Supply Chain Management

In this section we will discuss the basic beliefs and attitudes that organizations want to promote as well as recognizing that there can be different pressures on owners and managers at different stages of a company’s life as it moves from start up, through growth and maybe to some form of end stage.

Boundaries of the Firm

In section 2 we discussed the strategic choices involved in the Make/Do or Buy/ Trade decision and the answers to this will largely determine to where the boundaries of the firm or business extend. Activities performed by third parties in the supply market are definitely supply chain ones with the opportunities and threats that that implies. Choosing the trade rather than do option suggests more flexibility to respond to market changes but the company has to choose its partners carefully since much of the success of the value delivery to ultimate customers is now going to be dependent on these third parties.

Today more and more essential processes are conducted across enterprise borders, inducing additional challenges in terms of different languages, process types and ontology. Business Process Modelling (BPM) and Simulation are well-understood methods to analyze and optimize the processes within an enterprise. However, they can also be used for cross-organizational application, especially if they are combined with reference structures.

In section 2 we discussed what could look like very many confusing choices to make in finding suitable customer opportunities and framing an effective value proposition to provide the opportunity for customer satisfaction. We need to find a way to simplify these choices and in this section we do this by the use of the concepts of order qualifiers and order winners.

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