Side effects of mandatory EDI order processing in the automotive supply chain

Describes a case study of a process reengineering project conducted by a tier 1 supplier in the automotive industry. The process that was reengineered was the bill‐to‐cash process for its OEM customer. Deficiencies in the process came to light as a result of implementing OEM mandated support for the firm’s material flow process. The case analysis examines the interconnectedness of processes within a firm and how changing one through adoption of EDI can affect or draw attention to a number of related processes. Describes the role played by a very active industry interest group, which has served as a supporter and advocate for the adoption of EDI within the automotive supply chain.