By Thomas E. Vollmann Carlos Cordon
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A related issue is to take a hard look at the people involved in each of your potential pairs of aces: have you assigned the best ones? Are there some who have a reputation at the pair partner for being only a tough negotiator or not telling the truth? Can past perceptions be overcome with the existing personnel? And perhaps most importantly, are your people truly capable of adopting a win–win mentality? ✔ If you own a dog and you wish to own a cat, no amount of kicking the dog will accomplish your objective.
The savings in indirect costs by both VW and Johnson Controls are significant. Moreover, the minimal amount of handling involved reduces the opportunities for damage. Mastering the four stages of collaboration 31 ✔ This process needs to be recognized for what it is: a highwire act. Making this JIT system work requires flawless execution on the part of both companies. Johnson Controls must be able to build and deliver in the 48-hour time slot, and the quality must be perfect. There is no other seat available if one is defective.
What are Mastering the four stages of collaboration 35 the true costs of assembly in both situations? Who is more technically qualified to not only assemble but enhance the design? Who should have the downstream responsibility for failure and maintenance? Are there key issues in terms of intellectual property or core competence that accompany this decision? Finally, decisions like this need to be based on future expectations. Is buying integrated systems more in line with an evolving outsourcing strategy for the customer?