States that we have witnessed, over the last several years, a profound change in understanding the dynamics of competitive advantage. Managers now acknowledge that a firm's success is tied, in part, to the strength of its weakest supply chain partner. This paper develops the concept of supply chain management and argues that only through close collaborative linkages through the entire supply chain, can one fully achieve the benefits of cost reduction and revenue enhancing behaviors. Data are presented that look at a range of supply chain management practices and processes. By examining differences in practices and processes between buyers and sellers, along with the supply chain, attempts to understand better the challenges facing managers who espouse supply chain management. Also proposes a change in mind set for the traditional procurement manager and present insights for him/her to adapt to the requirements of the new competition.This study was funded in part by a research grant provided by Ernst & Young LLP Center for Business Knowledge, which was administered by Jeffrey Pratt and LeAnne Gershkowitz. The authors appreciate and acknowledge the help and support of Ernst & Young LLP Global Supply Chain Network and especially the guidance and assistance of Christopher Gopal and Gene Tyndall.An empirical investigation into supply chain management

Supply chain management has received in recent years a great deal of attention by practitioners and academics alike. The benefits that accrue to firms that effectively manage their supply chain partners range from lower costs to higher return on investment (ROI), to higher returns to stockholders. Yet, effective management of one's supply chain is not easily accomplished. In this paper, we develop this capability as a core skill that will ultimately separate the winners from the losers. We develop the concept of supply chain competence and use learning as a proxy. We explore the pre-conditions for learning to emerge and the impact of learning on supply chain performance. A number of factors that affect partner-like behavior also affect learning. Also, learning appears to have a positive impact on performance measures relating to end-customer satisfaction and being a more market-focused supply chain. Learning does not appear to affect supply chain performance related to cost.

No abstract

No abstract

No abstract

No abstract

No abstract

En STRRTECIES TO EllHRnCE SUPPLIER IllRllRGEIllEnTPurchased goods and services represent between 50 and 70 percent of a manufacturing company's value potentiat. Even in service industries, more than half of all services are purchased from other organizations. In other words, the majority of what a typical company is is defined by the components, materials, and services it acquires from outside sources. Conversely, vertical integration is becoming less and less credible, serving only t o clutter many organizations with noncore competencies and decrease flexibility in terms of cost structure and adaptability in the marketplace.With more and more parts, materials, goods, and services purchased outside the organization, companies are altering the tenor of their supplier relationships. In this excerpt from supercharging Supply Chains, the authors explain how organizations can improve strategic sourcing and supplier management by buying smarter.