By Edward W. Davis
You cannot compete and win by myself. this present day, constellations of organisations best friend opposed to each one other--and the enterprise that stands by myself, might fail on my own. Now there is a start-to-finish consultant to the possibilities and demanding situations dealing with modern-day prolonged company. within the prolonged company, authors Edward W. Davis and Robert E. Spekman exhibit why prolonged companies call for appreciably new buyer-supplier relationships, why conventional enterprise buildings inhibit alliances and partnerships, and the way to advance the capabilities your organization wishes instantly. Drawing on vast learn and new case stories, you get lifelike concepts for making plans, construction, and coping with the prolonged company. you will easy methods to make a decision whilst to accomplice and who to accomplice with; align tactics to enhance info movement; and particularly, strengthen humans who'll paintings good throughout organizational obstacles. notably, the authors supply deep perception into the attitudinal and behavioral adjustments which are wanted for you to speedily in achieving effects and maintain them for the longer term.
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Extra resources for The Extended Enterprise: Gaining Competitive Advantage through Collaborative Supply Chains (Financial Times Prentice Hall Books)
Example text
Neither value chain nor supply chain analysis explicitly speaks of people as a valued resource. These competencies are the essential ingredient of the relationship Chapter 1 • Introduction 25 that unleashes the value-creating ability of the extended enterprise. 5 further illustrates some of the unique characteristics of the extended enterprise by making comparisons with more traditional procurement thinking. By emphasizing a small set of criteria, we show that extended enterprise thinking is not business as usual and certainly is different from both a purchasing department perspective and a single firm perspective.
Organizations where knowledge is viewed as a quasi-public good to be shared across the member firms. Not only must managers now share insights and knowledge, they must also develop mental models that espouse a systems view. Enterprise members search for system-wide leverage points that bestow competitive advantage throughout the network. The extended enterprise recognizes that people are one of the most valued assets a firm can bring to the relationship. , for the good of the extended enterprise), and are trained to work well in teams and to support the notions of cooperative behavior.
Employee know-how is one of the firm’s intangible assets. Explicit knowledge is codified and can be observed and copied. Tacit knowledge is not codified and is not easily copied. By working closely and spending considerable time with its supply chain partner, a firm can begin to learn and absorb this knowledge. To be resolved is how much tacit knowledge a supplier (or buyer) can transfer to the partner without jeopardizing its core expertise through the unintended leakage of information. To be more competitive, Motorola, a pioneer in the market, has taken a second look at its personal communications sector (PCS) and has developed a strategy to lower costs and raise profits, in part, by more strategic purchasing.