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Strategic Management of External Resources.
Poissonnier, Hugues - 2017
Cover -- How purchasing became a strategic function: from purchasing to external resources management -- Supply resource management: Salomon and his network of subcontractors in Romania -- How purchasing managers can benefit from new opportunities -- Geopolitics: a new field of expertise for...
Persistent link: https://www.econbiz.de/10013041773
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Creating and managing the e‐supply chain at UPS Worldwide Logistics
In: Strategic Direction 18 (2002) 2, pp. 5-7
In the highly competitive business of supply‐chain management, one logistics company has escaped the commodity trap …. It is an example of how logistics companies can move forward by creating and managing the e‐supply chain. With its … origins in express and physical logistics services, UPS Worldwide Logistics is now reckoned to be a global leader in the …
Persistent link: https://www.econbiz.de/10015009551
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Airbus paves way for its giant contender
In: Strategic Direction 20 (2004) 5, pp. 7-10
Few industries can match aircraft manufacture and carriers for their volatility – there are so many external factors that can affect the bottom line. The last two years have seen a global economic downturn, the war in Iraq and threats of terrorism taking their toll. The SARS virus was another...
Persistent link: https://www.econbiz.de/10015009790
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Taking e‐commerce to a new level
In: Strategic Direction 20 (2004) 11, pp. 20-22
A recent advertisement on British television made great play of the fact that there is no substitute in the business world for face‐to‐face contact. Two firms were vying for a contract and the winner was the one whose boss crossed the Atlantic to deal in person with the commissioning...
Persistent link: https://www.econbiz.de/10015009849
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Supply chain security
In: Strategic Direction 38 (2022) 4, pp. 14-15
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places...
Persistent link: https://www.econbiz.de/10015012092
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The prioritisation of strategic elements in e-retailing home delivery
In: Strategic Direction 32 (2016) 10, pp. 10-12
Purpose Home delivery strategic elements are the most crucial in e-retailing because they have heavy impacts on customer satisfaction and retention. More research is needed on this aspect, and the paper aims to investigate the important strategic elements and their prioritization for...
Persistent link: https://www.econbiz.de/10015012760
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French resistance
In: Strategic Direction 33 (2017) 10, pp. 17-19
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places...
Persistent link: https://www.econbiz.de/10015012774
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The start‐up challenge
In: Strategic Direction 18 (2002) 3, pp. 6-8
The planning stage in start‐ups still typically overlooks the importance of organizational capability. Yet experience shows that this frequently leads to operations and maintenance problems that can threaten the viability of new capital projects. So what are the priorities? And how can...
Persistent link: https://www.econbiz.de/10015009554
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Best behavior at Lufthansa and the Prudential Insurance Co.
In: Strategic Direction 18 (2002) 3, pp. 13-16
Improving business performance often focuses on clearly articulated strategies, definite goals and structural change. However, even the best laid plans for change often fail to address that performance is inseparable from how an organization does what it does. Improved performance is impossible...
Persistent link: https://www.econbiz.de/10015009557
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Total quality muddle?
In: Strategic Direction 18 (2002) 3, pp. 22-25
Companies implement TQM initiatives because they seem to be a “fast track” to improved performance and profitability. TQM is also customer driven because as more and more firms receive accreditation they prefer to deal only with similarly accredited companies. However, the TQM failure rate...
Persistent link: https://www.econbiz.de/10015009560