00919cam0 22002771 450 SOBE0002353420150511095840.020120315d1986 |||||ita|0103 baengGB<<The >>Lady of PleasureJames Shirleyedited by Ronald HuebertManchesterManchester University pressc1986XII, 208 p.20 cmThe revels plays001LAEC000293392001 *The revels playsShirley, JamesSOBA00003260070195674Huebert, RonaldSOBA00003261070ITUNISOB20150511RICAUNISOBUNISOB82057706SOBE00023534M 102 Monografia moderna SBNM820001037SI57706rovitoUNISOBUNISOB20120315105630.020120315105645.0rovitoLady of Pleasure1718586UNISOB04364nam 2200961 450 991015174930332120230125221951.01-63157-500-7(CKB)3710000000952113(BEP)4742540(OCoLC)966466500(CaBNVSL)swl00406961(MiAaPQ)EBC4742540(CaSebORM)9781631575006(EXLCZ)99371000000095211320161217d2017 fy 0engurcnu||||||||rdacontentrdamediardacarrier1+1 = 100 achieving breakthrough results through partnerships /Rick PayFirst edition.New York, New York (222 East 46th Street, New York, NY 10017) :Business Expert Press,2017.1 online resource (xiv, 103 pages)Supply and operations management collection,2156-82001-63157-499-X Includes bibliographical references and index.1. It's not what you think -- 2. Supplier partnerships lead the way -- 3. Innovative strategies for supplier partnerships -- 4. How customer partnerships lead to internal success -- 5. Working in the community -- 6. How to tell your partner they're screwing up -- 7. Getting close to engineers -- 8. Your salespeople can be the best partners -- 9. Employee partnerships for increased profits -- 10. Implementing partnerships -- Appendix: Sample memo of understanding -- Index.Guides readers through developing, implementing, and maintaining close relationships within their own company (with employees, design engineering, product development, sales and marketing, operations, and supply chain) as well as outside (with suppliers, customers, and the community). By avoiding overreliance on cost reduction measures and instead developing partnerships, the company and its partners can achieve world-class profitability and cash flow. For more than 30 years, the focus in industry has been to improve productivity and cut costs using approaches like Lean Thinking, World Class Manufacturing, Reengineering, Strategic Supply Chain strategies, and offshoring. Unlike the techniques that these process improvement methods espouse, partnerships go beyond correcting mistakes or solving problems; they entail looking at the big picture and building on each partner's strengths, making breakthrough results possible for all stakeholders in the relationship. 1 + 1 = 100 speaks directly to operations and supply chain executives in manufacturing and distribution environments, but the concepts are essential for all members of the executive team in any industry that has an operations component and suppliers.Supply and operations management collection.2156-8200Business networksInterpersonal relationsaccountabilityagilitybusiness valuecapabilitiescollaborationcommitmentcompetitive advantagecontinuous improvementcost reductionculturedistributionimplementationinnovationJITkey performance measuresmanufacturingmemo of understandingmetricsoperationsoperations disciplinepartnershipproblem solvingprocess improvementproductivityqualityreshoringresultsstrategysuppliersupplier partner programsupplier score cardssupply chainsustainabilityteamsteamworktotal cost of ownershiptrustvendor managed inventoryvisionBusiness networks.Interpersonal relations.658.044Pay Rick940759MiAaPQMiAaPQMiAaPQBOOK99101517493033211+1 = 1002121483UNINA