Existing earlier supplier involvement (ESI) models mostly emphasize the product development perspective with limited attention to the process development dimension. Towards this end, this paper aims at a tailored framework for semiconductor manufacturing firms by taking into account the implementation of ESI in process development as well as product development.
A number of well‐recognized propositions are examined through a case study of MIC Semiconductors Asia. Based on observations from the case study, the problems of existing frameworks are analyzed and accordingly possible solutions are explored.
The case study reveals the importance of process development in ESI implementation. It is imperative to build up on some fundamentals of the company before ESI can be carried out successfully. Also observed is that the effectiveness of a supplier selection criterion should be gauged from the performance of the suppliers. It is also found out what type of relationships with suppliers are favorable to ESI, regardless whether the length of the relationship can be translated to trust in technical capability in practice.
Examining existing ESI models through a real case study sheds light on the practical application of ESI. In particular, the semiconductor manufacturing process is emphasized in addition to the general ESI focus on product development.
