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Dahl Rendtorff, Jacob - In: Society and Business Review 6 (2011) 1, pp. 99-100

Persistent link: https://www.econbiz.de/10015007245

A new value‐added strategy for the US beef industry: the case of US Premium Beef Ltd

Katz, Jeffrey P.; Boland, Michael - In: Supply Chain Management: An International Journal 5 (2000) 2, pp. 99-110

US Premium Beef Ltd is a cooperative partnership between all segments of the beef industry value chain, affording each segment an interest in the key stages of beef production and processing, as well as an equal share of the financial risks and rewards. This “value‐added” strategy is...

Persistent link: https://www.econbiz.de/10015008210

The modes of supply net management: a capability view

Svahn, Senja; Westerlund, Mika - In: Supply Chain Management: An International Journal 12 (2007) 5, pp. 369-376

Purpose – The purpose of this paper is to identify the key capabilities required in supply net management. Design/methodology/approach – Uses the Management Capability Framework to break down supply net management into different modes and identify capabilities required in them. Findings –...

Persistent link: https://www.econbiz.de/10015008497

Benefits, barriers, and bridges to effective supply chain management

Fawcett, Stanley E.; Magnan, Gregory M.; McCarter, … - In: Supply Chain Management: An International Journal 13 (2008) 1, pp. 35-48

was implemented. Senior managers from purchasing, manufacturing, and logistics were targeted in the mail survey. The break … enduring than cost savings. All managers recognize technology, information, and measurement systems as major barriers to … surveyed were international, all surveys and interviews were managers based in the US. Practical implications – This study …

Persistent link: https://www.econbiz.de/10015008511

Standardisation of crates: lessons from the Versfust (Freshcrate) project

Koehorst, Hans; de Vries, Henk; Wubben, Emiel - In: Supply Chain Management: An International Journal 4 (1999) 2, pp. 95-101

The large‐scale introduction of a new packaging concept requires co‐ordination in two areas: organisational co‐ordination is necessary (negotiations between the parties involved), as well as technical co‐ordination (technical specifications). These aspects are analysed in this paper on...

Persistent link: https://www.econbiz.de/10015008806

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

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

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

Developing strategy in the age of the Internet

In: Strategic Direction 18 (2002) 7, pp. 28-30

Whatever happens, stay focused on your vision, mission and core values, even when other companies are frantically trying to jump on (or off) the Internet bandwagon. That is the core message on how to develop a business strategy when the general business environment is turbulent. Easier said than...

Persistent link: https://www.econbiz.de/10015009598

Ericsson and HP versus Nissan and Renault – which team can make it happen?

In: Strategic Direction 19 (2003) 10, pp. 7-9

In theory, joint ventures do not sound too complicated. There are decisions to be made and contracts to be drawn up of course, but basically they are just about two or more firms pooling their expertise for mutually beneficial effects. What’s more, they are nothing new and hundreds of...

Persistent link: https://www.econbiz.de/10015009650