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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Manager's Guide to Supply Chain Management
內容大綱
The received wisdom--which many practitioners rigidly follow--assumes that competitiveness in a global economy requires companies to focus on core competencies, reduce their number of suppliers, and develop strong partner relationships built on shared information and trust with the remaining suppliers. But interviews with leading practitioners indicate that blind adherence to this three-step approach trivializes the issue and may be bad medicine. We provide a simple guideline for choosing the appropriate relationship for each supplier. An important consideration is whether the supplier relationship aims at cost reduction or value-added benefits for the customer, or both. The appropriate relationship could be one of competitive tension, cooperative partnership, or strategic alliance. In this study, the firms with successful outsourcing strategies began with well-developed and rigorous technological forecasts. Otherwise, strategic outsourcing will be filled with many blind avenues and deeply regretted decisions.