Key interfaces: New opportunities for human resources
A shift is occurring in traditional views regarding vendors to organizations. The shift moves from the view of suppliers as providing commodities for which the only consideration is price toward recognizing the value they add to the manufacturing process when they contribute higher level assemblies...
Gespeichert in:
Veröffentlicht in: | Human resource management 1990-12, Vol.29 (4), p.397-410 |
---|---|
1. Verfasser: | |
Format: | Artikel |
Sprache: | eng |
Schlagworte: | |
Online-Zugang: | Volltext |
Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
container_end_page | 410 |
---|---|
container_issue | 4 |
container_start_page | 397 |
container_title | Human resource management |
container_volume | 29 |
creator | Lake, Dale G. |
description | A shift is occurring in traditional views regarding vendors to organizations. The shift moves from the view of suppliers as providing commodities for which the only consideration is price toward recognizing the value they add to the manufacturing process when they contribute higher level assemblies as partners. This article uses an extended example of one company making the shift from vendor to strategic supplier partner. As this shift evolves, major savings of time and dollars occur as do major reductions in complexity. Finally, this article describes the significant contribution that the HR role can make in the transformation of vendors into partners. Specific actions are recommended for the HR professional. |
doi_str_mv | 10.1002/hrm.3930290406 |
format | Article |
fullrecord | <record><control><sourceid>proquest_cross</sourceid><recordid>TN_cdi_proquest_journals_224319517</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>1108718</sourcerecordid><originalsourceid>FETCH-LOGICAL-c4096-639e230ea0908c7bc6f3bd6628e6eb47faeedb91034cb419610da31187967bb93</originalsourceid><addsrcrecordid>eNqFkD1PwzAURS0EEqWwMkcwpzx_xI7ZoIIWaAtCINisJH1RU9om2IlK_z1GQSAGYHrLOfc-XUIOKfQoADuZ2WWPaw5MgwC5RToUtA4hgudt0gHQEIpYxLtkz7k5AFChVYdEN7gJilWNNk8ydKfBBNdBWVWlrZtVURfogry0waxZJqvAoisb67F9spMnC4cHn7dLHi8vHvrDcHQ7uOqfjcJMgJah5BoZB0x8eZypNJM5T6dSshglpkLlCeI01RS4yFJBtaQwTTilsdJSpanmXXLU5la2fG3Q1WbuH1j5SsOY4FRHVP0NMZBKs8hDx79BlEMsBYsV81SvpTJbOmcxN5UtlondGArmY2TjRzbfI3tBt8K6WODmH9oM78c_3LB1C1fj25eb2BcjFVeReZoMzDgaX5-DHpk7_g7Qt4zc</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>1308642872</pqid></control><display><type>article</type><title>Key interfaces: New opportunities for human resources</title><source>Business Source Complete</source><source>Periodicals Index Online</source><source>Alma/SFX Local Collection</source><creator>Lake, Dale G.</creator><creatorcontrib>Lake, Dale G.</creatorcontrib><description>A shift is occurring in traditional views regarding vendors to organizations. The shift moves from the view of suppliers as providing commodities for which the only consideration is price toward recognizing the value they add to the manufacturing process when they contribute higher level assemblies as partners. This article uses an extended example of one company making the shift from vendor to strategic supplier partner. As this shift evolves, major savings of time and dollars occur as do major reductions in complexity. Finally, this article describes the significant contribution that the HR role can make in the transformation of vendors into partners. Specific actions are recommended for the HR professional.</description><identifier>ISSN: 0090-4848</identifier><identifier>EISSN: 1099-050X</identifier><identifier>DOI: 10.1002/hrm.3930290406</identifier><language>eng</language><publisher>New York: Wiley Subscription Services, Inc., A Wiley Company</publisher><subject>Communication ; Cost control ; Human resource management ; Human resources ; Interfaces ; Manufacturing ; Preventive maintenance ; Product design ; Productivity ; Professionals ; Purchasing ; Roles ; Suppliers</subject><ispartof>Human resource management, 1990-12, Vol.29 (4), p.397-410</ispartof><rights>Copyright © 1990 Wiley Periodicals, Inc., A Wiley Company</rights><rights>Copyright Wiley Periodicals Inc. Winter 1990</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c4096-639e230ea0908c7bc6f3bd6628e6eb47faeedb91034cb419610da31187967bb93</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>315,781,785,27874,27929,27930</link.rule.ids></links><search><creatorcontrib>Lake, Dale G.