You are previewing Extended Enterprise, The: Gaining Competitive Advantage through Collaborative Supply Chains.
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Extended Enterprise, The: Gaining Competitive Advantage through Collaborative Supply Chains

Book Description

You can't compete and win alone. Today, constellations of firms ally against each other--and the firm that stands alone, may fail alone. Now there's a start-to-finish guide to the opportunities and challenges facing today's extended enterprise. In The Extended Enterprise, authors Edward W. Davis and Robert E. Spekman show why extended enterprises demand radically new buyer-supplier relationships, why traditional business structures inhibit alliances and partnerships, and how to develop the competencies your company needs right now.

Drawing on extensive research and new case studies, you get realistic strategies for planning, building, and managing the extended enterprise. You'll learn how to decide when to partner and who to partner with; align processes to improve information flow; and especially, develop people who'll work well across organizational boundaries. Above all, the authors offer deep insight into the attitudinal and behavioral changes that are needed in order to rapidly achieve results and sustain them for the long term.

Table of Contents

  1. Copyright
  2. Praise for The Extended Enterprise
  3. Financial Times Prentice Hall
  4. Financial Times Prentice Hall Books
  5. Preface
  6. Acknowledgments
  7. 1. Introduction
    1. The New Competition: The Extended Enterprise
      1. Changing the Face of Competition
        1. A Survey of CEOs and the Extended Enterprise
        2. An Illustration of Extended Enterprise Thinking
        3. Factors Driving Extended Enterprise Thinking
      2. Different Views and Perspectives
        1. The View from Procurement
        2. Challenges Brought on by Working Closely
      3. Life after Price Leverage
      4. Beginning the Conversation Needed for the Extended Enterprise
    2. Defining the Extended Enterprise
    3. Summary
  8. 2. Traditional Views and Where We Have Been
    1. Tracing Shifting Priorities
      1. Traditional Buyer-Supplier Relationships: The Dark Ages
      2. Enter Material Management: The Beginning of the Age of Enlightenment
        1. Strategic Sourcing
      3. From Materials Management to Supply Chain Management
        1. Alignment Matters
      4. From Supply Chain Management to Extended Enterprise Thinking
    2. Summary
  9. 3. Supply Chain Planning: From Past to Present
    1. In the Dark Ages: Economic Order Quantity and Reorder Point
    2. Material Requirements Planning: More “Push” for Materials Management
      1. Distribution Resources Planning = Material Requirements Planning for Distribution
      2. Just-in-Time: “Pull” Systems
      3. More “Pull” along the Chain
        1. TOC (Theory of Constraints): Focus on Bottlenecks
      4. Manufacturing Execution Systems: For the Shop Floor and More
      5. Enterprise Resources Planning: The Interconnected Enterprise
      6. Planning in Pieces
      7. Interfacing Alone Is Not Integration
    3. Advanced Planning Systems: Brains for Enterprise Resource Planning
    4. The Internet and E-Manufacturing
    5. Planning and Scheduling Integration Across Company Boundaries
    6. Summary
  10. 4. Developing Extended Enterprise Thinking
    1. Toward the Implementation of the Extended Enterprise
    2. A View to the Future
    3. Strategic Intent Drives Extended Enterprise Thinking
    4. From Intent to Integration
      1. Supplier Relationship Management
    5. Mapping the Process from Strategic Intent to Partner Selection
    6. Parallel Processing: Understanding How to Manage the Gap
      1. Creating Value
        1. Enabling Value Creation
      2. The Three Cs
        1. Connectivity
        2. Community
        3. Collaboration
    7. Summary
  11. 5. Outsourcing in the Extended Enterprise
    1. Background and Trends
      1. Traditional versus New Reasons for Outsourcing
      2. Business Process Outsourcing
        1. IBM: An Example of Transformation via Strategic Outsourcing
        2. Dell and Nike: Leaders in Outsourcing
      3. Strategic Outsourcing: An Example of the Extended Enterprise
      4. Challenges to Getting There
      5. The Issue of Control
    2. The Extended Enterprise Approach to Outsourcing
    3. Summary[31]
  12. 6. Information Systems and Technology Issues in the Extended Enterprise
    1. Information Technology and Its Role in Supply Chain Integration
      1. Enabling Seamless Integration with IT
      2. Planning, Control, and Decision Integration
      3. Information Integration and Business Process Integration
        1. Cisco Systems—A Case Study of Supply Chain Integration[7]
      4. IT for the Extended Enterprise
    2. Strategic IT Opportunities For the Extended Enterprise
      1. IT Infrastructure
      2. Transactional IT
      3. Informational IT
      4. Strategic IT
    3. Reach and Range in the Extended Enterprise
      1. Capitalizing on IT Opportunities for the Extended Enterprise
      2. The Challenge of Building Consensus about IT Direction
      3. The Challenge of IT Integration
      4. The Challenge of Multiple IT Integrations
      5. Other IT Challenges
    4. A View Over the Horizon
      1. Winning Companies Will Excel at IT Integration
      2. Business Performance Management Systems Will Drive Continuous Improvement and Real-Time Response
      3. Decision Paths and Analytical Routines Will Enable Decision Integration
      4. Business Intelligence and Analytical Applications Will Deliver Process Intelligence and Information Integration
      5. IT Expertise Will Be Managed as a Core Competence and Competitive Discriminator
    5. Summary
  13. 7. Trust, the Glue that Binds the Extended Enterprise
    1. Why Is Trust Important?
    2. Trust Is Essential
      1. The Role of Contracts and Trust
      2. Decomposing Trust into its Core Dimensions
      3. Building Trust
      4. Supplier Development
      5. E-Commerce, Supply Chains, and Trust
      6. Approaches to Building Trust
      7. Know the Components of Trust
      8. Understanding the Relationships between Trust and Control
      9. From Theory to Practice: Developing an Atmosphere of Trust
      10. Begin with a Plan
      11. Ensure Open Lines of Communication
      12. Establish an Appropriate Governance Structure
      13. Keep Your Eye on What Matters
      14. Walk in Your Partners’ Shoes
      15. Partner Assessment and Determining Trustworthiness
    3. Summary
  14. 8. Developing the Extended Enterprise
    1. Managers: People, Processes, and Structures
      1. General Trends of Forces Changing the World[1]
    2. Surviving in the New Economy
    3. Boundary-Spanning Roles
    4. Requisite Boundary-Spanning Activites
      1. Gatekeeping and Interpretation
      2. Transaction and Integration Planning
      3. Engaging, Managing, and Monitoring
      4. Managing Across Networks
    5. Understanding the Competencies of an Extended Enterprise Manager
      1. Building Blocks for Extended Enterprise Thinking
    6. Processes and Structure Need to Adapt
    7. Developing Extended Enterprise Manager Competencies
      1. Teachable Competencies
      2. Unteachable Competencies
      3. Finding the Right Person
      4. Network Manager Competencies: What Kinds of Questions to Ask
    8. Extended Enterprises Evolve over Time
    9. Summary
  15. 9. Metrics for Extended Enterprise Performance Measurement
    1. Traditional Performance Measures: Focus on Functions
    2. Supply Chain Performance Measures: The Enterprise View
    3. Supply Chain Performance Measures—The Supply Chain-wide View
      1. SCOR Model
      2. PMG Supply Chain Performance Scorecard
    4. Balanced Scorecard for SCM
      1. Extended Enterprise Measures
    5. Summary
  16. 10. Concluding Remarks
  17. Notes