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Advanced Supply Chain Management: How to Build a Sustained Competitive Advantage Hardcover – 30 Mar 1999


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Amazon.com: HASH(0x8ccba594) out of 5 stars 7 reviews
24 of 25 people found the following review helpful
HASH(0x9916063c) out of 5 stars Sustained Competitive Advantage? 18 April 2000
By A Customer - Published on Amazon.com
Format: Hardcover
Peter Senge wrote "the only sustainable competitive advantage is to learn faster than your competition." Hmmm, makes sense.
Unfortunately in this book, the author is into buzzwords. The author does not explain how to build a sustained competitive advantage. But then again you already know that is not possible. Yes, you can have a competitive advantage in your supply chain - the problem is there is no reason that your competitors can't do the same thing ... so what is sustained? Just some more jive to take advantage of logistics concepts that are as old as Napoleon's army.
13 of 16 people found the following review helpful
HASH(0x9916b00c) out of 5 stars Buzzwords 26 April 2000
By A Customer - Published on Amazon.com
Format: Hardcover
As Theodore Levitt observed "man lives not by bread alone but mostly by buzzwords". Little substance here. Like many books of its type would have been much better if it was 1000% shorter.
3 of 3 people found the following review helpful
HASH(0x8a74c138) out of 5 stars Tons of Theory & Buzzwords, Zero practical application 18 Dec. 2003
By janimal - Published on Amazon.com
Format: Hardcover Verified Purchase
Lots of talk about "mushroom-shaped business models" and "value constellations", and maybe 1 good framework that is useful (the phases of supply chain efforts).
Everything worthwhile is in the first couple of chapters - after that it devolves into hypothetical mumbo-jumbo without a supporting case study in sight.
Great if you want to examine the possibilities, but it smacked of the late-90's "any business model is possible" thinking.
Lots of stuff like "in the future, businesses will have to choose who in their supply chain will do all the purchasing for every company, and share costs and revenues". It sounded a lot like Marx's "from each according to his ability, to each according to his need."
I was looking for practical advice on how to move my company forward. I wasted 2 five-hour flights reading this.
2 of 2 people found the following review helpful
HASH(0x991716b4) out of 5 stars Do you Have a Supply Network? 18 Nov. 2003
By A Customer - Published on Amazon.com
Format: Hardcover
A useful and thought provoking text for supply / purchasing professionals looking for inspiration on how to improve their organisation, no matter how basic their organisation is - everybody has to start somewhere. Although mainly focussed on consumer / FMCG corporations Poirier writes in an entertaining and logical way, with plenty of case references to exemplify what he is explaining. Very relevant in these times of technicological change, poirier also explains how the web can enable supply networks to create a virtual "glass pipeline" of information.
A "must read" if you are serious about transforming your organisation.
1 of 1 people found the following review helpful
HASH(0x8bdbc258) out of 5 stars Highly Recommended! 2 Aug. 2001
By Rolf Dobelli - Published on Amazon.com
Format: Hardcover
Cheers to Charles C. Poirier, who took a topic that almost cries out for unintelligible jargon and undecipherable graphs, and instead laid it plain, in common English, for all to understand. His essential notion: To achieve efficiencies you must develop a closer working relationship with the vendors that make up your supply chain. The goal is to share real-time inventory and production data so that your network of business partners - Poirier's supply-chain constellation - is better able to meet the end needs of the consumer. The major shortcoming of the book lies in its omission of information-based companies from its analysis. How can knowledge industry firms integrate their less tangible supply chains, and will they reap the same rewards as widget-makers if they do? Regardless, we [...] strongly recommend this book to anyone not an expert in the latest logistics-management techniques - and, unfortunately, that's almost everyone.
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