Supply Chain Management in Hitachi Automobile

Supply Chain Management in Hitachi Automobile
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Title: Supply Chain Management
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Supply Chain Management in Hitachi Automobile
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Contents
Part-1................................................................................................................................................2
Abstract............................................................................................................................................2
Introduction......................................................................................................................................2
Knowledge- as – Possession View and the Knowledge-as-Practice View-Managing Innovation in
Supply Chains..................................................................................................................................3
Conclusion.......................................................................................................................................7
Part-2................................................................................................................................................7
Abstract............................................................................................................................................7
Introduction......................................................................................................................................8
The Role of Information Technology (IT) in Relation to a Supply Chain......................................8
Conclusion.....................................................................................................................................13
References......................................................................................................................................14

Supply Chain Management in Hitachi Automobile
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Part-1
Abstract
This report summarizes the introduction to Hitachi Automotive and how the company has
been responsible for making the supply chain changes around the globe. An explanation on and
the Knowledge-as-Practice View and Knowledge- as – Possession View have been compared
and this is followed by management of innovation practices in the supply chain. The relationship
management concepts have been discussed in brief. The supportive approaches for the purpose
of knowledge creation and communication and adaptive by the community has been given. The
Individual will be able to access the knowledge and its recognition of pertinence to the user
sense-making and this is followed by a brief conclusion.
Introduction
The present evolution in digital technology is responsible for important changes around
the globe. This is bringing an upsurge in social and industrial infrastructure. Digital globalization
is a novel method of solving complex matters and offering new services that can change the new
generation. Hitachi Automotive is a global company with a robust, portfolio that encounters
artificial intelligence and operational technology and different products. Hitachi Automotive has
been addressing the social issues and provides enhanced value through its social globalization of
Infrastructure capabilities. Hitachi Automotive started in Japan and has a simple motto of
bringing the change in society.

Supply Chain Management in Hitachi Automobile
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Knowledge-as-Possession View and the Knowledge-as-Practice View-
Managing Innovation in Supply Chains
The present agenda of debate is organizational knowledge and focuses on two different
perspectives-Knowledge as Possession view and Knowledge as Practice view. These two are
different views and are rooted in the fundamental form of pragmatist and constructivist
philosophy (Kastberg, 2014). According to the research studies, knowledge can be thought of as
a practice or object. These are two different approaches which have resulted in innumerable
methodological perspectives. The comparison between the two approaches cannot survive for too
long, but the dual form of knowledge will emerge. Research studies largely focus on the standard
specific methods and replication models that will be acknowledged as the common methods
towards progressive confrontations. However, the continuous development in the knowledge
management studies will benefit the communities (Paruchuri & Awate, 2016).
The knowledge process which is generated at an enterprise level can be viewed as a semi-
organic process which has a huge dependency over the groups and individuals. The theorists
have proposed organizational knowledge is a self-regulating process which is capable of
generating the information. This is a dynamic process and relies on productive inquiry. There is a
partial confirmation on whether the knowledge framework is applicable at the widespread
organizational level (Zhao, Lu & Wang, 2013). Organizational knowledge can be seen from
different perspectives. There are pieces of evidence present on what the different kinds of
knowledge are and how it is supported by an organization. Organizational knowledge is available
in explicit and tacit dimensions. There are different methodologies used by the organizations for
the collection of data and forming the basis of observations and experimentations. There is a
huge need for presenting the knowledge as a form of conceptualization which is systematic and