2024-10-31T07:35:23Z-
dc.date.issued2019-03-13-
dc.identifier.citationSupply Chain Management, 2019, vol. 24, iss. 2en_US
dc.identifier.issn13598546-
dc.identifier.urihttps://hdl.handle.net/20.500.14279/33134-
dc.description.abstractPurpose: The purpose of this paper is to investigate dependencies that arise between companies during the ramp-up of production volume in the electric vehicle (EV) supply chain. Design/methodology/approach: An inter-company case study method has been used. Data were collected via tours of manufacturing plants, workshops and interviews from multiple tiers in a supply chain, namely, a niche EV manufacturer, as well as two of its tier-one suppliers and five of its tier-two suppliers. Findings: As production volumes increased, a more relational approach was found to be necessary in inter-company relationships. The authors’ research showed that key suppliers, in addition to providing the parts, pursued a supply chain orchestrator’s role by offering direct support and guidance to the niche EV manufacturer in designing and executing its development plans. Research limitations/implications: The resource dependence theory (RDT) is used to analyse and explain the changing dependencies throughout the planning and execution of production ramp-up. Practical implications: This study will help supply chain managers to better manage resource dependencies during production ramp-up. Originality/value: This study explores dependencies during the early stages of the production ramp-up process in the EV sector, which is in itself in the early stages of evolution. RDT is used for the first time in this context. This study has moved beyond a simple dyadic context, by providing empirical insights into the actions taken by an EV manufacturer and its suppliers, towards a multi-tier supply chain context, to better manage resource dependencies.en_US
dc.formatpdfen_US
dc.language.isoenen_US
dc.relation.ispartofSupply Chain Managementen_US
dc.rightsAttribution 4.0 Internationalen_US
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/*
dc.titleManaging resource dependencies in electric vehicle supply chains: a multi-tier case studyen_US
dc.typeArticleen_US
dc.collaborationAston Universityen_US
dc.subject.categoryMechanical Engineeringen_US
dc.journalsOpen Accessen_US
dc.countryUnited Kingdomen_US
dc.subject.fieldEngineering and Technologyen_US
dc.publicationPeer Revieweden_US
dc.identifier.doi10.1108/SCM-03-2018-0116en_US
dc.identifier.scopus2-s2.0-85060569739-
dc.identifier.urlhttps://api.elsevier.com/content/abstract/scopus_id/85060569739-
dc.relation.issue2en_US
dc.relation.volume24en_US
cut.common.academicyear2019-2020en_US
item.fulltextWith Fulltext-
item.languageiso639-1en-
item.grantfulltextopen-
item.openairecristypehttp://purl.org/coar/resource_type/c_6501-
item.cerifentitytypePublications-
item.openairetypearticle-
crisitem.author.deptDepartment of Shipping-
crisitem.author.facultyFaculty of Management and Economics-
crisitem.author.orcid0000-0002-1057-1697-
crisitem.author.parentorgFaculty of Management and Economics-
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