عنوان انگلیسی مقاله:

Strategic relationships between boundary spanning functions: Aligning customer relationship management with supplier relationship management

ترجمه عنوان مقاله: روابط استراتژیک بین توابع مرز گستری (مرز پوشا): هماهنگی مدیریت ارتباط با مشتری و مدیریت ارتباط با تأمین کننده

$$$: فقط 10500 تومان

سال انتشار: 2009

تعداد صفحات مقاله انگلیسی: 8 صفحه

تعداد صفحات ترجمه مقاله: 22 صفحه

منبع: الزویر و ساینس دایرکت

نوع فایل: word

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Abstract Strategic relationships between boundary spanning functions: Aligning customer relationship management with supplier relationship management

This review focuses on the potential impact of enhanced strategic relationships between the boundaryspanning functions in supplier organizations. Specifically, the concern is with alignment between the organizational groups managing: marketing, sales and strategic account management; purchasing and supply strategy; and, collaborations and external partnerships. The topic is framed by the organizational evolution being driven by market change, and the search for superior innovation capabilities and business agility.

These changes bring new challenges in cross boundary integration and managing complex market networks. The logic is that strategic external relationships (with customers, supplier and partners) should be mirrored in strategic internal relationships (between the functions with lead responsibilities for managing relationships with customers, supplier and partners). Approaches to enhancing this capability include process management, internal partnering strategies and internal marketing activities. The discussion identifies a number of implications for practice and new research directions.

Keywords: Boundary spanning functions, Customer relationship management, Supplier relationship management, Process management

مقدمه انگلیسی مقاله

Introduction Strategic relationships between boundary spanning functions …

The pressure from business to business customers for the delivery of seamless service from suppliers, and particularly for closer, collaborative relationships with strategic suppliers, has never been higher. For example, in 2006 automaker Ford made public its plans, aspart of its downsizing and cost saving strategy, to cut its $90 billion purchasing budget by ceasing to work with half its 2000 component suppliers, focusing business on seven “key suppliers” covering about half its parts purchasing. Ford will work more closely with the selected suppliers, consulting them earlier in the design process and giving them access to key business plans on future vehicles, to allow them to better plan their operations investments for Ford’s business (Mackintosh and Simon, 2006). Similarly, in 2007 in the European aerospace industry, Airbus was looking to cut its core network of 3000 suppliers to about 500, urging its smaller suppliers to form industrial clusters to reduce costs (Hollinger, 2007).

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