"Xin lỗi, nhưng đầu tư của chúng tôi trong quản lý cung cấp sẽ cung cấp cho chúng ta một lợi thế chiến lược cạnh tranh." Tất cả các công ty nên nhận ra chiến lược quản lý cung cấp như là một lợi thế cạnh tranh tiềm năng và cố gắng học hỏi từ các công ty trên khắp thế giới, | Page 220 Japanese approaches to supply management. We requested an opportunity to share the insight gained. The response was Sorry but our investment in supply management will give us a strategic competitive advantage. All companies should recognize strategic supply management as a potential competitive edge and try to learn from the companies around the world who are leading the way. Recently one of us was working with a cross-functional supply team from a producer of heavy industrial equipment. There are only four major global sources of supply for one key component required in our client s assembly process. Unfortunately the most attractive of these four potential alliance partners already had entered into a strategic supply alliance with our client s largest competitor. Since technology flow was a major concern to our client it became obvious that the second and by far the second most attractive supplier would have to be selected. Again the competition for world class suppliers has already begun The buyer who establishes the relationship with the best supplier first is ahead of the competition. Integrate Supply Strategy With the SBU s Strategy The firm itself in the case of single division firms or well run SBUs establish measurable goals and objectives against which their performance can be measured. These goals and objectives must be supported by the various functional plans . the marketing plan the financial plan the production plan the supply plan . These plans are interdependent must be consistent with each other and must support the organization s goals objectives and Supply management must be a member of the planning function. The supply manager has much to contribute to the planning process especially in the area of threats and opportunities to the organization s supply of purchased materials and services. At the same time the supply manager must bring back from strategic planning discussions changes to which supply management must be .
