Description
Taking issue with the current orthodoxy in supply and value chain management, the authors take resource-based thinking forward by stressing the need for a dynamic and entrepreneurial conception of resource acquisition and management, and by placing the firm in the wider context of the supply chain network. The book: Outlines the four basic types of exchange relationship: buyer dominance, supplier dominance, interdependence and independence. Moves beyond these initial categories to identify six different types of buyer and supplier dominance. Illustrates the usefulness of this power-based categorisation of exchange relationships by examining seven case studies drawn from a range of industrial and service sectors. Explains why integrated supply chain management initiatives often fail, and why certain zones within a supply chain network are more profitable. This book will be essential reading for all those with a professional or academic interest in supply chain management.
