Implementing Collaborative Relationship

Provision 1 above, establishing a strategic alliance or collaborative relationship, is the most difficult to implement. In fact, few arrangements of this kind exist between fine-chemical companies and their customers. There are two main stumbling blocks. From the perspective of the fine-chemical company, it is the request of the customer to have the liberty to switch to other suppliers if these are able to grant better prices or other contractual terms. From the perspective of the customer, it is the desire of the fine-chemical companies to keep the intellectual property rights on discoveries that they make in the context of an alliance. This is especially the case if the customer is an ethical pharmaceutical company (see Chapter 14). 

Implementing collaborative relationships Internal organization form, responsibilities, and measures enable supply chain innovation. The task covers relationships inside the organization. 

Task 2 Implementing Collaborative Relationships (Chapters 13 through 16)... 

For many companies like Motorola, supply chain improvement must begin inside company walls. This chapter is the first of four that address our second supply chain task, Implementing Collaborative Relationships. The task of building internal collaboration encompasses the roles of players within the organization in improving supply chain functions. A subsequent group of chapters (Chapters 17 through 21) describes... 

Implementing collaborative relationships Functional "command and control" will give way to new structures and processes within the enterprise. Chapters 13-16... 

The foundation for collaborative relationships has several dimensions. The fable below lisfs four and the section topics related to their implementation. The section progresses from overall direction fo managemenf of projects to institutionalizing or "locking in" changes into everyday operations. 

In Chapter 10 we discussed the Plan-Do-Check-Act approach to implementing supply chain projects. We also described at some length the role of top management in implementation. However, the reality is that the "doers" who implement new supply chain processes will come from one or more functional departments. So an important part of the task under current discussion, Implementing Collaborative Relationships, is marshalling these resources. A major obstacle is that improvement team must learn new skills to be effective. In addition to hammers, they must become proficient with saws, wrenches, and other tools of the trade. This chapter provides a guide to participation in our five supply chain implementation tasks ... 

Implementing collaborative relationships. (This task is the subject of diis chapter.)... 

Task 2, Implementing Collaborative Relationships, deals with internal structural issues. Example of initiatives in this area are organization structure and performance measures. While these can be difficult in terms of gaining acceptance from employees, they are less likely to involve new systems or facilities. So Figure 31.2 shows a shorter time frame for implementation of ini-tiahves in this category. 

Implementing partnerships the potential pitfalls in moving from open market negotiations to collaborative relationships. 

It is important to realize that there are risks and hurdles for a successful CPFR implementation. Given the large-scale sharing of information, there is a risk of information misuse. Often one or both of the CPFR partners have relationships with the partner s competitors. Another risk is that if one of the partners changes its scale or technology, the other partner will be forced to follow suit or lose the collaborative relationship. Finally, the implementation of CPFR and the resolution of exceptions require close interactions between two entities whose cultures may be very... 

One class of object often plans several distinct roles. Good documentation is structured to describe these roles separately as collaborations, and then shows how they are synthesized in one class. For this purpose in Catalysis, we use the join relationship between the roles. Different tools support different ways of doing this. For example, in Rational Rose, roles are shown as actor symbols that take part in collaborations (use cases) a class can be shown as implementing several roles (see Figure 5.12). (The join stereotype shows that this is not pure subtyping.)... 

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