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8 Management Skills and Human Factors
Pages 64-71

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From page 64...
... However, supply chain integration and the changing global manufacturing environment now require that management devote more attention outside of the firm. More frequent interactions with customers and suppliers are important components in a strategy responsive to evolving business opportunities.
From page 65...
... An SME may be able to make a substantial profit by focusing on one critical product or process or by providing convenient, low-cost production capacity to meet surges in OEM demand. Therefore, despite the need to be aware of changes in technology and customer requirements, the optimum strategy for a small SME may be to excel in one carefully defined capability and retain merely adequate capabilities in other
From page 66...
... SUPPLY CHAIN INTEGRATION Few SMEs have availed themselves of the benefits of integrating their own supply chains, a core competency that can have a huge effect on their success or failure. Management expertise in forecasting markets and technological directions, selection of the right portfolio of capabilities, and correct decisions regarding internal investments and outsourcing can largely determine a company's competitive advantage.
From page 67...
... MANAGEMENT SKILLS Participation in integrated supply chains requires management skills that may be different from the command-and-control style of management found in many traditional SMEs. A change from the command-andcontrol style to a leadership-and-facilitation style can be difficult, especially in a privately owned SME.
From page 68...
... Thus, an SME must aggressively eliminate bad customers, pursue good ones, and improve relationships by building and nurturing trust. For instance, it may be advantageous for an SME to be tightly linked to one key customer or supply chain for a while, even at the risk of becoming essentially a captive.
From page 69...
... Successful integration requires tight, cohesive relationships based on common goals between individuals at many levels and in many functions throughout the supply chain. For example, supplier manufacturing executives should develop strong relationships with the customer's procurement executives to ensure that they thoroughly understand each other's needs and capabilities.
From page 70...
... SUPPORT Many OEMs demand that participants in their integrated supply chains upgrade their support functions. Each supply chain and each industry require somewhat different support capabilities.
From page 71...
... create a corporate environment conducive to the flexibility, change, evolving skills, and learning required by integrated supply chains; (3) integrate their own supply chains; (4)


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