It has long been observed that when seeking a competitive advantage, companies concentrate their activities in specific locations. In this context, so-called external economies of scale, which become apparent when entities from a given industry decide to operate in the same region, are of significant importance to entrepreneurs. Interaction between economic units and the relationships formed between them contribute to the reduction of transaction costs and, consequently, to the improvement of their economic situation. The flow of resources, information, and knowledge occurs more easily in such conditions. It seems that a higher form of such existence is represented by network structures in the form of clusters, which enable better flow of information and material streams. This is fostered by increased trust resulting from more frequent contacts between representatives of companies associated in the cluster (located in geographical proximity). Even direct competitors, by developing certain forms of cooperation, can then reap benefits, improving their competitive position.
According to M. E. Porter, the concept of a cluster is a new way of thinking about the economy. In his opinion, competitive advantage depends to a large extent on factors located outside the enterprise, and even outside its sector. Therefore, cluster boundaries rarely correspond to standard industry classification systems. Furthermore, clusters create an opportunity for dialogue between companies, government agencies, and institutions such as universities or research institutes. As a result, synergistic effects may arise, where the value of the system of interconnected companies and institutions as a whole is greater than the sum of the values of its individual elements. Such networks of economic entities can form and function without coordination from a specific entity; cluster initiatives (involving cluster companies, state administration, and/or research units) may also emerge, aimed at intensifying the growth and competitiveness of clusters.
The recent crisis, which significantly hit car manufacturers and the automotive industry in general, creates an additional need to seek ways to increase production efficiency and savings, among other things by reducing the costs of logistics processes. Participation in a cluster initiative can be an opportunity for positive changes in this regard. The benefits resulting from the formation of relationships between enterprises operating within related sectors are just one of the elements worth mentioning on this occasion. In addition to cooperation in a horizontal arrangement, tangible benefits can also arise from establishing cooperation in a vertical arrangement. Enterprises from a given industry that form a cluster, after some time, attract their suppliers and specialized customers. Frequent contacts and ties created between cluster participants facilitate the formation of supply chains and the development of common strategies for their better functioning. However, the cluster concept significantly goes beyond the notion of a supply chain. A properly developing cluster structure, with its already mentioned elements and network of connections, can be perceived as a virtual enterprise that draws additional benefits from contacts with educational and research units. Establishing relationships between all elements of the supply chain, and not just between entities directly cooperating within it, allows for achieving additional benefits for the participants.
Geographical proximity of suppliers enables the minimization of transport costs, minimization of delivery time, increased cargo safety on shorter routes, and the possibility of fulfilling flexible orders. Simultaneous proximity to customers creates a situation where sources of supply are located in the so-called distribution space, which creates the possibility of minimizing transport costs.
In Poland, one can point to regions where clusters of automotive industry manufacturers have formed. These include, for example, Lower Silesia and Greater Poland. In the latter case, a cluster initiative appeared relatively recently – the Greater Poland Automotive Cluster (WKM), which began its operations at the turn of 2007 and 2008. Apart from two entities, there are practically no direct competitors here. However, the diversity of cluster members in terms of the type of activity conducted or services provided does not have to be an obstacle to finding opportunities for cooperation. Such enterprises may encounter many common limitations in conducting business, and there may also be common needs and opportunities to improve their competitive position. Wanting to look at the environment in which the cluster operates, it is worth noting that Greater Poland is one of the largest labor markets in Poland, which is characterized by a relatively good age structure. The average monthly gross salary in the enterprise sector in the Greater Poland Voivodeship in 2009 was on average about 90% of the average salary in Poland. In terms of labor costs, the region therefore provides favorable conditions for the development of entrepreneurship. In the automotive industry of the region itself, however, the situation is quite different. In the analyzed year, salaries here exceeded the average earnings of industry employees in the entire country by about 14%. Higher labor costs in this case may be related to the specialization of Greater Poland (attracting qualified human capital), as well as to the deficit of candidates for work with technical education (among other things, a small number of graduates of technical fields and specialists in exact sciences in relation to the demand reported on the labor market).
The article comes from the magazine “Logistyka” 4/2010.