News
2009/12/03
Congratulations! Wenwey Hseush and Ted Hsu’s new book “Fair Collaboration” will be released on December 6th, 2009.
Wenwey Hseush, the CEO of eBizServe, and Ted Hsu, the founder of ASUS, published their first book about future international business trend—Fair Collaboration. This book is a guide for everyone in the workplace to solve critical challenges of today’s supply chain management and reach their business goal fast and efficiently. Fair Collaboration is basically defined according to three elements, including Expectation, Execution and Exception (3E). “Fair Coopetition Theory” shows a real business relationship between two companies may not be completely competitive nor cooperative. Either one is dangerous for enterprise. That is, each company could create unique advantages and strengthen sustainable values through the process of coopetition. Joseph C. Andraski, the President and CEO of VICS, pointed out the significance of fair collaboration in this book. “It provides a road map that can be instrumental in companies meeting the objectives established in their strategic plans. I highly recommend that Dr. Hseush’s book become a key reference document for any company that expects to successfully complete in today’s demanding market place.” In order to ensure business performance can smoothly achieve the climax of coopeitition model, everyone needs to learn the key messages in this book.
Contents:
Prologue The Day After……
I. Flat World, Continuous Evolution
Chapter 1 Flat World 2.0
Chapter 2 The Dangerous Era
Chapter 3 Accelerating Coopetition
II. New Civilization of Coopetition
Chapter 4 Tri-Island Crisis
Chapter 5 Survival Game
Chapter 6 Fair Coopetition Theory
Chapter 7 Toward Fair Collaboration
III. Life, Brand, and Collaboration
Chapter 8 Branding through Consumer-Centric Collaboration
Chapter 9 Working House Case
Chapter10 Thunder Tiger Case
Chapter11 “Wave” the Future
Preface to “Fair Collaboration” By Joseph C. Andraski President and CEO, VICS
There are those who are successful businessman who have the understanding of how to meet or exceed the expectations of their customers. There are a select few who not only understand the immediate needs, but those that have the vision to look beyond the current business environment and envision the future demands that will make the difference between success and failure. My friend and colleague Wenwey Hseush, has the unique talent and intellect to envision the global business world where the importance of collaboration will be the determinate between success or failure.
Dr. Hseush has been able to succinctly capture the essence of collaboration, from a practical, organizational, process and technological viewpoint in his well written and comprehensive collection of ideas and case studies. It provides a road map that can be instrumental in companies meeting the objectives established in their strategic plans. I highly recommend that Dr. Hseush’s book become a key reference document for any company that expects to successfully complete in today’s demanding market place.
From my experience as a leader of customer marketing and supply chain management for a major food manufacturer, it became obvious that companies that were not collaborating with their customers and who had internal silos, that sub optimization was a reality. Each entity has information that is important to the success of their organization and to their trading partner. It has been proven through numerous case studies that inventory can be reduced, while sales can be improved. As Gary Maxwell, a senior VP of global supply chain for Wal-Mart shared at his key note address at the Council of Supply Chain Management annual meeting, effective and efficient supply chain management starts with inventory. Numerous CPFR® case studies have demonstrated the positive impact that has been seen on inventory, which would not have been possible without companies collaborating.
The magic of VICS CPFR® is that it is adaptable, that it can accommodate different types of business with different trading partner requirements. Key deliverables include increased sales, reduced variable and fixed cash requirements and improved operating ratios; realized by the trading partners that have agreed to engage in CPFR. Of course there are limits to the number of trading partners that can engage in CPFR, however, that does not preempt companies from establishing a culture which eliminates internal silos and ensures that the company goals are met versus individual objectives. For example, should the objective be lowest produced unit cost or should the company strive for lowest landed cost at the highest level of customer service. And companies can agree to use universal metrics established by the GS1 organization, referred to as Trading Partner Performance Metrics.
In summary, companies have moved to complex supply chains, with products and sub assemblies taking place in various parts of the world, coming together when delivery to the customer takes place. This level of complexity cannot be managed without technology that enables collaboration, meets customer expectations. The level of collaborative relationships between trading partners and service providers is a clear determinate of the success that companies will enjoy that increases sales and profits, while providing speed to market and visibility.
Your friend,
Joe
Contents:
Prologue The Day After…… I. Flat World, Continuous Evolution
Chapter 1 Flat World 2.0
Chapter 2 The Dangerous Era
Chapter 3 Accelerating Coopetition
II. New Civilization of Coopetition
Chapter 4 Tri-Island Crisis
Chapter 5 Survival Game
Chapter 6 Fair Coopetition Theory
Chapter 7 Toward Fair Collaboration
III. Life, Brand, and Collaboration
Chapter 8 Branding through Consumer-Centric Collaboration
Chapter 9 Working House Case
Chapter10 Thunder Tiger Case
Chapter11 “Wave” the Future
Preface to “Fair Collaboration” By Joseph C. Andraski President and CEO, VICS
There are those who are successful businessman who have the understanding of how to meet or exceed the expectations of their customers. There are a select few who not only understand the immediate needs, but those that have the vision to look beyond the current business environment and envision the future demands that will make the difference between success and failure. My friend and colleague Wenwey Hseush, has the unique talent and intellect to envision the global business world where the importance of collaboration will be the determinate between success or failure.
Dr. Hseush has been able to succinctly capture the essence of collaboration, from a practical, organizational, process and technological viewpoint in his well written and comprehensive collection of ideas and case studies. It provides a road map that can be instrumental in companies meeting the objectives established in their strategic plans. I highly recommend that Dr. Hseush’s book become a key reference document for any company that expects to successfully complete in today’s demanding market place.
From my experience as a leader of customer marketing and supply chain management for a major food manufacturer, it became obvious that companies that were not collaborating with their customers and who had internal silos, that sub optimization was a reality. Each entity has information that is important to the success of their organization and to their trading partner. It has been proven through numerous case studies that inventory can be reduced, while sales can be improved. As Gary Maxwell, a senior VP of global supply chain for Wal-Mart shared at his key note address at the Council of Supply Chain Management annual meeting, effective and efficient supply chain management starts with inventory. Numerous CPFR® case studies have demonstrated the positive impact that has been seen on inventory, which would not have been possible without companies collaborating.
The magic of VICS CPFR® is that it is adaptable, that it can accommodate different types of business with different trading partner requirements. Key deliverables include increased sales, reduced variable and fixed cash requirements and improved operating ratios; realized by the trading partners that have agreed to engage in CPFR. Of course there are limits to the number of trading partners that can engage in CPFR, however, that does not preempt companies from establishing a culture which eliminates internal silos and ensures that the company goals are met versus individual objectives. For example, should the objective be lowest produced unit cost or should the company strive for lowest landed cost at the highest level of customer service. And companies can agree to use universal metrics established by the GS1 organization, referred to as Trading Partner Performance Metrics.
In summary, companies have moved to complex supply chains, with products and sub assemblies taking place in various parts of the world, coming together when delivery to the customer takes place. This level of complexity cannot be managed without technology that enables collaboration, meets customer expectations. The level of collaborative relationships between trading partners and service providers is a clear determinate of the success that companies will enjoy that increases sales and profits, while providing speed to market and visibility.
Your friend,
Joe
Order Online: www.eslite.com www.books.com.tw