Zusammenfassung
As demonstrated through our case experience and recent surveys, procurement is viewed as a strong lever for achieving differentiation. Not only is it a strong lever for achieving cost advantages, but more and more it is becoming a powerful mean for innovating products and services. Whereas top line improvements have only marginal impact on the P/L, any reductions of procurement cost directly raise the bottom line. But there is more to it than that: suppliers not only deliver products and services on time, they are potential strategic partners which can significantly contribute to innovation and service levels — in other words: they can be a source of competitive advantage. Initiatives, which target competitive advantage, we define as strategic.
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Literatur
Jung, U., Kiese, S., Tourneau, A. (2002) Strategic Procurement Initiative — How to Make it Happen, in Hahn, D., Kaufmann, L. (Hrsg.) Handbuch Industrielles Beschaffungsmanagement, 2. Auflage, Wiesbaden
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© 2003 Springer-Verlag Berlin Heidelberg
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Tourneau, A. (2003). Success in Strategic Procurement Initiatives. In: Zadek, H., Risse, J. (eds) Führungskräfte für ein integriertes Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-55649-4_18
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DOI: https://doi.org/10.1007/978-3-642-55649-4_18
Publisher Name: Springer, Berlin, Heidelberg
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