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Developing alliances
- 1. Source: STRATEGIC ALLIANCES,Managing the Supply Chain PennWell Publishing Company, Copyright, 1996, Tim Underhill Developing Business Alliances along the supply chain 1
- 2. Stage 1 focuses ondetermining the company’s needs and requirements and how to best meet them. Three stages in alliance development Stage #2 IMPLEMENTATION 2 Stage 2 deals with developing relationships in both organizations to fulfill both companies’ needs. Stage 3 involves the efforts required to keep the alliance improving and adding value.
- 3. 3 Strategic Alliance Stage 2 IMPLEMENTATION Stage 3 MAINTENANCE Stage1 DISCOVERY Alliance objective planning Alliance Partner Evaluation Alliance Partner Selection Improvements, objectives agreed on Joint management team established Managing joint projects On-going evaluation Joint needs reviewed Modifications/adjustment executed Strategic alliance development stages The more detailed the information gathering, the high the chance of success.
- 4. 4 Strategic Alliance Stage 1 DISCOVERY Alliance objective planning Strategicalliance development stages First, a company has determine its goals and which items or processes to jointly work on with an alliance partner. What do you want to do?
- 5. 5 Value chain andexploring company needs Operations & processing Outbound items & services Marketing & sales After sales support (Processing) End Users Technology Development Direct Activities Suppliers Human Resource Management Infrastructure Procurement Support Activities Inbound items & services (Shipping) (Marketing) (Service)(Receiving) Value Chain Activities Valued added, cost incurred over time and a profit margin
- 6. 6 Value chain andexploring company needs Operations & processing Outbound items & services Marketing & sales After sales support Inbound items & services Direct Activities End UsersSuppliers (Processing) (Shipping) (Marketing) (Service)(Receiving) Valued added, cost incurred over time and a profit margin Supply Chain Management Information System Customer Relations Management Information System
- 7. 7 Value chain andexploring company needs Operations & processing Outbound items & services Marketing & sales After sales support (Processing) End Users Technology Development Direct Activities Suppliers Human Resource Management Infrastructure Procurement Support Activities Inbound items & services (Shipping) (Marketing) (Service)(Receiving) Overhead, fixed asset control, management expertise and information systems Valued added, cost incurred over time and a profit margin
- 8. Firm’s Value chain 8 Valuechain and exploring company needs Operations& processing Outbounditems& services Marketing& sales Aftersales support Inbounditems &services End UsersSuppliers Valued added, cost incurred over time and a profit margin Operations& processing Outbounditems& services Marketing& sales Aftersales support Inbounditems &services Customer’s Value chain
- 9. 9 Collaboration & alliancesalong the supply chain Operations & processing Outbound items & services Marketing & sales After sales support Inbound items & services Company “A” Direct Activities Operations & processing Outbound items & services Marketing & sales After sales support (Processing) (Shipping) (Marketing) (Service)(Receiving) Company “B” Direct Activities Shared Logistics (Processing) (Shipping) (Marketing)(Receiving) Inbound items & services Shared Sales Activities/Sales Staff Shared Production Shared Service (Service)
- 10. 10 Collaboration & alliancesalong the supply chain Company “B” Support Activities Technology Development Human Resource Management Infrastructure Procurement Company “A” Support Activities Technology Development Human Resource Management Infrastructure Procurement Shared buildings and facilities Shared personnel activities Shared purchasing Shared research projects
- 11. Typical supply chainin the oil pipe supply There are 33 steps in this process. 23 of them are repeated steps. To reduce inventory, handling, inspection, and testing costs, these processes can be improved on. Notice just inventory only as an example. Pipe user 11
- 12. Typical supply chainin the oil pipe supply The chain can be reduced from 33 steps to 15 steps. First, it can be done by improving communications and coordination along the line which will reducing needless inventory carrying. Next, inspection processes can be moved in-house and along the production line. Step reduction 12
- 13. The potential costiceberg 13 30% of costs are easy to identify and attack. 70% of costs are Harder to find and harder to reduce. Price Late deliveries Excess inventory Poor product quality Too many companies only focus on what they see and only some costs are easy to see and be reduced. Others are very hard to see but can be very costly. If these costs are measured, they will become visible.
