Implementing Collaborative Relationships This Task

By collaborative relationships, we refer to interactions within the enterprise. We are looking at organization structures, empowerment, and other measures that will speed information and gain the most from every employee. Also, measurement and reward structures have a major effect, and this task would remove obstacles to improvement due to measures. 

Ultimately all internal fxmctions will participate. We identify Senior Management and Operations as the drivers. Process Design should have a role in the design. Information Systems should also participate to the extent information systems will enable changes. 

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This chapter is the first of four that address our second supply chain task. Implementing Collaborative Relationships. This task encompasses the roles of players within the organization in improving supply chain functions. A subsequent section (Chapters 14-20) covers approaches for partnering with companies across the supply chain. 

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

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 ... 

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. 

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