Extent: | Online-Ressource (X, 192 p. 22 illus, online resource) |
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Series: | |
Type of publication: | Book / Working Paper |
Language: | English |
Notes: | Description based upon print version of record Contents; Chapter 1: Procurement Success vs. SRM Failure; Everything Is Rosy, Then?; Key Account Management vs. SRM; The Prize; This Book Is Not About Procurement (At Least Not Only); Chapter 2: Supplier Relationship Management; But, What Does It Mean?; The Problems; So, What Is TrueSRM Really About?; TrueSRM Does Not Vary by Industry/Business; The Challenge; Chapter 3: To SRM and Beyond!; Trouble Brewing; The First Workshop; The Second Workshop; The Third Workshop; The Fourth Workshop; The Fifth Workshop; Getting to TrueSRM; Key to a Profitable Future Chapter 4: Introducing Supplier Interaction ModelsPerformance Axis; Strategic Potential Axis; The Framework; The Nine Relationships; Critical Cluster: The Relationships to Nurture; Integrate: Worthy of Commitment; Influence: Joint Development of New Offerings; Invest: Promise of Capability; Ordinaries: The Widget Providers; Harvest: Highly Productive But Still Needs Cultivating; Sustain: Worthy of Continuous Improvement; Improve: Shortcomings Need to Be Addressed; Problematic Suppliers: The Serious Fixes; Mitigate: Need to Be Disengaged on Good Terms; Develop: Candidates for the Ideal Source Bail Out: Stepping In Is NecessaryHeartland Develops TrueSRM; Categorizing Suppliers; Chapter 5:The "Ordinaries"; Characteristics of Improve Suppliers; What Kind of Behavior to Drive; How to Work with Improve Suppliers; Governance; Case Example; Characteristics of Sustain Suppliers; What Kind of Behavior to Drive; How to Work with Sustain Suppliers; Governance; Case Example; Characteristics of Harvest Suppliers; What Kind of Behavior to Drive; How to Work with Harvest Suppliers; Governance; Case Example; Rethink Relations with Ordinaries; Chapter 6: "Problem Children" Characteristics of Mitigate SuppliersWhat Kind of Behavior to Drive; How to Work with Mitigate Suppliers; Governance; Case Example; TrueSRM Comes to Marketing; Characteristics of Develop Suppliers; What Kind of Behavior to Drive; How to Work with Develop Suppliers; Governance; Case Example; Implementation Challenges at Heartland; Characteristics of Bail Out Suppliers; What Kind of Behavior to Drive; How to Work with Bail Out Suppliers; Governance; Case Example; Heartland: Calbury Races Ahead; Problematics: Handle with Care; Chapter 7: The "Critical Cluster " Characteristics of Influence SuppliersWhat Kind of Behavior to Drive; How to Work with Influence Suppliers; Governance; Case Example #1; Case Example #2; Characteristics of Invest Suppliers; What Kind of Behavior to Drive; How to Work with Invest Suppliers; Governance; Case Example #1; Case Example #2; Characteristics of Integrate Suppliers; What Kind of Behavior to Drive; How to Work with Integrate Suppliers; Governance; Case Example #1; Nourishing the Critical Cluster; Chapter 8: Putting Supplier Interaction Models to Work; A Dynamic Framework; Onboarding New Suppliers Supplier Moves You Are Driving |
ISBN: | 978-1-4302-6260-2 ; 978-1-4302-6259-6 |
Other identifiers: | 10.1007/978-1-4302-6260-2 [DOI] |
Source: | ECONIS - Online Catalogue of the ZBW |
Persistent link: https://www.econbiz.de/10014020614