Strategic Viewpoint

Some view supply chain design as integral to their strategies for competing. For them, competing successfully centers not only on products, but also on the operations that make up the extended product as described in Chapter 1. These operations deliver the physical and extended products to customers hands. With this viewpoint, supplier relations, logistics, and information systems support customer satisfaction and fall within the definition of SCM. This, in turn, leads to increased market share and profit. Costs, while important, are secondary with this viewpoint. Efforts to reduce cost must also support strategy. 

---

All chapter authors are very much acknowledged for their excellent scientific contributions and their willingness to share their insights and strategic viewpoints on chemogenomics which make this book especially interesting to read. I also thank Prof. John M. Walker, the Series Editor, and David Casey from Humana Press, for the invitation to edit this book and for their commitment to dealing with the production work. 

There ate many reports in the literature that use this strategy and generate unsubstituted, alkyl-substituted and functionalized amino acids. Many of them ate virtually identical from a strategic viewpoint, but a variety of substituents and functional groups can be incorporated. Several examples are shown in Table 1.1. 

The feasibility study from economic and strategic viewpoints has been jointly proceeded by KAERl and KEPRI [84]. The interim results revealed that the SCWR development in Korea would be expected to be sufficiently feasible considering various future environments and would provide great economical advantage in the total capital cost of construction. The results of the feasibility study will be used for policy-making in Korea regarding future SCWR development. 

This chapter presents the main concepts of warehouse management. First, there is a functional description of a typical warehouse operation, with emphasis on order picking because that is where most of the labor costs in a warehouse are incurred. This is followed by a discussion of strategic and tactical factors for warehouse operation, and then a discussion of database considerations for WMS. The last part of the chapter describes how users interact with a WMS and what functions they should expect it to perform. The purpose here is not to describe how the WMS is structured, since that varies with the software vendors, but rather to present a user s viewpoint of the major aspects of the system. 

The typical mindset lags far behind what is needed to build great supply chains. First, the supply chain is not usually seen as a source of strategic advantage. But the functions that comprise the supply chain, such as procurement, manufacturing, and distribution, do contribute their pieces to their strategic plans. They do so, however, as functions and not with an integrated supply chain viewpoint. 

With the supply side better enabled, the firm next turns its attention to the downstream side of its supply chain. From an advanced viewpoint, the firm builds on its improvements and looks at customer relationship management (CRM). The concept is to mine databases to better enable the sales and service forces to respond properly to strategic customers and end consumers. The information that the firm and its key customers are willing to share is used to develop knowledge that leads to creating... 

Ideally, writers make strategic choices based upon the adequacy of evidence and their confidence in the writer s method. When writers privilege a single viewpoint, they may inadvertently silence the variety of viewpoints that constitute the collective history of an institution. If writers silence these viewpoints too soon in the processes of analysis and decision making, their documentation may not help others understand the events and conditions that produce disaster. 

The following examples show how miners employ mimetic and analytic viewpoints when they observe and remember risk. (Appendix A provides a brief overview of the subjects we interviewed and our research method.) Chapter 8 will discuss the ways that miners can use these viewpoints strategically and deliberately to produce a new understanding of risk. 

It is not possible within the framework of this analysis to determine which features of the representation are self-conscious and which reflect deeper patterns of thought and habitual action (Cf. McNeill and Duncan, 2000). These representations do not reveal Libby s thoughts at the moment of risk decision making. They are not demonstrations in the conventional sense, though they demonstrate what an experienced miner s representation might look like. These gestures demonstrate how an experienced miner can assume alternative viewpoints strategically to help her think about her work. 

Within the Cycle of Technical Documentation in Large Regulatory Industries, rhetorical choices can be strategic or habitual. As we have shown in previous chapters, interviewers can prompt miners to assume new viewpoints. Agencies can use these techniques to create the rhetorical conditions that evoke elaboration, demonstration, and redefinition. They can use gesture to explore, query, and co-construct a more adequate representation of risk. 

---