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Collaboration with SC partners (Building collaborative relationships…
Collaboration with SC partners
Virtual organizaition
build trust by sharing information
錯誤的誘因可能導致局部最佳化
risk: functional silos
Requirement for success
Adding value
improving market access
strengthening operations
adding technological strength
enhancing strategic growth
Sharing insights and learning
increasing financial strength
Building collaborative relationships
Auditable information exchange and tech for connectivity
Deterence-based arrangements such as formal contacts
incentive-based arrangement such as aligning sales
Process-based arrangement such as long-term trust building based on constant communication
Assignment of leaders with the appropriate level of authority to enforce the relationship
Focus on entire SC
Networkwide visibility and measurement of bullwhip effect to access the impact of collective management of inventory
Sharing of knowledge, not just data
clearly visible sharing of both the benefits and the burdens of the relationship
Variety types of commitment, depending upon such as length of relationship,feedback...
Collaborative partnership
Initiate management tasks
Overcome barriers to collaboration
Build levels of communication
Determine levels of collaborative intensity
Examine strategic importance versus difficulty to determine product categories
Initiate management tasks
Top manager demonstrate enthusiastic commitment to the partnership
Division managers place the interests of the whole above their local interests
Management start building the collaboration by joint discussing and designating relationship goals and planning the steps necessary to reach them.
define the role for each party, avoid redundant effort
create the policy to resolve conficts
managers must stay involved
Overcome barriers to collaboration
Suboptimization
Individual incentives that conflict with organization goals
Working with competitors
Bottleneck caused by weak or slow partners
technology barriers
Power-based relationships
underestimated benefits
Culture conflicts
Build levels of communication
Transactional with information sharing
Share processes and partnership
Linked competitive vision and strategic alliance
Mergers and acquisition(backward and forward integration)
Determine levels of collaborative intensity
Strategy importance
complexity
Number of suppliers
Uncertainty
Examine strategy importance versus difficulty to determine product categories
bottleneck material
Commodity material
Direct/ core competency material
Leverage material
Collaboration with customers
Greater focus on customer
Greater integration
Align mission statement, goal, organization structure, and jobs to support a customer focus
Identify the customer's perspective and needs
Create a map of customer segment
Implement the most appropriate CRM strategy