SUMMARY
There is recognition that competition is shifting from a “firm versus firm perspective” to a “supply chain versus supply chain perspective.” In response to this shift, firms seeking competitive advantage are participating in cooperative supply chain arrangements, such as strategic alliances, which combine their individual strengths and unique resources. Buyer‐supplier sourcing relationships are a primary focus of alliance improvement efforts. While interest in such arrangements remains strong, it is well accepted that creating, developing, and maintaining a successful alliance is a very daunting task. This research addresses several critical issues regarding that challenge. First, what factors contribute most to long‐term alliance success? Second, what conditions define the presence of those success factors? Third, do buyers and suppliers in an alliance agree on those success factors and defining conditions? The research results demonstrate a remarkably consistent perspective among alliance partners regarding key success factors, despite the acknowledgment that the resultant success is based on a relatively even, but not equal, exchange of benefits and resources. Additionally, within an alliance's intended “win‐win” foundation, suppliers must recognize their innate dependence on customers. Finally, significant opportunities for improvement exist with respect to alliance goal clarification, communication, and performance evaluation.
Spontaneous coronary dissection is a rare event occurring particularly in women during the peripartum and postpartum period. Two cases related to the early postpartum period with a successful outcome are described, together with a comprehensive review of all the previously published cases. Diagnostic and therapeutic considerations of this unique clinical entity are discussed and reviewed.
a b s t r a c tManaging the return flow of product is increasingly recognized as a strategically important activity that involves decisions and actions within and across firms. We focus specifically on returns management at the marketing-operations interface, by utilizing the conceptualization of customer value and its related drivers. In order to explore the phenomenon of returns management across a multi-disciplinary, managerial spectrum, a qualitative research methodology relying on individual managers' perceptions was chosen to generate depth of understanding given the limited current understanding of the research topic under consideration. Our results suggest that functional integration at the marketing-operations interface can lead to better alignment of corporate resources and thus create higher levels of customer value. We also found the external business environment to impact how and why a firm creates customer value through the returns management process. Overall, our results suggest that when returns management is recognized as a matter of a firm's competitiveness, the joint role of operations and marketing is imperative to success.
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