Abstract
Partnering as a concept has supposedly come of age. Many organisations preach the partnering message and proclaim the benefits of working in this way. The reality in too many instances is that partnering like some other management solutions is merely a label to describe a way of doing business that has changed little from what most people would understand as a traditional arm’s-length relationship. Whilst theoretically the benefits of partnering should be able to be realised, many organisations are frustrated in their attempts to reduce cost and add value to the supply chain in this way. Partnering is an all embracing business philosophy that has fundamental implications for how organisations behave and do business with each other.
This paper reviews the theory of partnering in the context of the supply chain, explains that partnering will not happen by accident and that a properly managed process is required to steer the organisations through the various stages of the partnering life cycle. The issues of managing across boundaries are complex and require a different way of thinking and behaving. Most organisations are ill equipped to cope with the necessary changes to make partnering effective and sustainable. This paper will address what the theoretical literature has to say, about partnering and its concept and philosophy, the implications for ©SCMG Ltd’s SCIP process in the context of a partnering life cycle and decision points for exiting such a relationship
The original version of this chapter was revised: The copyright line was incorrect. This has been corrected. The Erratum to this chapter is available at DOI: 10.1007/978-0-387-35321-0_72
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© 1998 IFIP International Federation for Information Processing
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Wagner, B.A., Murphy, M.D., Haughey, E. (1998). Evolution of partnering relationships: a supply chain perspective. In: Bititci, U.S., Carrie, A.S. (eds) Strategic Management of the Manufacturing Value Chain. IFIP — The International Federation for Information Processing, vol 2. Springer, Boston, MA. https://doi.org/10.1007/978-0-387-35321-0_41
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DOI: https://doi.org/10.1007/978-0-387-35321-0_41
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