It leads to reduction of transportation costs as the common ownership results in closer geographic proximity. The transaction costs can be controlled if a firm acquires the other firms in the vertical chain, then one division of the same company will transfer goods to other divisions. So, transaction costs in form of transport, cost of negotiation, cost of control etc. will be eliminated. The overall average cost of the firm will decrease because if the divisions are under same management control then there will be in house supply and departmental heads will determine the transfer price. An example could be pokarna granites limited. The company was established in 1991 as a partnership firm quarrying black galaxy granite in India. Transportation of granite to factories where they can be cut and polished is quite difficult. Since that time, the company has grown to a major quarrier and fabricator of stones from India and around the world. From the very beginning, the company has believed in vertical integration. They begin with the finest raw materials, invariably from their very own quarries, assuring consistent, high quality suppliers.
Uniform governance; If a firm purchases semi finished goods from an outside source then the work culture will be different and there are chances of dispute regarding terms and conditions of supply or if the outside supplier makes breach of contract and does not supply the goods on time then the firm can not fulfil its commitment to the third party and the goodwill of a firm will come to an end. Organizational inferences; If the supplier supplying the raw materials to a firm is big, in terms of size and structure, then it will dictate the terms and conditions. On the other hand if an in-house source is used then there will be no market variation and the supplier can not impose any unfavourable conditions. Due to this reason in November 1999, Exxon Corporation and Mobil Corporation, two of the... [continues]
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