Samenvatting
Summary PSM Chapter 13
- Instelling
- Universiteit Twente (UT)
Samenvatting Strategic Supply Management, ISBN: 1000 Purchasing And Supply Management chapter 13
[Meer zien]Voorbeeld 2 van de 10 pagina's
Voorbeeld 2 van de 10 pagina's
In winkelwagengesponsord bericht van onze partner
Gekoppeld boek
Titel boek:
Auteur(s):
- Uitgave:
- ISBN:
- Druk:
Verkoper
Volgen
Voorbeeld van de inhoud
Chapter 13 Managing Inter-Firm RelationshipsIn the private sector we are in the business of making as much money as possible to satisfy our
shareholders and increase firm profits. In the public sector it could be argued that we are in the
business of saving money. The business of procurement is the same: to achieve the best deal for
your organization.
Relationship management can be viewed from a variety of perspectives: from the level of the firm,
from the level of a particular project or group within and between firms, and of course, at the level
of the individual. When we consider the concept of inter-firm relationships we should think of all
three levels, and what’s more, not just between firms but also within firms.
We define relationships as processes, much the same as culture and communication.
Processes have several important properties – firstly, they require inputs in the shape of resources
and secondly, they will require an output. They also should have an outcome focus.
1
, Processes need to be viewed as both efficient (how quickly they are conducted) and effective (how
well they meet the strategic focus of the firm). To make a process efficient it is important to consider
the allocation of resources to the expected output. It is also important to make sure that the firm
had the requisite resources to manage the process.
Effectiveness means delivery to the strategic objectives of the ‘firm’, which in essence means making
sure that the relationships are business focused on a series of outcomes that are expected by both
parties within the relationship.
Naturally the cost of the resources will escalate depending on the complexity of the relationship
output. It is therefore important to realise that there is a cost-benefit analysis equation that will
need to be balanced when deciding on various relationship strategy approaches.
Interfirm business relationships: a set of complex business processes that require resource
allocation from the buyer and supplier to achieve a set of complex outputs. These outputs
and inputs may be asymmetrical depending on the desired outcomes for the buyer and
supplier. In addition, these relationships will be influenced by their respective external
environments and constrained by the parties’ strategies, goals and power mechanisms.
Successful relationship management has been demonstrated to lead to lower costs, higher quality,
greater product innovation, reduced risks and even enhanced market value.
Supply chain management (SCM): the integration of business processes from end user
through original suppliers that provides products, services and information that add value
for customers.
The literature takes three distinct themes:
1. Specific strategies employed by the Purchasing function
2. Purchasing’s role within those strategies
3. Purchasing as a strategic function within the firm
The overall consensus is that supply should be seen as ‘strategic’, as integral to the decision-making
mechanisms of the firm, although more rigorous empirical work is required. It is widely agreed that
the involvement of Purchasing in a strategic context can enhance a company’s financial performance
and improve the firm’s overall competitive position.
Regulating the relationship is an integral component of managing sourcing strategies. This discourse
clearly shows that there is a variety of ways of viewing relationship management; however, the key
question appears to remain the same: how should a firm organise to manage its complex
relationships?
Whilst this question sounds very simple, the answer to it is in fact very complex. This complexity is in
part caused by the fact that relationship strategies are only one dimension of a much more
sophisticated management system. The management of business relationships must be considered
in conjunction with other elements of the supply process.
Firms that are cost focused will require the supply activity to deliver a range of business and
marketing benefits that will put the firm into a stronger cost management position (i.e. savings). The
key focus for the firm has to be on competing based on cost reduction.
2
Voordelen van het kopen van samenvattingen bij Stuvia op een rij:
Verzekerd van kwaliteit door reviews
Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!
Snel en makkelijk kopen
Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.
Focus op de essentie
Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper annikaterborg. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €2,99. Je zit daarna nergens aan vast.
Is Stuvia te vertrouwen?
4,6 sterren op Google & Trustpilot (+1000 reviews)
Afgelopen 30 dagen zijn er 50843 samenvattingen verkocht
Opgericht in 2010, al 14 jaar dé plek om samenvattingen te kopen