Does Value Leverage Pay off? A Model for Measuring Value-Leverage Capabilities in Automotive Large-Scale System Integrators

Abstract

Trends in the car and aircraft manufacturing industry showed an evolution in the configuration and management of the production network. For instance, the aerospace manufacturing industry tended to be a closed system, competing on scale of production and focusing on maximization of own profit. Nowadays the automotive companies are developing open systems under the influence of globalization, outsourcing, and co-creation of value. Doing this with suppliers causes a shift of value from the focal firm to the supply chain, creating a value levering position for the so-called large-scale system integrator (LSSI). The leverage of value on suppliers introduces the value-leverage capability of the LSSI company. The capability of the LSSI to balance continuation, conception, and configuration is crucial for (long-term) profitability and competitive position. To express the value-leverage capabilities, the authors propose the variables “turnover per employee” (T/E), “research and development per employee” (RD/E), and “profit per employee” (P/E), whose (inter) relationship determines the capabilities.

Citation

Beelaerts van Blokland, W.W.A., Santema, S.C., Heene, A., de Jong, T. and Elferink, N. (2012), "Does Value Leverage Pay off? A Model for Measuring Value-Leverage Capabilities in Automotive Large-Scale System Integrators", Sanchez, R. and Heene, A. (Ed.) A Focused Issue on Competence Perspectives on New Industry Dynamics (Research in Competence-Based Management, Vol. 6), Emerald Group Publishing Limited, Leeds, pp. 209-235. https://doi.org/10.1108/S1744-2117(2012)0000006009