Interorganizational collaboration in the automotive industry: a supplier portal

While next generation innovations like wireless or peer-to-peer technologies are already discussed as future technologies in interorganizational environments in theory, this paper is presenting and discussing a successful example in practice on how a global supplier portal at DaimlerChrysler AG (DC) can support the interorganizational collaboration between an Original Equipment Manufacturer (OEM) in the automotive industry and the supplier partners. With the implementation of Internet-based solutions companies focus to increase business value on process innovations, including the restructuring of production systems and value added chains. This opens up new possibilities for productivity increases and cost savings. Collaboration is significantly simplified by this globally uniform medium. As a consequence of the increasing interconnection of the suppliers themselves, the demand for a universally “networked” industry is being met to an ever greater extent. In this context, the area of conflict of standardization and integration of interorganizational processes is very important. With the deployment of a portal, there will be not only the automation of processes but also a limitation of flexibility ( Gebauer 1999 ). Deliverables and key success factors are discussed as well as other effects associated with the use of standards that have a sustainable impact on the relationship between OEM and the supplier partners.