Leveraging Strategic Alliances

Author(s):

Michael E. Smith, Ph.D., C.Q.A.
Michael E. Smith, Ph.D., C.Q.A., Western Carolina University, (828) 227-3697, mesmith@wcu.edu
Lee Buddress, Ph.D., C.P.M.
Lee Buddress, Ph.D., C.P.M., Portland State University, (503) 725-4769, leeb@sba.pdx.edu
Alan Raedels, Ph.D., C.P.M.
Alan Raedels, Ph.D., C.P.M., Portland State University, (503) 725-3728, alanra@sba.pdx.edu

88th Annual International Conference Proceedings - 2003 - Nashville, TN
Abstract

Strategic alliances have demonstrated tremendous impact in reducing total purchasing spend and enhancing innovative product design. However, the reservoir of capable and willing suppliers is limited. Thus, effective supply managers need to develop the ability to promote commitment to alliances among suppliers. Effective alliances imply designing aspects of the supply chain, selection of appropriate suppliers, and leveraging effective partnering behavior where appropriate. This presentation will help supply managers work their way through this process.

Leveraging Strategic Alliances — 24 KB (PDF)