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W. Rocky Newman, Mark D. Hanna, Thomas Gattiker and Xiaowen Huang
This paper proposes a framework that describes the boundary spanning supply chain management (SCM) initiatives taken by leading companies. Supported by existing literature and…
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This paper proposes a framework that describes the boundary spanning supply chain management (SCM) initiatives taken by leading companies. Supported by existing literature and interviews with managers from large companies reflecting a cross section of businesses, the framework suggests four motivating domains or factors that could support SCM initiatives. They are supply chain understanding, design, improvement, and coordination. Based on the sand cone model, the framework also suggests four levels of SCM integration over which these motivating factors are relevant to the firm and/or supply chain. They range from no integration outside the functional silos of a single firm to a fully integrated multi‐tier supply chain. Unlike existing frameworks that are based upon the flow of material and information through the supply chain, our framework is derived by combining the concept of integration with the motivating domains that characterize SCM initiatives. It captures the combined and overlapping impact of supply chain initiatives from a more strategic perspective and is a useful additional resource for practitioners who seek to chart potential improvements to their supply chain from a competitive standpoint.
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Hartzell has been selected to provide an improved propeller system for the first new aircraft introduced by Piper since the company's reorganization. The system consists of…
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Hartzell has been selected to provide an improved propeller system for the first new aircraft introduced by Piper since the company's reorganization. The system consists of aluminium blades and hub with a redesigned airfoil to optimize cruise performance and efficiency.
John L. Ward and Stanley F. Stasch
This paper addresses the question of when market leaders are most likely to be attacked. It does so by discussing the circumstances associated with competitors' attacks on 21…
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This paper addresses the question of when market leaders are most likely to be attacked. It does so by discussing the circumstances associated with competitors' attacks on 21 market leaders. These circumstances and the 21 competitive encounters are used to present a twelve‐point checklist which market leaders can use in answering the title question.