Andere Kunden interessierten sich auch für
![Strategy and Organization in Supply Chains]( "Strategy and Organization in Supply Chains")
Strategy and Organization in Supply Chains77,99 €![Strategisches Ersatzteilmanagement in Closed-Loop Supply Chains]( "Strategisches Ersatzteilmanagement in Closed-Loop Supply Chains")
Strategisches Ersatzteilmanagement in Closed-Loop Supply Chains84,99 €![Cost Management in Supply Chains]( "Cost Management in Supply Chains")
Cost Management in Supply Chains116,99 €![Supply Chain Analysis]( "Supply Chain Analysis")
Supply Chain Analysis75,99 €![Koordination in Supply Chains]( "Koordination in Supply Chains")
Koordination in Supply Chains64,99 €![Managing Closed-Loop Supply Chains]( "Managing Closed-Loop Supply Chains")
Managing Closed-Loop Supply Chains37,99 €![Performance Measurement in Supply Chains]( "Performance Measurement in Supply Chains")
Performance Measurement in Supply Chains59,99 €
Luis Martín Díaz shows why some companies are still reluctant to cooperate with partners in the supply chain even though it may be advantageous to them. Based on an extensive survey within the European automotive industry, he proposes solutions to this paradox and describes a prototype for the assessment of the added-value of cooperation.
The acknowledgement that a network of cooperating companies, e.g. a supply chain, could be more successful in achieving competitive advantage than individual businesses, constitutes one of the most significant paradigm shifts in modern business management as it leaves behind the notion of adversarial companies engaged in fierce competition with one another in order to gain a competitive advantage. The "Survival of the Fittest" in what has been called "The Era of Network Competition" depends on how well companies are able to structure, coordinate, and manage relationships with their business partners. In their search for the best possible place under the sun, companies have redefined their understanding of cooperation and have not only improved the efficiency of cooperation with partners (e.g. suppliers, customers, and complementors) but also discovered the existence of synergies with competitors. The apparently paradoxical situation of cooperating with competitors (or it might bethought of as competing with cooperating partners) shows that collaboration is a widespread approach at all levels of strategic management. In light of these thoughts, the question arises why there are still companies that neither cooperate with business partners nor with competitors; although it seems obvious that this could be advantageous. This work attempts to offer an answer to this question.
The acknowledgement that a network of cooperating companies, e.g. a supply chain, could be more successful in achieving competitive advantage than individual businesses, constitutes one of the most significant paradigm shifts in modern business management as it leaves behind the notion of adversarial companies engaged in fierce competition with one another in order to gain a competitive advantage. The "Survival of the Fittest" in what has been called "The Era of Network Competition" depends on how well companies are able to structure, coordinate, and manage relationships with their business partners. In their search for the best possible place under the sun, companies have redefined their understanding of cooperation and have not only improved the efficiency of cooperation with partners (e.g. suppliers, customers, and complementors) but also discovered the existence of synergies with competitors. The apparently paradoxical situation of cooperating with competitors (or it might bethought of as competing with cooperating partners) shows that collaboration is a widespread approach at all levels of strategic management. In light of these thoughts, the question arises why there are still companies that neither cooperate with business partners nor with competitors; although it seems obvious that this could be advantageous. This work attempts to offer an answer to this question.