- 14. Clear alliance understanding= high success chance 14
- 15. Clear alliance understanding= high success chance 15 Roles, assignments & expectations Training on alliance and new assignments Plan for alliance impact on current operations Need for change Supplier selection method Mission & Objective Working together
- 16. New skills Feeling the rewards Putting projectinto action Clear alliance understanding = high success chance 16 Put in action plan Secure our future Conducted detailed study Building a new team Taking on new responsibilities
- 17. Where to collaborate:Company activities review 17 Ideal resource use Explore complete alliances and perform joint total cost analysis Send out and negotiate special value added services Send out on a transactional basis only Completely do internally Just have a supplier do it all. We can do it in-house. Discuss with supplier what requirements we need. We need drastic costing collaboration.
- 18. 18 There are severalways to greatly lower total costs through alliances. Each should be studied. Types of Alliances Single source To reduce the cost of certain items Partnership To reduce the total cost of processes, functions and items Integrated One-stop shopping to reduce acquisition cost. Outsourcing To send out work that specialists can do better than in-house. Supply chain To reduce supply chain process duplications. Working together 18
- 19. 19 Timeline moving throughalliance development stages Proven Ideal timeline Typical timeline Implementation MaintenanceDiscovery 9 - 12 months 6 months On going if survives Total cost measured and improved Problems/barriers resolved quickly Further processes for improvement discovered Discovery Implementation Maintenance Full needs assessment Purchasing /sales plan discovered Full partner selection evaluation Ideal partner found Clear goals & direction Smooth execution Quick results 3 months 18-24 months On going if survives Total cost no measured Problems increase Direction unclear Alliance fails or is weakened Quick push for results Vague objective planning Poor partner study Risks not considered During implementation new issues learned Total cost not fully reviewed – focus on pricing Both company’s goals not clear & shared Misunderstandings surface
- 20. Learn where thecompany stands COMPANY NEEDS What are the needs of the company, its goals, concerns and management objectives? GROUPINGS How can those needs be grouped so they can be efficiently addressed? 20 Where do we stand and what do we need? RESOURCES How should each need group be addressed? (work on along or work on with alliance partner)
- 21. 21 DISCOVERY - Determiningproduct or service Abilitytoaddproductvalue ordecreasecosts The ideal alliance opportunity is where the dollar volume of purchases is sufficient to justify the time spent building and maintaining an alliance and where the value added beyond the price can dramatically increase profits. Value Added High High Low Low Purchase Volume Total volume cost to focus on... Order receiving and processing Inventory level control Shipping, invoicing, payment processing Quality level confirmation and control Total added value to focus on… Technology transfer Operating support System efficiencies Out-sourcing Purchase volume impact Part of integrated supply Bid buy Sell/purchase transaction relationship only Prime alliance opportunity
- 22. 22 DISCOVERY – Whereare the greatest costs? As alliances will incur costs, the benefits must excessed those costs. To achieve the most benefit, studying the greatest current expenditures is important. Explore these….. Money tied up and can not be used for other things. 1-Inventory costs 2-Processing costs 3-Selling costs4-Transaction costs 5-Performance error costs 6-Logistics costs
- 23. 23 DISCOVERY – Whereare the greatest costs? Here are some performance errors that should be measured for cost. Missing shipping documents Wrong “Ship-to” Address Long lead-time required Damaged good received Delayed deliveries Initial order not received Missing items in shipment Wrong goods received Billing errors
- 24. 24 DISCOVERY – Whereare the greatest costs? Here are some performance errors that should be measured for cost. Missing shipping documents Wrong “Ship-to” Address Long lead-time required Damaged good received Delayed deliveries Initial order not received Missing items in shipment Wrong goods received Billing errors
- 25. Storage space 25 DISCOVERY – Whatis your asset utilization rate? Assets sitting and doing nothing could be very expense. If studied and acted on, wealth could be created with those assets. Measure your utilization rates. Then, find an alliance to use those assets. Cargo space Personnel and skills utilization Equipment and facilities utilization Factory space, cargo space, warehouse space utilization
- 26. 26 Strategic alliance developmentstages One the goals and objects are decided, a company can start to explore candidates for affiliation and collaboration. Strategic Alliance Stage 1 DISCOVERY Alliance objective planning Alliance Partner Evaluation Who can help you achieve what you want to do and what role should they play?
