LEADER 04364nam 2200961 450 001 9910151749303321 005 20230125221951.0 010 $a1-63157-500-7 035 $a(CKB)3710000000952113 035 $a(BEP)4742540 035 $a(OCoLC)966466500 035 $a(CaBNVSL)swl00406961 035 $a(MiAaPQ)EBC4742540 035 $a(CaSebORM)9781631575006 035 $a(EXLCZ)993710000000952113 100 $a20161217d2017 fy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$a1+1 = 100 $eachieving breakthrough results through partnerships /$fRick Pay 205 $aFirst edition. 210 1$aNew York, New York (222 East 46th Street, New York, NY 10017) :$cBusiness Expert Press,$d2017. 215 $a1 online resource (xiv, 103 pages) 225 1 $aSupply and operations management collection,$x2156-8200 311 $a1-63157-499-X 320 $aIncludes bibliographical references and index. 327 $a1. 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. 330 3 $aGuides readers through developing, implementing, and maintaining close relationships within their own company (with employees, design engineering, product development, sales and marketing, operations, and supply chain) as well as outside (with suppliers, customers, and the community). By avoiding overreliance on cost reduction measures and instead developing partnerships, the company and its partners can achieve world-class profitability and cash flow. For more than 30 years, the focus in industry has been to improve productivity and cut costs using approaches like Lean Thinking, World Class Manufacturing, Reengineering, Strategic Supply Chain strategies, and offshoring. Unlike the techniques that these process improvement methods espouse, partnerships go beyond correcting mistakes or solving problems; they entail looking at the big picture and building on each partner's strengths, making breakthrough results possible for all stakeholders in the relationship. 1 + 1 = 100 speaks directly to operations and supply chain executives in manufacturing and distribution environments, but the concepts are essential for all members of the executive team in any industry that has an operations component and suppliers. 410 0$aSupply and operations management collection.$x2156-8200 606 $aBusiness networks 606 $aInterpersonal relations 610 $aaccountability 610 $aagility 610 $abusiness value 610 $acapabilities 610 $acollaboration 610 $acommitment 610 $acompetitive advantage 610 $acontinuous improvement 610 $acost reduction 610 $aculture 610 $adistribution 610 $aimplementation 610 $ainnovation 610 $aJIT 610 $akey performance measures 610 $amanufacturing 610 $amemo of understanding 610 $ametrics 610 $aoperations 610 $aoperations discipline 610 $apartnership 610 $aproblem solving 610 $aprocess improvement 610 $aproductivity 610 $aquality 610 $areshoring 610 $aresults 610 $astrategy 610 $asupplier 610 $asupplier partner program 610 $asupplier score cards 610 $asupply chain 610 $asustainability 610 $ateams 610 $ateamwork 610 $atotal cost of ownership 610 $atrust 610 $avendor managed inventory 610 $avision 615 0$aBusiness networks. 615 0$aInterpersonal relations. 676 $a658.044 700 $aPay$b Rick$0940759 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910151749303321 996 $a1+1 = 100$92121483 997 $aUNINA