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The Extended Enterprise: Gaining Competitive Advantage Through Collaborative Supply Chains (Financial Times Prentice Hall Books) Paperback – 4 Sep 2003


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From the Back Cover

You can't compete and win alone. Today, constellations of firms ally against each other--and the firm that stands alone, may fail alone. Now there's a start-to-finish guide to the opportunities and challenges facing today's extended enterprise. In The Extended Enterprise, authors Edward W. Davis and Robert E. Spekman show why extended enterprises demand radically new buyer-supplier relationships, why traditional business structures inhibit alliances and partnerships, and how to develop the competencies your company needs right now.

Drawing on extensive research and new case studies, you get realistic strategies for planning, building, and managing the extended enterprise. You'll learn how to decide when to partner and who to partner with; align processes to improve information flow; and especially, develop people who'll work well across organizational boundaries. Above all, the authors offer deep insight into the attitudinal and behavioral changes that are needed in order to rapidly achieve results and sustain them for the long term.

About the Author

EDWARD W. DAVIS, Oliver Wight Professor of BusinessAdministration at University of Virginia's Darden Graduate School ofBusiness Administration, specializes in supply chain management,manufacturing strategy, global sourcing, and developing high-performanceorganizations. He has authored more than 100 case studies and authoredor co-authored three books on project and production management. He hastaught at Harvard Business School, Sloan School of Management at MIT,and the University of North Carolina.

ROBERT E. SPEKMAN is Tayloe Murphy Professor of BusinessAdministration at Darden. He is a globally recognized authority on B2Bmarketing, supply chains, channel management, and strategic alliances.His consulting experience ranges from competitive analysis to strategicmarket planning, distribution design and implementation to strategicpartnering. He has written or edited seven books, and authored orco-authored over 80 articles and papers. Before joining the Dardenfaculty in 1991, Spekman taught at the University of SouthernCalifornia, University of Maryland, and the Norwegian School of BusinessAdministration and Economics.


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This chapter introduces the concept of the extended enterprise and argues for the benefits of collaborative behavior among supply chain partners. Read the first page
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7 of 7 people found the following review helpful
Beyond Typical Supply Chain Management 26 Nov. 2003
By Tadd C Wilson - Published on Amazon.com
Format: Paperback
Davis and Spekman have written an excellent work that that takes two critical points of departure from traditional supply chain management (SCM) literature. First, Davis and Spekman link SCM with strategy, indicating that SCM (or any form of functional excellence) must be valued for its usefulness as a source of competitive advantage - not as an end in itself.
Second, and more importantly, Davis and Spekman emphasize the importance (and challenge) of true collaboration across enterprise boundaries. While supply chain integration is usually treated as a primarily a matter of gaining visibility or improving synchronization throughout a chain (ie, linking IT systems), Davis and Spekman show that true collaboration depends the integration of business processes and the creation of trust outside traditional enterprise barriers. In short, Davis and Spekman have elevated trust to the level of an absolutely necessary condition for true collaboration in the context of SCM.
Davis's and Spekman's message comes none too soon for companies that have been been burned by ERP or CRM system implementations that have failed to produce results or recover costs, or partnerships that dissolve in frustration. Even when the IT or business process aspects of such implementations are handled flawlessly, ignoring the "softer" side - i.e, failing to build trans-enterprise trust - produces predictable results and destroys shareholder value.
As a consultant dealing with issues surrounding SCM and external coordination, I recommend this book to executives, general managers, and other consultants whose clients struggle to integrate and collaborate across enterprise boundaries.
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