Beyond Reason: Using Emotions as You Negotiate by Roger Fisher, Daniel Shapiro

By Roger Fisher, Daniel Shapiro

In Getting to Yes, well known educator and negotiator Roger Fisher awarded a universally appropriate approach for successfully negotiating own disputes. construction on his paintings as director of the Harvard Negotiation undertaking, Fisher now groups with Harvard psychologist Daniel Shapiro, a professional at the emotional measurement of negotiation. In Beyond Reason, they exhibit readers the way to use feelings to show a disagreement-big or small, expert or personal-into a chance for mutual achieve.

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So sind alle äußeren, farbgebenden Designteile des Smart mit wenigen Handgriffen austauschbar. In anderen Branchen werden bereits heute an Produkten teilweise die letzten Fertigungsstufen nicht in der Fabrik, sondern im Distributionszentrum in der Nähe des Kunden erbracht. Die Vorteile liegen auf der Hand: • starke Verwendung von Gleichteilen • niedrigste Bestände an höherwertiger, eingeschränkt absetzbarer Fertigware • der Bedarfsprognose angepasste Bestände der Vorstufen • Einsatz kostengünstiger Lohnfertiger für die "Veredelung" Zusammenarbeit in dynamischen Supply Chain-Netzwerken Supply Chain Netzwerk Supply Chain Netzwerk B 0 Supply Chain Netzwerk 00 A C 00 51 00 0~--- 00 ° Ebene der Produktions Ebene " , 'Distributions Ebene Kundenauftragsentkopplungslinie "" Abb.

Somit sind auch Teile der Kundenstammdaten und -aufträge im APS-System zu halten bzw. dorthin zu übertragen. Da Leitstände und APSSysteme vom ERP-System abgetrennt planen, fehlt ihnen die Online-Fähigkeit. Der Abgleich der umfangreichen Daten über diverse Schnittstellen zum ERPSystem kann nur im Batch betrieben werden. So ergibt sich häufig das Problem, dass einen ganzen Tag ohne Aktualisierung aus dem ERP-System geplant werden muss. Umgekehrt bleiben durch Zurückspielen einer offline erfolgten Planung in das ERP-System aktuelle Bedarfe oder Net Change-Informationen bis zum nächsten, meist nächtlichen MRP-Lauf zum Update der Planung unberücksichtigt.

In die Beschleunigung der für den Kunden "spürbaren" Prozesse im Sinn des VCM zählen auch eine rasche und korrekte Fakturierung sowie ein gut organisierter Service. Supplier Relationship Management (SRM) Customer Relationship Management (CRM) Eigene Logistik-Prozesse ~--~~----, Source ~ Deliver Supply Chain Management (SCM) Abb. 5: Umfang Value Chain Management Zusammenarbeit in dynamischen Supply Chain-Netzwerken 47 Nach außen hin ist ein modemes Unternehmen über 3 Kanäle verbunden: Im Supplier Relationship Management (SRM) sind alle Prozesse fUr das Anbahnen, Durchführen und Bewerten der Beschaffungen einschließlich der Lieferantenbewertung zusammengefasst.

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