Partnering Strategy Implementation in the Supply Chain

Abstract

Partnering in the supply chain is of major strategic significance in many industrial sectors but the changes in at least two organisations are systemic and not usually well understood. This paper reports on the fmdings of a recent EPSRC research project in two chains which has produced a new model of change to aid managers implement and gain strategic advantage from a successful cooperative approach to managing the chain. It suggests five agendas which are interconnected and interacting, use of which will anticipate and accommodate the consequential impact of