Building Successful Customer - Supplier Alliances

Long Range Planning

Volumn 31, Issue 5, 1998, Pages 684-694

  Vollmann, Thomas E ^a   Cordon, Carlos ^a  

^a IMD   (Switzerland)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0000110677     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0024-6301(98)00073-9     Document Type: Article

References (7)

1. The Manufacturing 2000 research project at IMD was started in 1989, and has been supported by 22 organisations, mostly large multi-national firms. The goal has been to identify the changing requirements for manufacturing excellence and the appropriate organisational responses - with an expectation of continuously redefining the nature of activities in manufacturing companies (not just manufacturing functions). The specific research projects have varied, but the overall focus has been on "over-the-horizon radar," and in particular on what we call "transformation" - the major changes required to identify and meet the new challenges before everyone else does. For the last three years, one major focus of this effort has been on demand chain management.
2. An interesting example of a firm attempting to create a virtual organisation is found in McWilliams, Gary, "Compaq at the Crossroads," Business Week, 22 July, Autumn (1996).
3. An interview about how Nestle see their efforts in ECR is found in the Manufacturing 2000 publication, Business Briefing, (1996).
4. More information on the issues surrounding decisions to use third party providers of logistics and related services can be found in K. Rao and R. R. Young, "Global Supply Chains: Factors Influencing Outsourcing of Logistics Functions," International Journal of Physical Distribution and Logistic Management, No. 6 (1994).
5. Readers wishing further details on the Chrysler case should read: Jeffrey H. Dyer, "How Chrysler Created an American Keiretsu," Harvard business Review, July-August (1996).
6. For further discussion on the role of core competencies in outsourcing decisions see J. B. Quinn and F. G. Hilmer, "Make Versus Buy: Strategic Outsourcing," McKinsey Quarterly, No. 1, (1995).
7. An interesting case discussion of one firm's attempt to compete by recognising their customer's desires for outsourcing is: C. H. Wood, A. Kaufman and M. Merenda, "How Hadco Became a Problem Solving Supplier," Sloan Management Review, Winter, (1996).