1. Redefining relationships in the supply chain Wednesday 1 Dr Chris Manning Where are we now?

5. Assumed Control of Global Sourcing & Procurement Hidden purchase of strategic components directly from lower supplier manufacturers Resells components up the supply chain Leverage Global Buying Power to Reduce Costs Reduces risk of lower order suppliers feeling pressured to reduce prices Ensures distribution based on need Mitigates risk to Quality Mitigates risk from supplier cost blow-outs and fluctuations Increases SC transparency Ensures supply of critical components Opportunity to monitor quality & performance Reduces supplier costs & risks Keeps sensitive Information within The company

7. Suppliers Open collaboration: Expertise & Knowledge Sharing Improved long-term relationships built on trust Shared supply chain risk Shared response to cost reduction from larger cost base Improved Time-to-market

14. Evidence of change ABB enters strategic partnering agreements in China for manufacturing and IT to focus on “ABB’s real art.” Phillips is teaming up with academics, industry peers and suppliers to create momentum for future directions. EADS is looking for innovation and people who think differently – student competitions to design aircraft parts, materials and systems. Bombardier had developed a industry-leading logistics, technical, maintenance, and field support network for its Learjet. TomTom collects customer innovations and feeds them directly into the design process.

16. The basis for relationship Knowledge Management Connectivity Open Innovation Collaboration Collective Intelligence Knowledge Discovery Data and information Management LEARNING ACTION Sense-making EXPERIENCE Individual Expertise Collaborative Media Business Analytics Data and Information Infrastructure

17. Open innovation networks Customer Networks Professional Networks Business Networks Practice Networks Process Networks

21. Adaptive SCM Learning Environment

22. Adaptive-SCM Framework

23. Adaptive-SCM Architecture