Details

Autor(en) / Beteiligte

• Rogers, Stephen C

Titel

Cross-Functional Collaboration: believe in it

Ist Teil von

• Supply Chain Management Review, 2009-05, Vol.13 (4), p.38

Ort / Verlag

Framington: Peerless Media, LLC

Erscheinungsjahr

2009

Quelle

Nexis Uni

Beschreibungen/Notizen

• Companies that delegate their supplier interactions solely to one or two functions to manage are unlikely to use suppliers to sustain their competitive position over time. They can have periods of good, even excellent, performance, but that's different than having a competitive position that is renewed and sustained by proactive supplier management. Just as the design of a house or an office building includes areas that enable movement, logical flow between specific rooms, entrance and exit capability, and the ability to see the environment outside the structure, a supply-based advantage strategy needs comparable capability. The mindset of the organization needs to embrace suppliers as a way to beat competition and delight customers. To do that requires cross-functional belief in the premise that suppliers can make a difference. The access to that cross-functional belief parallels the inclusion of doors, windows, hallways, atriums, and foyers/waiting rooms in a building. The ability to flow the right cross-functional expertise into the supplier interface with an aligned view toward its value potential is the differentiator. Famous architects craft transition areas, windows, and doors into their design such that they differentiate the resulting building.