How to use the Evaluation of Suppliers to Develop the Supply System

2012 ◽  
pp. 253-268
Author(s):  
Emilio Esposito ◽  
Renato Passaro
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Empirical Evidence ◽  
Supply System ◽  
Strategic Decision ◽  
Management Tool ◽  
Supplier Evaluation ◽  
Competitive Position ◽  
Practical Usefulness ◽  
Managerial Implications

In recent decades several studies have highlighted that the competitive advantage of large customer firms arises significantly from their ability to achieve a successful supply system through the adoption of effective tools and methodologies for evaluating suppliers. Nevertheless it emerges that a gap exists between a growing number of applications and the scarce empirical evidence of the practical usefulness of such applications. The purpose of this chapter is to provide a contribution to bridging this gap through applying the Analytical Hierarchical Process (AHP) methodology suppliers’ evaluation. The evaluation tree of the AHP assures transparency and traceability, features that allow using it as a tool for strategic management of the supply system. The AHP evaluation tree provides relevant indications for the strategic decision that both customers and suppliers have to adopt to reinforce the supply system and their competitive position. Relevant issues arising from the application and managerial implications for both customer and suppliers are discussed. In particular, we underline how the AHP methodology is not only a tool for supplier evaluation but also a strategic management tool to develop the supply system.

Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 1226-1248
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

Deal of the day at Cherry.ee

2011 ◽  
Vol 1 (3) ◽  
pp. 1-13
Author(s):  
Katri Kerem ◽  
Dietmar Sternad
Keyword(s):  
Social Media ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Business Model ◽  
Strategic Decision ◽  
First Year ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
Start Up ◽  
Deal Of The Day

Subject area Marketing, branding, strategic management, online retailing, and entrepreneurship. Study level/applicability Postgraduate courses in: strategic management; marketing management (branding); and entrepreneurship. Case overview The case describes the founding and the first year of an Estonian internet start-up, the “deal-of-the-day” web site Cherry.ee. The focal topic of the case is the analysis of alternative scenarios for the further development of the company after the first year in business: selling the company, entering into a merger with similar businesses, or continuing to develop the brand independently. The case gives an example of creating a new market, introducing a new business model and launching a brand with substantial use of social media marketing. The successful business model was quickly copied by a lot of followers creating a fierce competitive environment and raising a question of sustainability of the competitive advantage. The case provides an opportunity to discuss how to strategically handle the development of a growing start-up company in an increasingly competitive market environment. Expected learning outcomes Understanding the critical success factors and potential pitfalls for an internet start-up; developing skills to critically analyze the concept of sustainable competitive advantage; comprehension of the main factors influencing the strategic decision on whether to follow a growth, cooperation, or exit strategy; and awareness of the relative advantages of online and offline marketing and understanding how social media strategies can be used to build a brand. Supplementary materials Teaching note.

scholarly journals A DEA-based tool for tracking best practice exemplars: The case of telecommunications in EBRD countries

2018 ◽  
Vol 63 (218) ◽  
pp. 105-127 ◽  
Author(s):  
Marijana Petrovic ◽  
Natasa Bojkovic ◽  
Mladen Stamenkovic
Keyword(s):  
Data Envelopment Analysis ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Role Models ◽  
Best Practice ◽  
Transition Period ◽  
Management Tool ◽  
Data Envelopment ◽  
Open Market ◽  
European Bank

Benchmarking is a strategic management tool that can help to gain competitive advantage, but the question is how to decide the relevant practice exemplars to be used as role models. Data Envelopment Analysis (DEA) is a very helpful method for tracking corresponding benchmarks, but the question remains of how to record them when performance is fluctuating and unstable, as is the case in a transition period to an open market. To address this issue a new DEA-based tool is proposed, the Corresponding Benchmark Matrix (CBM), which helps to reveal ?leader? countries and the most suitable benchmarks for less successful countries. The approach is illustrated for telecommunications in 22 European Bank for Reconstruction and Development (EBRD) countries.

Strategic Transcultural Marketing Management and Global Competitiveness

2014 ◽  
pp. 316-338
Author(s):  
Angelo A. Camillo ◽  
Svetlana Holt ◽  
Joan Marques
Keyword(s):  
Strategic Management ◽  
Competitive Advantage ◽  
Business Schools ◽  
Global Strategy ◽  
Education Programs ◽  
Competitive Position ◽  
Leadership Culture ◽  
Global Competitiveness ◽  
Resources And Capabilities

An organization achieves competitive advantage if it delivers above average profits in its industry. Strategic management has many definitions. In this context, the authors define global strategic management as a bundle of decisions and acts based on resources and capabilities that a manager undertakes that decide the long-term competitive position of the firm. The past and current economic conditions are evidence that global strategy will never be perfect but an ongoing effort to achieve optimal results for all stakeholders. Hence, the task for the global leaders has become increasingly challenging and hypercompetitive. While these leaders materialize their vision and accomplish their mission, they also build a strong leadership culture. However, successful executives are too busy or do not have the capability to develop new skills to plan and execute their long- and short-term strategies. To narrow the gap between achievement and acquiring new skills, business schools from across the globe offer Executive Education Programs that help them expand their skills. These programs can be highly specialized and individually designed for specific companies in a given industry. Present and future global leaders must stay current with competitive trends and ahead of the competition to achieve and sustain competitive advantage in their industry.

