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Investment will continue as companies try to avoid being voted off by their supply chain partners, according to our panel of five experts. Pat Sweet reports.
Not the weakest link - Part 2 | Part 1 | Part 3
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Robin Tullett: e-CRM is vital
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IT FIRM: Compaq
Interviewee: Robin Tullett, managing principal, business transformation.
Q1: Investment.
A: Supply chain reorganisations should be conceived not as a knee-jerk reaction designed to save money, but as a part of improved business operations. This might mean that ROI cycles are not as quick as some managers would like, but provided the economic case is solid, that should not stop them proceeding.
Funds should be concentrated on the beginning of the process, identifying which supply chain could be outsourced for greater efficiency, and on its end – that is, executing those changes rapidly and efficiently.
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Consultants' Advisory 2002
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