A new paradigm for customer and supplier relationships
Article Abstract:
Suppliers of goods and services and the companies that buy them form a chain of intercompany relationships that allow them to be competitive and increase profit. Unfortunately, cooperative efforts between suppliers and customers have been hindered by traditional concepts such 'every man for himself.' Each member of the value chain has been independently developing and pursuing plans, seldom engaged in information-sharing and shared problem-solving, and have unsynchronized operations. Companies have been much too self-focused to think about their role in the chain and how they might help other members achieve total value chain success. Now that boundaries between firms continue to become less clear, how customers and suppliers deal with one another needs to be rethought. A new customer-supplier relationship paradigm is proposed as well as human resource management strategies that would facilitate improve client-vendor relationships.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1990
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Delivering the goods on customer care
Article Abstract:
Heron Distribution, a subsidiary of Heron Corp PLC, had succeeded in elevating itself into the second league of players in the UK's transportation services business not very long after its establishment in the mid-80s. Wanting to move into the industry's first league alongside such firms as NFC and Christian Salvesen, Heron Distribution sought the help of a business consultant in finding ways in which it can gain real competitive advantage. The company realized that vehicle fleet management, the convential approach to gaining a competitive edge, would not be enough to help it stand out among other distribution firms. With the help of its consultants, Heron Distribution identified five dimensions that can be used to gain a deeper understanding of their corporate clients's culture. Appropriate measures were taken in terms of recruitment and placement which led to better decision-making.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1993
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Allied Dunbar implements strategic HR response to new customer-driven market
Article Abstract:
UK's financial services organization Allied Dunbar is changing its paternalistic company culture by introducing brand awareness, strategy workshops, employee attitude surveys, a performance-driven management system, 360-degree performance appraisal, and a management effectiveness questionnaire. By stressing core competenties, the Human Resources dept aims to make the company more competitive by increasing employees' personal responsibility for their job performance and development. The view and values VIVA survey is a primary method for assessing employee attitudes and planning further action.
Publication Name: IRS Employment Trends
Subject: Human resources and labor relations
ISSN: 1358-2216
Year: 1995
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