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Electric sports cars and their impact on the component sourcing process

机译：电动跑车及其对零部件采购过程的影响

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Purpose The purpose of this paper is to explore how the sourcing process of the electric sports car sector is changing with respect to competitive advantage, required capabilities and emerging opportunism. Design/methodology/approach The case study data collection covered the period from January till August 2017, which implies a total period of eight months. The empirical analysis implies a sequence of 20 conducted interviews with senior managers, team leaders and operational employees from various organizational departments and functions within Company A, various suppliers and experts from the automobile industry as well as primary and secondary literature. Findings This work makes a contribution to the operations capability literature. It highlights the important role that sourcing will play to achieving strategic advantage in the electric sports car segment. Four key operational capabilities are emerging in the operating model. The first links to "capacity" and the ability of suppliers to be locally based so that they can deliver high-quality products and services in the minimum time (optimizing the "time-value" configuration). The second is the "design" of the supplier network. The third relates to "supplier management." Finally, the fourth capability relates to the ability of the firm to "integrate" and "align" their marketing and IT planning processes with their sourcing process.Social implications The paper raises the issues of the social role of the smart city planners in providing city spaces to enable the servicing of electric vehicles and to assist their production by developing the skills, capacity and capabilities of local city populations which will be needed to sustain and scale up any locally based operating model of electric vehicle production and servicing. Originality/value Although much has been written about the technological challenges of electric vehicles and the rise of new entrants such as Tesla to challenge the dominance of the sports car manufacturer's very little work to data have explored the business-to-business (B2B) dimensions. The focus has been largely with the business-to-consumers (B2C) market.
机译：目的本文的目的是探讨电动跑车行业的采购流程在竞争优势，所需能力和新兴机会主义方面的变化。设计/方法/方法案例研究数据收集涵盖了从2017年1月到2017年8月的时间，这意味着总共为期8个月。实证分析意味着对A公司各个组织部门和职能部门的高级经理，团队负责人和运营员工，汽车行业的各种供应商和专家以及初级和中级文献进行20次访谈。结果这项工作为作战能力文献做出了贡献。它强调了采购将在电动跑车细分市场中实现战略优势方面发挥的重要作用。运营模式中出现了四个关键的运营能力。首先是“能力”和供应商在本地的能力，以便他们可以在最短的时间内交付高质量的产品和服务（优化“时间价值”配置）。第二个是供应商网络的“设计”。第三个与“供应商管理”有关。最后，第四种能力与公司将其营销和IT计划流程与他们的采购流程“整合”和“对齐”的能力有关。社会意义本文提出了智慧城市规划者在提供城市方面的社会角色问题。通过开发当地城市人口的技能，能力和能力来支持电动汽车维修并协助其生产的空间，这些空间是维持和扩大任何基于本地的电动汽车生产和维修运营模式所必需的。独创性/价值尽管关于电动汽车的技术挑战和诸如特斯拉这样的新进入者的崛起已经写了很多书，以挑战跑车制造商很少进行数据处理的支配地位，但它已经探索了企业对企业（B2B）的维度。重点主要放在企业对消费者（B2C）市场上。

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