Strategic Supply Chain Management - Supply Chain Online

More documents

Recommendations

Info

148 Strategic Supply Chain Management “collaboration,” they rarely deliver the benefits of lower inventory levels, better customer service, more efficient use of human resources, and faster, more reliable delivery. Why not Because the investment required of each partner is low, and the resulting value is not enough to advance either company’s strategy, enable entry into new markets, or provide access to new technologies or skill sets. Transactional collaboration and cooperative collaboration simply deliver modest improvements in how day-to-day transactions are executed. This is not to say that transactional and cooperative relationships are without value. They’re merely a first step in developing more complex, strategic relationships that create a true bond between partners. Advanced collaboration needs a greater investment, continuing maintenance, and ongoing vigilance against circumstances that could harm the relationship. As companies move away from the traditional model of vertical integration, the need for deeper collaboration with select supply chain partners intensifies. Deciding to divest an internal competency doesn’t eliminate the need—it simply moves the source of the competency beyond your company’s direct control. As we saw in Core Discipline 3, the ability to manage these external relationships successfully can become a critical competency. It’s a major challenge to balance what’s theoretically possible, what’s needed to support the business strategy, and what’s practical in terms of managing day-to-day operations. The fact that the collaboration spectrum is different for every company means that what’s “optimal” in terms of number and type of collaborative relationships varies widely. Although most companies today are still a long way from their optimal range, the number of cooperative and coordinated relationships is growing (see Figure 4-5). The ability to reach an optimal state of collaboration is limited by the availability of partners prepared to work with you. THE PATH TO SUCCESSFUL COLLABORATION Your success depends on the ability of both you and your partner to execute according to your mutual agreement. While every partnership is different, the following guidelines for success apply to all: ◆ ◆ Master internal collaboration before trying to work with external partners. Define the appropriate degree of collaboration for each partner segment.
CHAPTER 4 Core Discipline 4: Build the Right Collaborative Model 149 FIGURE 4–5 The evolution of collaboration. Historical Actual Optimal Theoretical Extensive Collaboration Required Limited Collaboration Required Vertically Integrated Core Competency Focused Synchronized Coordinated Cooperative Transactional Internal ◆ ◆ ◆ ◆ Be sure that each party has a stake in the outcome of the collaboration. Share benefits, gains, losses, and risks. Be prepared to share information you once considered proprietary. Mutual trust is integral to successful collaboration. Set clear expectations for each party. Use technology to support your collaborative relationships. Master Internal Collaboration First If you can’t collaborate within the four walls of your own company, your chances of success with external partners are small. Internal collaboration helps to test your company’s “readiness” to achieve common goals by aligning processes, systems, and organizational structures—all in a lowrisk environment. And internal success provides proof positive that the benefits of collaboration are real.
Page 2 and 3:
Want to learn more We hope you enjo
Page 4 and 5:
Cohen and Roussel provide a valuabl
Page 6 and 7:
Copyright © 2005 by The McGraw-Hil
Page 8 and 9:
This page intentionally left blank.
Page 10 and 11:
viii CONTENTS OWENS CORNING PROFILE
Page 12 and 13:
x FOREWORD now it has to be brought
Page 14 and 15:
xii FOREWORD Another “early adopt
Page 16 and 17:
xiv FOREWORD through research, use,
Page 18 and 19:
xvi FOREWORD on its promise. Is thi
Page 20 and 21:
xviii ACKNOWLEDGMENTS owe thanks to
Page 22 and 23:
Page 24 and 25:
2 Strategic Supply Chain Management
Page 26 and 27:
Page 28 and 29:
Page 30 and 31:
Page 32 and 33:
10 Strategic Supply Chain Managemen
Page 34 and 35:
Page 36 and 37:
Page 38 and 39:
Page 40 and 41:
Page 42 and 43:
Page 44 and 45:
Page 46 and 47:
Page 48 and 49:
Page 50 and 51:
Page 52 and 53:
Page 54 and 55:
Page 56 and 57:
Page 58 and 59:
Page 60 and 61:
Page 62 and 63:
Page 64 and 65:
Page 66 and 67:
Page 68 and 69:
Page 70 and 71:
Page 72 and 73:
Page 74 and 75:
Page 76 and 77:
Page 78 and 79:
Page 80 and 81:
Page 82 and 83:
Page 84 and 85:
Page 86 and 87:
Page 88 and 89:
Page 90 and 91:
Page 92 and 93:
Page 94 and 95:
Page 96 and 97:
Page 98 and 99:
Page 100 and 101:
Page 102 and 103:
Page 104 and 105:
Page 106 and 107:
Page 108 and 109:
Page 110 and 111:
Page 112 and 113:
Page 114 and 115:
Page 116 and 117:
Page 118 and 119:
Page 120 and 121: 98 Strategic Supply Chain Managemen
Page 122 and 123: 100 Strategic Supply Chain Manageme
Page 152 and 153: This page intentionally left blank.
Page 190 and 191: This page intentionally left blank.
Page 220 and 221:
198 Strategic Supply Chain Manageme
Page 222 and 223:
Page 224 and 225:
Page 226 and 227:
Page 228 and 229:
Page 230 and 231:
Page 232 and 233:
Page 234 and 235:
Page 236 and 237:
Page 238 and 239:
Page 240 and 241:
Page 242 and 243:
Page 244 and 245:
Page 246 and 247:
Page 248 and 249:
Page 250 and 251:
Page 252 and 253:
Page 254 and 255:
Page 256 and 257:
Page 258 and 259:
Page 260 and 261:
Page 262 and 263:
Page 264 and 265:
Page 266 and 267:
Page 268 and 269:
Page 270 and 271:
Page 272 and 273:
Page 274 and 275:
Page 276 and 277:
Page 278 and 279:
Page 280 and 281:
Page 282 and 283:
Page 284 and 285:
Page 286 and 287:
Page 288 and 289:
Page 290 and 291:
Page 292 and 293:
Page 294 and 295:
Page 296 and 297:
Page 298 and 299:
Stage 4: Cross-Enterprise Collabora
Page 300 and 301:
FIGURE B-3 Summary results of popul
Page 302 and 303:
Page 304 and 305:
Page 306 and 307:
Page 308 and 309:
Page 310 and 311:
Page 312 and 313:
Page 314 and 315:
Page 316 and 317:
Page 318 and 319:
Page 320 and 321:
Page 322 and 323:
Page 324 and 325:
Page 326 and 327:
Page 328 and 329:
Page 330 and 331:
308 Index Business strategy: metric
Page 332 and 333:
310 Index F Faught, Laura, 175-176
Page 334 and 335:
312 Index Mexico, 96, 196 Michelin,
Page 336 and 337:
314 Index Regional planning group,
Page 338:
316 Index Toys “R” Us, 53 Trace
show all

Strategic Supply Chain Management - Supply Chain Online

Create successful ePaper yourself

Delete template?

Save as template?