Value Co-Creation in Industrial Buyer-Seller Partnerships ... - Doria

What I found even more interesting when doing the categorizations was that there areseveral initiatives, connected with more effective use of resources that are directed towardsthe future, and consequently aimed at creating new interdependencies between thecompanies.This finding suggests that the creation of new interdependencies is an outcome of theactivities carried out in the partnership. The initiatives aim at creating newinterdependencies between the two companies through increasing the Seller’ s businessactivities at the Buyer with the ultimate goal of optimizing the running of the Buyer’ s fleet.The initiatives involve the connecting of the two companies’ resources and creating newbusiness opportunities for the Seller. New business undertakings in the form of controllingthe Buyer’ s parts inventory and setting the most optimal standards for min, max and reorderlevels of parts, conditioning the Buyer’ s parts at the Seller workshop, analyzingdowntime together in order to be able to assess the effects of MMS, and being able tofurther develop the concept. Making efforts to optimize engine performance and developmore fuel-efficient technologies would imply product development for the Seller andincreased operational efficiency for the Buyer. And finally investigating the possibilities forannual ordering of parts would enable economizing as a result of long-term planning ofparts purchase, warehousing, and logistics arrangements.In the figure below I make an attempt to incorporate the notion of exploiting andcreating new interdependencies to my previous matrix where interdependence andinvolvement affect different types of possibilities of economizing. I suggest a widening ofthe matrix by adding the possibility for economizing through exploiting and creating newinterdependencies in a high-involvement relationship between buyer and seller.163