- 27. Candidate selection: CollectingInformation 27 Alliance Success Tracking performance Track service issues such as on-time deliveries What are the feelings of their staff? Track if the candidate keeps commitments? How healthy are their finances? Visually see their operation in action. Site audits Complete questionnaire while visually inspecting the facilities Surveys Questionnaires are distributed to learn front-line feelings Documentation evaluation Study financial statements, quality sheets, error tracking sheets, etc. Initially, a list of candidates is created. From that point each is studied.
- 28. 28 DISCOVERY – Whatis needed from supplier Competitive pricing - Is the candidate price competitive? Cost management - Does it manage its costs well? Financial strength - Is it financially sound? Company direction - Is there a match in long-term company direction? Do you have similar goals? Management capability/stability - How strong and stable is the management team? Is there a large change in management or is it quite stable? Total quality/improvement - How active is the company on quality/claim issues? Is quality treated seriously enough? Service capacity/location - How quickly are customer requirements filled? How fast are questions/concerns addressed?
- 29. 29 DISCOVERY – Whatis needed from supplier Product mix and assortment - Is the company’s product range broad enough? Does it have product development ability? Sales force/support - Does the company have an active sales force that could support a new project? Delivery system/adequate warehousing - How advanced is the delivery and warehousing system? Computer capacity - How good is their computer system? Is it compatible with our system? Accounting systems - How advanced is their accounting system? What financial statements for managerial control are produced? Training personnel - What training capacity do they have? Performance history - What is their history regarding on-time deliveries, shipping/billing errors, damaged orders and other functions?
- 30. 30 DISCOVERY – Decidingbusiness relationships ALLIANCE SUPPLIERS: Most trusted suppliers that share related costing data to reduce total cost. ENHANCED SUPPLIERS: The place a customer goes to first for special requirements in 1-volume required, 2-special back-up support or 3-specialty items. TRANSACTIONAL SUPPLIERS: Provides all non-critical products/services. They may supply specialty items but only occasionally at low volume. Suppliers sales TRANSATIONAL only Purchases made ALLIANCE SUPPLIERS Purchases placed with dedicated alliance partners ENHANCED SUPPLIERS Purchases placed with close suppliers that offer special services/products Approximately 20% of purchases could be made on a service/value added relationship. Less than 5% of a customer’s suppliers are likely to be alliance partners ALLIANCE CUSTOMERS ENHANCED CUSTOMERS Sales made with value added services OR support attached TRANSACTIONAL CUSTOMERS Sales on a transactional basis only (mainly price based) 65% of the sales made could be on a price or transactional basis only 35% of the sales made could be from an enhanced relationship Price only purchases are likely to account for as little as 5% - 10% of total purchases. These may as much as 75% of the items purchased. Transactions could be made with 1-complete outside suppliers (transactional purchases), with 2-close value added suppliers or 3-with alliance partners.
- 31. 31 DISCOVERY – Decisionmaking process 1. Study what processes or products to build alliance on. 2. Establish team to do product/service study. 3. Study internal product/service requirement needs. 4. Determine cost drivers of selected product/service. 5. Decide if product/service groups for alliance exists. 6. If none exist, return to #3 above. 7. If product groups exist, is there is a functional group in the company that can evaluate these products? 8. If none exists, return to #5. 9. If an attractive group exists, determine potential suppliers and requirements needed. 10. Do survey and evaluated supplier candidates. 11. Determine if qualified candidates exist. 12. If none exist, return to #9. 13. If qualified candidates exist, do evaluation of each candidates. 14. Identify ideal candidate. 15. Clarify joint objects and goals and reevaluate candidate’s intentions. 16. Confirm endorsements within the candidate company. 17. If successful and all are in agreement, move to the implementation stage.
- 32. 32 Alliance development stages- Implementation Once the alliance partner is decided, the company can move to the implementation stage and jointly working together. Strategic Alliance Stage 2 IMPLEMENTATION Stage 1 DISCOVERY Alliance objective planning Alliance Partner Evaluation Alliance Partner Selection Improvements, objectives agreed on Joint management team established Managing joint projects Next, we should build a structure that will insure collaboration success.
