Collaboration in supply chains means managing the chain beyond traditional or transactional methods. It involves rethinking the way your business is managed, both internally and externally, and the ways in which employees and partners relate to each other. Stuart Emmett and Barry Crocker's book explains how a relationship-based approach to supply chain management can transform business; how to organise your business internally for effective supply chain relationships and how to transform your external supply chain using relationship marketing, customer relationship management and supply chain partnerships. One of the key distinguishing characteristics of a high performing supply chain is the presence of strategic trust. With strategic trust, the parties have access to each other's strategic plans; relevant cost information and forecasts are shared; risks and rewards are addressed openly. This book explains how to embed a culture of inter-company trust and to realise the benefits of improved supply chain relationships.
Table of Contents
Contents: Preface; Foreword by Alan Waller; Introduction. Part 1 The Supply Chain Reviewed: The supply chain; Supply chain history; Supply chain growth; Benefits of supply chain management; Five key aspects for supply chain management; Approaches to supply chain management; Supply chain management changes traditional ways; Supply- or demand-led supply chains; Transactional or collaborative supply chains; Contrasts between Type I and Type II supply chains; Supply chain operations; Problems in integrating supply chains; Supply chain strategy; Supply chain planning; Supply chain key performance indicators; Supply chain metrics and strategies; Supportive supply chain management approaches. Part 2 People Relationships at Work: People relationships are important; Understanding individuals; Individual management styles; Team relationships; Building people relationships; Work/company culture. Part 3 Supply Chain Relationships in Business: Percy and Charlie; Internal structures and relationships; Supplier appraisal; Vendor rating; Corporate social responsibility; Supplier audits; Structuring for supply chain management; Intercompany relationships; Supply chain re-thinking; Thinking right; Strategy changes; Operating changes; Sustaining strategic supplier collaboration; Dynamic requirements for building supply chain relationships; Benefits of better relationships. Part 4 Changing and Improving Supply Chain Relationships: Maintaining collaborative buyer-supplier relationships; Stages in developing a collaborative relationship; Relationships and trust; Strategic trust in supply chain collaboration; Changing organisational behaviour; Improving supplier relationships: implementation difficulties; Levels of communication; Collaboration: perspectives; Keys factors for establishing successful collaborative relationships; Managing change; People's behaviour during change; The relationship-driven supply chain; Model for developing supply chain relationships. Bibliography; Index.
Stuart Emmett is a freelance trainer and consultant specialising in management, the supply chain and people development. Stuart is author of many articles on supply chain along with books such as: Supply Chain in 90 Minutes (Management Books), The Discipline Pocketbook (Management Pocketbooks), Excellence in Warehouse Management (Wiley) and a variety of qualification documents including International Physical Distribution, Purchasing, International Logistics, Stores and Distribution, and The Supply Chain for CIPS and CILT qualifications. Barry Crocker is a full time Lecturer and Msc Programme Leader at the University of Salford, specialising in materials management, purchasing, operations, distribution, supply chain and e-commerce. Barry is author of a range of distance and e-learning materials on supply chain topics.
'The perspective taken by the authors is one that is not immediately apparent in most of the literature on supply chain management. Rather than merely describe what it is, they recognise that there is a considerable amount written in that vein. What they, rather cleverly do, is to identify that relationships lie at the heart of effective supply chains. Having done this, they provide superb insights into the key relationship issues that affect supply chain performance. Using a careful mix of academic concepts and practical applications, and the timely use of illustration, bullet points and case studies, they provide the reader with relevant background and contextual setting yet manage to move quickly into pertinent issues for action. As such this book will appeal both to students and researchers as well as practitioners seeking wider knowledge. I strongly recommend the use of this book to anyone seeking to learn more about supply chain relationships. I believe it to be a valuable addition to the Body of Knowledge in this subject area.' Dr D. M. Moore, Department of Defence Management & Security Analysis, Cranfield University 'This is an excellent volume, and is required reading for those concerned with supply management.' Economic Outlook and Business Review