Supply Chain 2012 Part 3

Tham khảo tài liệu 'supply chain 2012 part 3', kỹ thuật - công nghệ, cơ khí - chế tạo máy phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | A Framework for Assessing and Managing Large Purchaser - Minority Supplier Relationships in Supplier Diversity Initiatives 51 managing these facets. Conceivably an assessment of their relationship should consider the nature and form of these factors and their interrelation. Following from this a strong relationship between a LPO and an EMS require relational capabilities that address the aforementioned relationship facets which underpin EMS learning capabilities which in turn influence positively the development of supply capabilities requisite for performance and competitiveness enhancement. Given that EMSs are predominantly fairly small firms usually with limited resources and product mix considering the LPO-EMS relationship in a relatively unitary sense does not disregard the caveats expressed by Harland et al. 2004 against viewing dyadic relationships as singular and uniform. We propound that the relational capability of managing these facets constitutes a dynamic capability Hamel Prahalad 1994 in its own right for both the LPO and the EMS as it enables the latter to learn and develop process and product supply capabilities which in turn enhance the innovativeness and competitiveness of both parties. We argue that this tentative conceptualisation retains the flexibility of allowing for consideration of a number of possible relationship types within variant sectors and enables a comparison of perception of relationship strength by LPOs and EMSs by providing a structured frame of reference animating discussion and research. While the submitted framework is perhaps more suitable for assessing established purchaser-supplier relationships it could be useful for pointing out and alerting both parties - LPOs and EMSs - to issues that have a profound impact on the development of their relationship and arguably merit a proactive stance depending always on the level of collaboration pursued by both parties. 5. Avenues for operationalisation While much of the published .

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