Now there's a start-to-finish guide to the opportunities andchallenges facing today's extended enterprise. Edward W. Davis andRobert E. Spekman show why extended enterprises demand radically newbuyer-supplier relationships, why traditional business structuresinhibit alliances and partnerships, and how to develop the competenciesyour company needs right now.

Drawing on extensive research and new case studies, they offerrealistic strategies for planning, building, and managing the extendedenterprise. You'll learn how to decide when to partner and who topartner with; align processes to improve information flow; andespecially, develop people who'll work well across organizationalboundaries.

Beyond distrust, opportunism, and lip service The businessvalue--and the urgent necessity--of the extended enterprise

Criteria for success: what the research shows Why someextended enterprises succeed and others fail

Trust: the heart of the extended enterprise Specifictechniques for building trust with partners and allies

Building and strengthening the extended enterprise Developingeffective linkages, processes, structures, and dialogue

The role--and limits--of technology What enterprise softwarecan and can't do for your supply chain

Outsourcing in the extended enterprise Leveragingbest-in-breed capabilities--not just cost-reduction

Beyond traditional metrics What you need to measure now, andhow to measure it

Making partnerships and alliances work: new research, powerfulstrategies

You can’t compete and win alone. Today, constellations of firms ally against each other-and the firm that stands alone, may fail alone. Now there’s a start-to-finish guide to the opportunities and challenges facing today’s extended enterprise. In The Extended Enterprise, authors Edward W. Davis and Robert E. Spekman show why extended enterprises demand radically new buyer-supplier relationships, why traditional business structures inhibit alliances and partnerships, and how to develop the competencies your company needs right now.

Drawing on extensive research and new case studies, you get realistic strategies for planning, building, and managing the extended enterprise. You’ll learn how to decide when to partner and who to partner with; align processes to improve information flow; and especially, develop people who’ll work well across organizational boundaries. Above all, the authors offer deep insight into the attitudinal and behavioral changes that are needed in order to rapidly achieve results and sustain them for the long term.