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Partnerships or tug of war? (A framework for supply-chain improvement)

Author: Corbett, C ; Blackburn, J. D. ; Van Wassenhove, Luk N.INSEAD Area: Technology and Operations Management Series: Working Paper ; 97/94/TM Publisher: Fontainebleau : INSEAD, 1997.Language: EnglishDescription: 27 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: We describe how a supplier initiated two cases of such joint supply-chain improvement efforts, the first guided by trial and (frequent) error, the second much more streamlined, but both eventually leading to a mixture of success and disappointment. By contrasting the two, we identify various critical factors for smooth project progress, including the need to have a clearly defined process, the composition of the joint project team, and the importance of supply-chain mapping. We pull together the key learnings into a simple framework which can be seen as "roadmap" for joint supply-chain improvement projects, and offer guidelines on managing the overall process and the individual steps. We briefly describe the company training programme through which the framework was implemented and the type of coordination structure needed to support such projects. Finally, we analyze why the first case was eventually commercially more successful, even th.ough the second case was more successful at the project level
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We describe how a supplier initiated two cases of such joint supply-chain improvement efforts, the first guided by trial and (frequent) error, the second much more streamlined, but both eventually leading to a mixture of success and disappointment. By contrasting the two, we identify various critical factors for smooth project progress, including the need to have a clearly defined process, the composition of the joint project team, and the importance of supply-chain mapping. We pull together the key learnings into a simple framework which can be seen as "roadmap" for joint supply-chain improvement projects, and offer guidelines on managing the overall process and the individual steps. We briefly describe the company training programme through which the framework was implemented and the type of coordination structure needed to support such projects. Finally, we analyze why the first case was eventually commercially more successful, even th.ough the second case was more successful at the project level

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