Balanced Scorecard in the strategic planning of a construction company

2018 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Roberth Frias ◽  
Maria Medina
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Organization Theory ◽  
Management Control ◽  
Management Tool ◽  
The Balanced Scorecard ◽  
Construction Company ◽  
Construction Companies ◽  
The Impact

This research focused on the strategic management tool Balanced Scorecard and strategic planning, as a guide to guide the management of companies, allowing communication and the functionality of the strategy using KPIs that allow to identify, maintain control and increase efficiency and the achievement of optimal results. For the deductive hypothetical analysis, the specific factors that affect business management performance were grouped into two variables: Balanced Scorecard and Strategic Planning. The objective of the work was to demonstrate the impact of the Balanced Scorecard in the strategic planning of a construction company. In order to support the research, the following theories were approached: the Financial Theory, the Economic Theory of the Company, the Transaction Costs, the Network Theory, the Organization Theory, the Dependence on Resources, the Strategic Management Theory and the Business Diagnosis Theory. The result obtained confirms the hypothesis that there is a significant incidence of the Balanced Scorecard in the strategic planning of construction companies. In conclusion, the construction company has obtained significant improvements in the results in each of the indicators evaluated with the implementation of the Balanced Scorecard, demonstrating improvements in their management results, affirming that there is better performance and management control allowing them to achieve the organizational objectives set.

IT IN STRATEGIC APPROACH TO TECHNOLOGY DEVELOPMENT

2018 ◽  
Vol 28 (4) ◽  
pp. 1377-1381
Author(s):  
Miodrag Trajković ◽  
Jasmina Jasmina
Keyword(s):  
Strategic Management ◽  
Information Technologies ◽  
Technology Development ◽  
Complete Response ◽  
Present Moment ◽  
Business Policy ◽  
Competitive Position ◽  
Strategic Approach ◽  
Technological Base ◽  
Strategic Manager

The basic direction of the development of society is the development of technology, information flow, organization way, and management. Therefore, the need to use the latest knowledge in defining, selecting and implementing strategies with adequate information technologies is now an unimaginably successful business. Strategic management is a set of management decisions and actions that determine long-term functioning and business policy. The process of strategic management involves establishing a company's relationship with the environment and positioning in it. The strategic goal has a directing role from the existing to the desired position (optimal). The implementation of the strategy in our companies is based on two groups of factors. The first group consists of the organizational structure and the management system of companies, and the second group consists of the human factor in the broadest sense. We also know that at the present moment the economy is almost impossible to survive if it is based on one particular technology. This means that today an increasing number of industries whose technological base is based on a growing number of interconnected different technologies. What technology has to be implemented in order to achieve competitiveness? A complete response includes identifying critical products, processes, applications, and system technology. The key technology provides a competitive advantage, the factor of today's success, they are in the application phase, competitors with them have not implemented enough yet, and offer a significant opportunity for building differentiating properties and for expanding the application. Leading in technology, provides the company support to the existing competitive position, in relation to supporting upcoming technologies which are important for creating a future competitive position. The aim of the paper is to provide the strategic manager of the company a conceptual framework for formulating and implementing strategic options for the application of information technologies in making key decisions in the approach to technology making

scholarly journals Integrating immediate gains with sustainable performance: systematic review of paradox at the intersection of strategic management and innovation

2021 ◽  
Author(s):  
Leonie Schulte
Keyword(s):  
Strategic Management ◽  
Organizational Capabilities ◽  
Organizational Life ◽  
Environmental Complexity ◽  
Individual Level ◽  
Scarce Resources ◽  
Sustainable Performance ◽  
Body Of Knowledge ◽  
Competing Demands ◽  
Managerial Implications

AbstractDigital technologies introduce change as a permanent feature of organizational life, creating an imbalance between market requirements and organizational capabilities. This article seeks to explore the tensions that organizations are confronted with when they engage in the strategic management of innovation (SMI) to achieve immediate and simultaneously lasting success. The divergent nature of strategic management and innovation promotes opposing organizational demands routed in a diversity of stakeholder agendas that foster an unhealthy tug-of-war over scarce resources. The resulting paradoxes are mirrored in the SMI literature. Hence to promote a more accurate understanding of complex organisational dynamics, this study organizes and integrates the diverse body of knowledge on SMI within the scope of a systematic literature review. By adopting a paradox perspective, a conceptual scheme is developed onto which competing demands are mapped. The application of framework synthesis reveals a wide array of paradoxes at the intersection of innovation and strategic management, including the inter-organisational, firm, project and individual level of analysis, while accounting for certain contextual factors that expose paradoxical tensions. The study thus contributes to the advancement of SMI literature by applying a new conceptual perspective, by employing a fairly new method to framework synthesis, and by recognizing the potential of environmental complexity in reference to subliminal tensions. The article proposes a research agenda with a more nuanced perspective on competing demands inherent in SMI, while also offering managerial implications that account for contemporary imperatives.

scholarly journals Determinants of building competitive positions of family enterprises – case study

2015 ◽  
Vol 6 (3) ◽  
pp. 111-121
Author(s):  
Anna Lemańska-Majdzik ◽  
Monika Sipa
Keyword(s):  
Competitive Advantage ◽  
Competitive Position ◽  
Family Enterprise ◽  
Family Enterprises ◽  
Production Company

Abstract The paper presents theoretical and practical aspects of the issue of a family enterprise and building a competitive advantage. The aim of the paper was to attempt to determine the elements building a competitive position of an enterprise and to identify the factors that have contributed to the success, with a case study of a family production company.

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

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