Building multilateral collaboration in enterprise network

Raimo Hyötyläinen, Markku Mikkola, Magnus Simons

    Research output: Chapter in Book/Report/Conference proceedingChapter or book articleProfessional

    Abstract

    In today's highly competitive business environment companies are constantly seeking for better ways to adapt to the continuous change of the marketplace. Manufacturing has to be organized to be both efficient and flexible in order to meet the customers' requirements for high quality and short delivery time. To achieve these requirements companies have adopted subcontracting strategies and concentrated on their key competencies. In order to regain control over the supply chain, there has been an urgent need in companies to establish tighter relationships with their suppliers. Companies have been creating closer relationships with their suppliers by, e.g., adopting JIT delivery systems, quality certificates and long-term partnerships. However, these relationships have been based on bilateral development between client and supplier and they do not have network perspective, i.e., they have not considered that the client company and all its suppliers have common goals. To make the network more competitive, this demands developing these relationships towards business networks where all significant network companies share their strengths and knowledge by multilateral co-operation. This is a big step for the business culture of today. This step is studied in the case, network-manufacturing kitchen furniture.
    Original languageEnglish
    Title of host publicationAutomation Technology Review 1997
    EditorsHeikki Seppä
    Place of PublicationEspoo
    PublisherVTT Technical Research Centre of Finland
    Pages27-37
    Publication statusPublished - 1997
    MoE publication typeNot Eligible

    Fingerprint

    Suppliers
    Supply chain
    Manufacturing
    System quality
    Competency
    Just-in-time
    Business environment
    Business networks
    Customer requirements
    Manufacturing network
    Subcontracting
    Bilateral
    Business culture
    Delivery time

    Cite this

    Hyötyläinen, R., Mikkola, M., & Simons, M. (1997). Building multilateral collaboration in enterprise network. In H. Seppä (Ed.), Automation Technology Review 1997 (pp. 27-37). Espoo: VTT Technical Research Centre of Finland.
    Hyötyläinen, Raimo ; Mikkola, Markku ; Simons, Magnus. / Building multilateral collaboration in enterprise network. Automation Technology Review 1997. editor / Heikki Seppä. Espoo : VTT Technical Research Centre of Finland, 1997. pp. 27-37
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    Hyötyläinen, R, Mikkola, M & Simons, M 1997, Building multilateral collaboration in enterprise network. in H Seppä (ed.), Automation Technology Review 1997. VTT Technical Research Centre of Finland, Espoo, pp. 27-37.

    Building multilateral collaboration in enterprise network. / Hyötyläinen, Raimo; Mikkola, Markku; Simons, Magnus.

    Automation Technology Review 1997. ed. / Heikki Seppä. Espoo : VTT Technical Research Centre of Finland, 1997. p. 27-37.

    Research output: Chapter in Book/Report/Conference proceedingChapter or book articleProfessional

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    AU - Simons, Magnus

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    AB - In today's highly competitive business environment companies are constantly seeking for better ways to adapt to the continuous change of the marketplace. Manufacturing has to be organized to be both efficient and flexible in order to meet the customers' requirements for high quality and short delivery time. To achieve these requirements companies have adopted subcontracting strategies and concentrated on their key competencies. In order to regain control over the supply chain, there has been an urgent need in companies to establish tighter relationships with their suppliers. Companies have been creating closer relationships with their suppliers by, e.g., adopting JIT delivery systems, quality certificates and long-term partnerships. However, these relationships have been based on bilateral development between client and supplier and they do not have network perspective, i.e., they have not considered that the client company and all its suppliers have common goals. To make the network more competitive, this demands developing these relationships towards business networks where all significant network companies share their strengths and knowledge by multilateral co-operation. This is a big step for the business culture of today. This step is studied in the case, network-manufacturing kitchen furniture.

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    BT - Automation Technology Review 1997

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    Hyötyläinen R, Mikkola M, Simons M. Building multilateral collaboration in enterprise network. In Seppä H, editor, Automation Technology Review 1997. Espoo: VTT Technical Research Centre of Finland. 1997. p. 27-37