- 33. Joint Approval Committee Buyer Alliance Development &Management Organization 33 Major alliance and collaboration projects – However, as the alliance relationship and collaboration expands and deepens into more difficult cost drivers, the two companies must work far more closely. The impact on each other becomes too great. Therefore, setting up a Joint Approval Committee is necessary. Simple transactions between companies – Most transactions are a simple, single cost driver like a single item purchasing price. For them there is little need for anything more than good communication between the customer and supplier organizations. Seller
- 34. Joint Approval Committee Alliance Development &Management Organization 34 Improvement teams Receiving company Purchasing Contract Administration Alliance coordination Supplying company Sales Contract Administration Alliance coordination Shared work teams Members that execute the alliance Additions to project Experts, outside members new skills, added technology Purchasing/sales - Groups of goods and service selected to be studied for total cost reduction. All costing processes are reviewed to determine the lowest possible joint cost. Customer service is deeply reviewed. Contract Administration - In both companies there are assigned personnel that determine total cost objectives, improvement projects and performance in acquisitions, storage and disposal. Alliance coordinator- In both companies there is a direct contact person that guides information to the appropriate people. Joint Approval Committee – This committee approves all major projects and negotiates for resources among the companies. Shared work teams - These are members from both companies that identify additional projects and improvement opportunities. They document and measure cost results and report to the Joint Approval Committee. Additions to project- These are additional requirements not available in either company that is required for success (computer systems, specialists, etc.)
- 35. Task 2013 Jul Aug SepOct Nov Dec Prepare agreement Jointly prepare objectives Obtain management commitment Present alliance concept Create improvement projects Develop incentive schemes Determine cost drivers Create improvement teams General Implementation Plan – Joint Approval Committee Once the structure is established, the Joint Approval Committee can develop project tasks and responsibilities. Here is an example… 35
- 36. Task 2014 Jan Feb MarApr May Jun Determine pilot project Determine project goals Establishment process Brainstorm opportunities Confirm cost drivers Develop improvement method Determine measurement system Report improvement results General Implementation Plan – Improvement Team After the project orientation and task assignment, the improvement team can go to work. Its activities and scheduling must be tracked. Here is an example… 36
- 37. 37 Inventory Obsolete items Excess items Consignment Deadstock Lost/stolen items Quality Issues Defects Back orders Billing errors Product returns Pricing Payment delays One item freight charges Bad debts Rebates Product Over-engineered Under-engineered Substitute items General Forecasting errors Miscommunications Equipment Maintenance Machine tools Specification errors Processing Accounting One item invoicing Coding Lead-time requirements Excess promotions Construction Rework Certification approvals Damage Installation delays Maintenance/disposal Repairs Removal Cost Driver Categories Cost drivers – Every process or task has a cost. These costs are called “Cost Drivers”. They are any activity that creates an expenditure of resources or lost opportunity for revenue. These costs must be identified and measured before they can be reduced.
- 38. 38 Cost Driver Priorities Process/task Required Cost Drivers Improvement Project Financial impact Levelof concern Ease to do As too many projects (and their cost drivers) will confuse everyone, it is ideal to set priorities. Which cost drivers are easy to address and show quick results? What is the financial impact of them? What concerns are there if implemented totally? Common inventory issues could be consignment to distributors, vendor managed inventory, just-in-time delivery system and warehouse outsourcing. Inventory cost reduction Inventory data processing Receiving Inventory management Paper work Equipment Purchase order confirmation Storage area Items handling Ownership Computer maintenance Data entry
- 39. 39 Categories of opportunities Ifyou still can’t decide on priority improvement projects brainstorm with several key people. Have them suggestion projects and then determine if the suggestion are ease to implement. After that, determine there degree of impact of importance. Here is an example…………. DifficultEasy Low High Ease of implementation DegreeofImpact Shared storage area Study duplication activities
- 40. 40 IMPLEMENTATION – Decisionmaking process 1. Negotiate agreement. 2. Negotiation successful. 3. If not successful, negotiate with other supplier. 4. If no other supplier, return to DISCOVERY process. 5. If successful, notify unsuccessful candidates and thank them for their effort. 6. Set up joint approval committee. 7. Develop joint objectives. 8. Create Improvement Plan (plan on a two year plan). 9. Create vision for all stakeholders. 10. Map primary processes. 11. Identify cost drivers. 12. Prioritize opportunities. 13. Choose the pilot improvement opportunity. 14. Define performance measures. 15. Develop incentive schemes. 16. Create improvement teams. 17. Analyze systems. 18. Develop action plan for achievement. 19. Is improvement possible? (yes or no) 20. If yes, implement. If no, return to #13. 21. Evaluate results after implementation. 22. Explore other opportunities. 23. If opportunities possible, return to #16 and set up new development teams. 24. If no opportunities possible, return to #13 and look for next opportunity.
