Integrating marketing, operations, and purchasing to create value
For years many researchers and practitioners have been calling for a more boundary-spanning or cross-functional view of the management of businesses. As any student of optimization will note, the combination of several optimized sub-systems will rarely, if ever, result in a globally optimized system. It is much the same with a business. Decisions that may appear extremely good within the confines of a single organizational area are often clearly dysfunctional when viewed from other areas of the organization. To effectively compete in today's marketplace, firms need to effectively link their diverse functional areas. This article provides an example of how the marketing, operations, and purchasing areas can be effectively linked to accomplish the common goal of effectively competing in the value market segment of consumer goods and services.
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Volume (Year): 23 (1995)
Issue (Month): 2 (April)
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References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Hammer, Michael & Champy, James, 1993. "Reengineering the corporation: A manifesto for business revolution," Business Horizons, Elsevier, vol. 36(5), pages 90-91.
- Erel, E, 1992. "The effect of continuous price change in the EOQ," Omega, Elsevier, vol. 20(4), pages 523-527, July.
- Bregman, Robert L., 1992. "A note on optimal order quantities for credit purchases," International Journal of Production Economics, Elsevier, vol. 28(2), pages 203-210, November.
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