From vendor to partner: Why and how leading companies collaborate with suppliers for competitive advantage

Global Business and Organizational Excellence

Volumn 27, Issue 3, 2008, Pages 21-37

  Hughes, Jonathan ^a  

^a Vantage Partners

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Indexed keywords

EID: 39649121681     PISSN: 19322054     EISSN: 19322062     Source Type: Journal    
DOI: 10.1002/joe.20201     Document Type: Article

References (8)

1. 2005 Industry Week value-chain survey, Industry Week in conjunction with IBM Business Consulting Services, with assistance from APQC, September 2005.
2. J. Hughes, J. Weiss, S. Morton, & C. Kim, Customer-supplier collaboration study (Boston, MA: Vantage Partners, 2007). The study involved more than 300 companies and more than 500 individual survey responses from both buy-side and sell-side executives and relationship managers.
3. Ibid.
4. This is especially true since incentives and management systems at most companies are generally biased in favor of limiting downside risk, rather than maximizing upside opportunity. Missed opportunities are, by their nature, intangible and hard to quantify, and as a result, often have limited impact on executive decision making and day-to-day employee behavior.
5. J. Hughes et al., Customer-supplier collaboration study.
6. Ibid.
7. J. Hughes, Supplier metrics that matter, CPO Agenda, Autumn, 2005.
8. Ibid.