- 41. 41 Strategic Alliance Stage 2 IMPLEMENTATION Stage 3 MAINTENANCE Stage1 DISCOVERY Alliance objective planning Alliance Partner Evaluation Alliance Partner Selection Improvements, objectives agreed on Joint management team established Managing joint projects On-going evaluation Joint needs reviewed Modifications/adjustment executed Alliance development stages - Maintenance After several successful alliance projects, future opportunities should be explored. Start with performance measures.
- 42. 42 Critical Processes Project identification Cost DriversOpportunities Making process changes Evaluation Improvement Measurements Communication Componentsof alliance maintenance Training Incentives Alliance Plan & Objectives Projects - There is always a limit to how many projects can be implemented. Therefore, long- term scheduling is important. Critical processes – As the team measures the cost of each joint task, it can spot critical processes that may require special attention. Cost drivers – Cost drivers should continually be reviewed (for changes in situation). Opportunities – New opportunities often show up as cost drivers are reviewed. Process changes – Reengineering, process improvements can been seen when many people are looking at the problems from different perspectives. Evaluation – Learning achievements will propel the alliance to the next project. Communication – Better communication with different people generates ideas. Incentives – As wealth is created, better incentives can be introduced. Training – Joint training can add new skills. Measurements – With detailed measurements, costs/improvements are exposed and reduced.
- 43. 43 The importance ofmeasurements – 1 Usually, the performance criteria focused on is pricing only. This can be short-sighted as companies need to work together in setting performance measures for each other. Together, they must study cost drivers and revenue opportunities to achieve today’s ideal total cost system. Two of the most critical cost drivers are joint inventory and processes between the companies. Lets look at some costs tracking per process examples, starting with the possession of inventory. There are two types of inventory costs, HARD COSTS and SOFT COSTS. HARD COSTS 1. INTEREST EXPENSES: If funds are tied up in inventory, they can not be used elsewhere which may generate more wealth. Also, if there is borrowing to finance that inventory, the interest charge is an expense. 2. TAXES: In many countries, there is a tax on assets each year of which average inventory is one asset. 3. SHRINKAGE & SPOILAGE: The potential of lost items or damage is always a concern. 4. INSURANCE: The higher the inventory, the higher the insurance will be to protect that inventory against unforeseen events.
- 44. 44 The importance ofmeasurements - 2 Steps to lower inventory costs 1. STEP #1: Determine the items and its quantities to be reduced. 2. STEP #2: Determine the past average inventory level in money (US$, etc.) prior to alliance. 3. STEP #3: Determine the average inventory now (after alliance). 4. STEP #4: Determine the average price of the items in inventory and calculate the total amount. 5. STEP #5: Subtract the previous average (#2) from the current amount (#4) to come up with the funds freed up. 6. STEP #6: Determine the savings, which is the amount freed up by the carrying costs (interest, taxes, shrinkage, damage, etc.) Usually, 20% of freed up funds. SOFT COSTS 1. WAREHOUSE-STORAGE: If space is not used for another purpose and not used for inventory it could be sold, leased or rented. If it just sits there, it is both a cost and a lost opportunity. 2. EQUIPMENT: Shelves, handling equipment and inventory control equipment may be freed for sale or other uses. 3. PEOPLE: Job descriptions and assignments should be reviewed. If need be, people could be moved to more added value positions. 4. PROCESSES: Some tasks could be reduced, some eliminated and some added. This should be reviewed.
- 45. 45 Measuring process costs:Traditional invoicing vs. electronic data exchange (EDI) Receive electronically Stop Receive into computer Goods received-to- invoicing matching Authorize payment Start Electronic fund transfer $0 $5 $15 $10 $5 Cost per task Total $35 Processing Cost Receive invoice in mail Stop Enter into computer Goods received-to- invoicing matching Authorize payment Start Write and send check $5 $15 $15 $10 $15 Cost per task $60 Total Processing Cost X Electronic data Exchange (EDI) Traditional invoicing
- 46. 46 Alliance positive/negative forces Creatingan alliance will bring change. With change there will be people who will be in favor of the change and others who will be against it. These forces must be identified. Notice this example…. Status Quo Alliance Forces Forces Against ChangeForces For Change Alliance will increase workIncrease opportunities Alliance will not stop declineSurvive in declining industry Costs will increaseProfits will improve Lack of resourcesImprove competitiveness Risks will increaseSpread risk among partners
- 47. 47 Promoting internally thealliance In every company, there will be people that do not want an alliance as there may be a lot of work and expense. The benefits must surpass these liabilities. Once the savings have been measured, they must be used to promote the success of the alliance. Alliance successes 1. Alliance projects should be written about in a company newsletter. 2. The cost saving should be announced. 3. The efficiency should be presented. 4. The added business should be expressed in detail.
