Global Sourcing and Supply Management Excellence in China

Helmold, Marc; Terry, Brian

doi:10.1007/978-981-10-1666-0

Cited by 43 publications

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“…Indeed, lean consciousness and methods are only beginning to take root among senior managers and leaders in all sectors today. Value chain networks in the present times are complex and international structures of supply and demand (Helmold & Terry, 2016). Especially, Japanese makers show how suppliers are sustainably integrated into the own value chain and activities (Helmold & Terry, 2016).…”

Section: Lean Management In Today's Worldmentioning

confidence: 99%

“…Value chain networks in the present times are complex and international structures of supply and demand (Helmold & Terry, 2016). Especially, Japanese makers show how suppliers are sustainably integrated into the own value chain and activities (Helmold & Terry, 2016). The Japanese networks are described as "keiretsu networks", in which suppliers and customers are integrated systems throughout the value chain (Helmold & Samara, 2019).…”

Section: Lean Management In Today's Worldmentioning

confidence: 99%

“…Lean management is therefore a modern concept for new work and process optimization in the own organization and the entire the value chain (Helmold & Samara, 2019). Lean management is focusing on making inefficiencies (waste) transparent and on altering these into value-adding activities (Helmold & Terry, 2016;Ohno, 1990). The value chain reaches in this context from the upstream (Suppliers) over the own operations to the downstream side (Customers) (Slack, Progress cannot be generated when we are satisfied with existing situations.…”

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Lean Management and New Work Concepts

Helmold

2021

Management for Professionals

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Section: Lean Management In Today's Worldmentioning

confidence: 99%

Section: Lean Management In Today's Worldmentioning

confidence: 99%

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Lean Management and New Work Concepts

Helmold

2021

Management for Professionals

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“…Responsible businesses enact the same values and principles wherever they have a presence, and know that good practices in one area do not offset harm in another. By incorporating the Global Compact principles into strategies, policies and procedures, and establishing a culture of integrity, companies are not only upholding their basic responsibilities to people and planet, but also setting the stage for long-term success (Helmold & Terry, 2016) (Fig. 13.3).…”

Section: Global Compact Principlesmentioning

confidence: 99%

New Work and Corporate Social Responsibility (CSR)

Helmold

2021

Management for Professionals

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The term Corporate Social Responsibility (CSR) was used in 1953 by Howard R. Bowen in his book Social Responsibilities of the Businessman and stands for the social responsibility of companies. Bowen preaches in his book for greater consideration for society by the large corporations in the USA (Corporate America), since these corporations have considerable power and, with their economic endeavors, have a major impact on the lives of ordinary citizens (Bowen5]. In the decades that followed, the concept of Corporate Social Responsibility (CSR) evolved continuously, initially through the zeitgeist of the social movements in the 1960s, for example through the civil rights movement, the consumer movement, the environmental movement and the women's movements. 13.2 CSR and New Work Corporate social responsibility (CSR) is an essential factor for a competitive advantage and employee satisfaction. Employees want to work for enterprises with social standards and rules (Stibbe, 2019). For successful sustainable development, actors from politics, companies, nonprofit, science and education deal with the topic of sustainable management. Examples show that CSR is not only a matter of multinational companies (MNC) but also other organisations across industries like startups, corporations in metropolitan areas, small and medium-sized (SME) companies It takes 20 years to build a reputation and five minutes to ruin it.

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“…Another aspect in the context of Vertical Supply Network Mapping is the strategic supplier classification, segmenting suppliers into preferred, alternative, restricted and phased-out suppliers or comparable classes (Appelfeller & Buchholz, 2011;Helmold & Terry, 2016). Usually, such classifications only consider the direct spend volume and suppliers are developed or phased out based on the result.…”

Section: Mapping Of a Company's Relationships Being Necessary In Thrementioning

confidence: 99%

Increasing supply network transparency: structure model, mapping procedure and performance impact

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Tobias and my two paranymphs Frederik and Vincent from Twente-as well as Holger, Andreas, Eika, Patrick, Colin, Constantina, Sebastian, Micha and Catja from Münster. While climbing different stages and enjoying good times together, I am glad that some of you became close friends of mine. Looking forward, several of you already completed their academic journey, while others are still on different heights of their mountains. Good luck to all of you in completing your projects-just keep climbing, I am sure you will make it! Special thanks go to my family-above all my mother Edith and my brother Benedikt. Thank you very much for your patience, understanding and unconditional support in the last years. You helped me keeping my motivation and recharging my batteries when energy was low. I could always count on you. This thesis is dedicated to you. Last but not least, I am very grateful to have my longtime friends Marina, Daniela, Laura, Anne and Vanessa from my hometown Wiedenbrück; the "Stuttgart Crew" Jule, Johanna, Martina, Kathrin, Eva, Bene and Konrad; and my dear friends Tatiana and Josiane in Münster. On my journey towards the top of the mountain, you always kept celebrating small stage victories with me and encouraging me when muscles were aching. All of you have been part of this exciting hike and joined me climbing it to the summit cross. Thanks a lot. Without you, this project would have been impossible.

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Global Sourcing and Supply Management Excellence in China

Cited by 43 publications

References 0 publications

Lean Management and New Work Concepts

Lean Management and New Work Concepts

New Work and Corporate Social Responsibility (CSR)

Increasing supply network transparency: structure model, mapping procedure and performance impact

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