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Supply Chain Development for the Lean Enterprise Robin Cooper

Supply Chain Development for the Lean Enterprise By Robin Cooper

Supply Chain Development for the Lean Enterprise by Robin Cooper

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Supply Chain Development for the Lean Enterprise Summary

Supply Chain Development for the Lean Enterprise: Interorganizational Cost Management by Robin Cooper

Four questions determine whether a company is using interorganizational cost management.

  • Does your firm set specific cost-reduction objectives for its suppliers?

  • Does your firm help its customers and/or suppliers find ways to achieve their cost-education objectives?

  • Does your firm take into account the profitability of its suppliers when negotiating component pricing with them?

  • Is your firm continuously making its buyer-supplier interfaces more efficient?

If the answer to any of these questions is no, your firm risks introducing products that cost too much or are not competitive. The full potential of the supply network can be realized only when the entire supply chain adopts interorganizational cost management practices.

Competitive pressure has led many firms to try to increase the efficiency of supplier firms through interorganizational cost management systems, a structured approach to coordinating the activities of firms in a supplier network to reduce the total costs in the network.

It is particularly important to lean enterprises for two reasons:

  • Lean enterprises typically outsource more of the added value of their products than their mass producer counterparts.

  • Lean enterprises usually compete more aggressively and must manage costs more effectively.

Interorganizational cost management can reduce costs in three ways: through product design, through product manufacture and through cooperative approaches between buyers and suppliers to build smoother interfaces.

However, more than just cost management must cross interorganizational boundaries. Suppliers are also a major source of innovation for lean enterprises. Successful supplier networks encourage every firm in the network to innovate and compete more aggressively. Read this book to learn to manage the supply chain to forge competitive advantage while reducing costs.

Table of Contents

  1. Executive Summary
  2. How Firms Compete Using the Confrontation Strategy
  3. The Role of Cost Management in Confrontation Strategy
  4. The Research Project
  5. Lean Buyer-Supplier Relations
  6. Lean Supplier Networks
  7. An Overview of Interorganizational Cost Management
  8. Target Costing
  9. Interorganizational Implications of Target Costing
  10. Chained Target Costing and Functionality-Price-Quality
  11. Interorganizational Cost Investigations
  12. Concurrent Cost Management
  13. Kaizen Costing
  14. Interorganizational Implications of Kaizen Costing
  15. Increasing the Efficiency of the Buyer-Supplier Interface
  16. Interorganizational Cost Management in Action
  17. Lessons for Adopters

    Case Studies

  18. Citizen Watch Company: Cost Reduction for Mature Products
  19. Kamakura Ironworks Company, Ltd
  20. Komatsu, Ltd: Target Costing System
  21. Miyota Company, Ltd
  22. Olympus Optical Company, Ltd: Cost Management for Short-Life Cycle Products
  23. Omachi Olympus Company, Ltd
  24. Tokyo Motors Works, Ltd: Target Costing System
  25. Toyo Radiator Company, Ltd
  26. Yokohama Corporation, Ltd: The Yokohama Production

Additional information

Supply Chain Development for the Lean Enterprise: Interorganizational Cost Management by Robin Cooper
Used - Very Good
Taylor & Francis Inc
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
This is a used book - there is no escaping the fact it has been read by someone else and it will show signs of wear and previous use. Overall we expect it to be in very good condition, but if you are not entirely satisfied please get in touch with us

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