The extended enterprise : gaining competitive advantage through collaborative supply chains /
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| Author / Creator: | Davis, Edward W. (Edward Wilson), 1935- |
|---|---|
| Imprint: | Upper Saddle River, NJ : Financial Times/Prentice Hall, c2004. |
| Description: | xxiv, 262 p. : ill. ; 24 cm. |
| Language: | English |
| Subject: | |
| Format: | Print Book |
| URL for this record: | http://pi.lib.uchicago.edu/1001/cat/bib/7531177 |
Table of Contents:
- Preface
- Acknowledgments
- Chapter 1. Introduction
- The New Competition: The Extended Enterprise
- Changing the Face of Competition
- Different Views and Perspectives
- Life after Price Leverage
- Beginning the Conversation Needed for the Extended Enterprise
- Defining the Extended Enterprise
- Summary
- Chapter 2. Traditional Views and Where We Have Been
- Tracing Shifting Priorities
- Traditional Buyer-Supplier Relationships: The Dark Ages
- Enter Material Management: The Beginning of the Age of Enlightenment
- From Materials Management to Supply Chain Management
- From Supply Chain Management to Extended Enterprise Thinking
- Summary
- Chapter 3. Supply Chain Planning: From Past to Present
- In the Dark Ages: Economic Order Quantity and Reorder Point
- Material Requirements Planning: More "Push" for Materials Management
- Distribution Resources Planning = Material Requirements Planning for Distribution
- Just-in-Time: "Pull" Systems
- More "Pull" along the Chain
- Manufacturing Execution Systems: For the Shop Floor and More
- Enterprise Resources Planning: The Interconnected Enterprise
- Planning in Pieces
- Interfacing Alone Is Not Integration
- Advanced Planning Systems: Brains for Enterprise Resource Planning
- The Internet and E-Manufacturing
- Planning and Scheduling Integration Across Company Boundaries
- Summary
- Chapter 4. Developing Extended Enterprise Thinking
- Toward the Implementation of the Extended Enterprise
- A View to the Future
- Strategic Intent Drives Extended Enterprise Thinking
- From Intent to Integration
- Supplier Relationship Management
- Mapping the Process from Strategic Intent to Partner Selection
- Parallel Processing: Understanding How to Manage the Gap
- Creating Value
- The Three Cs
- Summary
- Chapter 5. Outsourcing in the Extended Enterprise
- Background and Trends
- Traditional versus New Reasons for Outsourcing
- Business Process Outsourcing
- Strategic Outsourcing: An Example of the Extended Enterprise
- Challenges to Getting There
- The Issue of Control
- The Extended Enterprise Approach to Outsourcing
- Summary
- Chapter 6. Information Systems and Technology Issues in the Extended Enterprise
- Information Technology and Its Role in Supply Chain Integration
- Enabling Seamless Integration with IT
- Planning, Control, and Decision Integration
- Information Integration and Business Process Integration
- IT for the Extended Enterprise
- Strategic IT Opportunities For the Extended Enterprise
- IT Infrastructure
- Transactional IT
- Informational IT
- Strategic IT
- Reach and Range in the Extended Enterprise
- Capitalizing on IT Opportunities for the Extended Enterprise
- The Challenge of Building Consensus about IT Direction
- The Challenge of IT Integration
- The Challenge of Multiple IT Integrations
- Other IT Challenges
- A View Over the Horizon
- Winning Companies Will Excel at IT Integration
- Business Performance Management Systems Will Drive Continuous Improvement and Real-Time Response
- Decision Paths and Analytical Routines Will Enable Decision Integration
- Business Intelligence and Analytical Applications Will Deliver Process Intelligence and Information Integration
- IT Expertise Will Be Managed as a Core Competence and Competitive Discriminator
- Summary
- Chapter 7. Trust, the Glue that Binds the Extended Enterprise
- Why Is Trust Important?
- Trust Is Essential
- The Role of Contracts and Trust
- Decomposing Trust into its Core Dimensions
- Building Trust
- Supplier Development
- E-Commerce, Supply Chains, and Trust
- Approaches to Building Trust
- Know the Components of Trust
- Understanding the Relationships between Trust and Control
- From Theory to Practice: Developing an Atmosphere of Trust
- Begin with a Plan
- Ensure Open Lines of Communication
- Establish an Appropriate Governance Structure
- Keep Your Eye on What Matters
- Walk in Your Partners' Shoes
- Partner Assessment and Determining Trustworthiness
- Summary
- Chapter 8. Developing the Extended Enterprise
- Managers: People, Processes, and Structures
- General Trends of Forces Changing the World
- Surviving in the New Economy
- Boundary-Spanning Roles
- Requisite Boundary-Spanning Activities
- Gatekeeping and Interpretation
- Transaction and Integration Planning
- Engaging, Managing, and Monitoring
- Managing Across Networks
- Understanding the Competencies of an Extended Enterprise Manager
- Building Blocks for Extended Enterprise Thinking
- Processes and Structure Need to Adapt
- Developing Extended Enterprise Manager Competencies
- Teachable Competencies
- Unteachable Competencies
- Finding the Right Person
- Network Manager Competencies: What Kinds of Questions to Ask
- Extended Enterprises Evolve Over Time
- Summary
- Chapter 9. Metrics for Extended Enterprise Performance Measurement
- Traditional Performance Measures: Focus on Functions
- Supply Chain Performance Measures: The Enterprise View
- Supply Chain Performance Measures--The Supply Chain-wide View
- SCOR Model
- PMG Supply Chain Performance Scorecard
- Balanced Scorecard for SCM
- Extended Enterprise Measures
- Summary
- Chapter 10. Concluding Remarks
- Endnotes
- Index