- 48. 48 Changing alliance partners DuringStage #3, the Maintenance Stage, studying the future value of the alliance is important. Did costs come down? Was improvements made? Is it best to continue the alliance with this partner or change? Returns: How much was gained with the current alliance partner in prices and other services? Will that continue? Would another supplier offer greater returns? Risks: Were any hidden value gained by working closely (familiarity of people, problems, systems and communication)? Will that value be lost with a new alliance partner? Duration: If the new alliance partner offers better prices, how long can those prices be maintained? Actual Costs resulting from improvements the current supplier helped initiate Risk Losing past improvements/value Opportunity promised by new supplier Diminishing returns – Alliance reevaluation Original operating cost at start of alliance TotalOperatingCosts Timeline
- 49. 49 Finding partners –Cost of business (Service requirement & performance factors) Customer’s service level requirements – Any supplier that creates an alliance with a customer must identify the expectations and requirements of its alliance customer beforehand. Customer performance factors – While service requirements deal mostly with what the customer requires to be satisfied, performance factors relate to the costs created by the customer. There could be many factors like these….. Re-work because of extremely high quality requirements Late payments Sudden order changes Excess inventory, people, equipment Rush orders Inadequate, inaccurate or limited information or forecasting provided Poor paperwork or documentation Cost of Business Performancefactors HighLow PoorGood Average Low High Average Service requirements
- 50. 50 Finding partners –Profitability (Cost of service & gross margin) Profitability – The cost of doing business is only part of the value of an alliance. Gross margin should also be evaluated. In general, what is the estimated profitability of an alliance? What are the risks to profit? What is the improvement potential? After that is considered, estimate the profit margin overall? Profitability Costofservice LowAverage AverageLow Good Weak Gross Margin Average Average LowWeak High AverageGood High High
- 51. 51 Finding partners –Targeting alliance opportunities After evaluating cost of business and profitability, sales volume growth with the alliance partner should be studied. By comparing profitability to new business sales volume potential, the supplier can better understand the ideal type of relationship. Also, understanding the cost-drivers involved and the potential risks involved, a wise judgment can be made. Alliance Targeting Profitability LowAverage Low Low Best as single source or integrated one-stop shopping Sales Volume Opportunity Average Good Weak Little opportunity for alliance, transaction only Prime opportunity for strong alliance partner Best as enhanced supplier for purchases under special conditions High WeakGood
- 52. 52 Selling the allianceconcept Steps to selling a company on an alliance 1. STEP #1 (Problem): Get the company to see the problem. Have the customer say there is a problem by asking questions like these regarding inventory….. 1. What is the inventory turn rate? 2. How much stock is dead/obsolete? 3. How often is there a stock out? 4. How much time is spent finding material? 5. Could the inventory space be used more productively? 2. STEP #2 (Cost of problem): Get the company to determine the cost drivers of the problems identified. For example….. 1. What does carrying the inventory cost your company? (interest expense, shrinkage, spoilage, taxes, insurance, equipment, people, space) 2. What do stock outs cost? (loss of sales, lost output, shutdowns, idle people/equipment, lower customer satisfaction, urgent order shipments) 3. What is the cost in finding inventory? (time spent locating, keeping people/processes waiting) 4. What does wasting storage space cost? (loss of production space, new building needs) 3. STEP #3 (Solution): Once the costing and estimated losses are detailed, a solution through the alliance is presented. For example…. 1. Inventory consignment cooperation, VMI. Putting inventory in the ideal place between the two companies. 2. More accurate and more timely inventory reporting information 3. Just-in-time delivery
- 53. I hope theideas in this presentation will help you succeed in alliances and greatly make you competitive globally. Thank you 53 Developing Business Alliances along the supply chain