</creatorcontrib><title>Key interfaces: New opportunities for human resources</title><title>Human resource management</title><addtitle>Hum. Resour. Manage</addtitle><description>A shift is occurring in traditional views regarding vendors to organizations. The shift moves from the view of suppliers as providing commodities for which the only consideration is price toward recognizing the value they add to the manufacturing process when they contribute higher level assemblies as partners. This article uses an extended example of one company making the shift from vendor to strategic supplier partner. As this shift evolves, major savings of time and dollars occur as do major reductions in complexity. Finally, this article describes the significant contribution that the HR role can make in the transformation of vendors into partners. Specific actions are recommended for the HR professional.</description><subject>Communication</subject><subject>Cost control</subject><subject>Human resource management</subject><subject>Human resources</subject><subject>Interfaces</subject><subject>Manufacturing</subject><subject>Preventive maintenance</subject><subject>Product design</subject><subject>Productivity</subject><subject>Professionals</subject><subject>Purchasing</subject><subject>Roles</subject><subject>Suppliers</subject><issn>0090-4848</issn><issn>1099-050X</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1990</creationdate><recordtype>article</recordtype><sourceid>HYQOX</sourceid><sourceid>K30</sourceid><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><recordid>eNqFkD1PwzAURS0EEqWwMkcwpzx_xI7ZoIIWaAtCINisJH1RU9om2IlK_z1GQSAGYHrLOfc-XUIOKfQoADuZ2WWPaw5MgwC5RToUtA4hgudt0gHQEIpYxLtkz7k5AFChVYdEN7gJilWNNk8ydKfBBNdBWVWlrZtVURfogry0waxZJqvAoisb67F9spMnC4cHn7dLHi8vHvrDcHQ7uOqfjcJMgJah5BoZB0x8eZypNJM5T6dSshglpkLlCeI01RS4yFJBtaQwTTilsdJSpanmXXLU5la2fG3Q1WbuH1j5SsOY4FRHVP0NMZBKs8hDx79BlEMsBYsV81SvpTJbOmcxN5UtlondGArmY2TjRzbfI3tBt8K6WODmH9oM78c_3LB1C1fj25eb2BcjFVeReZoMzDgaX5-DHpk7_g7Qt4zc</recordid><startdate>19901201</startdate><enddate>19901201</enddate><creator>Lake, Dale G.</creator><general>Wiley Subscription Services, Inc., A Wiley Company</general><general>John Wiley</general><general>Wiley Periodicals Inc</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>AGQHT</scope><scope>AIATT</scope><scope>APEJR</scope><scope>HYQOX</scope><scope>IOIBA</scope><scope>K30</scope><scope>PAAUG</scope><scope>PAWHS</scope><scope>PAWZZ</scope><scope>PAXOH</scope><scope>PBHAV</scope><scope>PBQSW</scope><scope>PBYQZ</scope><scope>PCIWU</scope><scope>PCMID</scope><scope>PCZJX</scope><scope>PDGRG</scope><scope>PDWWI</scope><scope>PETMR</scope><scope>PFVGT</scope><scope>PGXDX</scope><scope>PIHIL</scope><scope>PISVA</scope><scope>PJCTQ</scope><scope>PJTMS</scope><scope>PLCHJ</scope><scope>PMHAD</scope><scope>PNQDJ</scope><scope>POUND</scope><scope>PPLAD</scope><scope>PQAPC</scope><scope>PQCAN</scope><scope>PQCMW</scope><scope>PQEME</scope><scope>PQHKH</scope><scope>PQMID</scope><scope>PQNCT</scope><scope>PQNET</scope><scope>PQSCT</scope><scope>PQSET</scope><scope>PSVJG</scope><scope>PVMQY</scope><scope>PZGFC</scope><scope>~P4</scope><scope>~P5</scope><scope>K9.</scope><scope>NAPCQ</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7X7</scope><scope>7XB</scope><scope>87Z</scope><scope>88E</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>M0A</scope><scope>M0C</scope><scope>M0S</scope><scope>M1P</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PRINS</scope><scope>PYYUZ</scope><scope>Q9U</scope></search><sort><creationdate>19901201</creationdate><title>Key interfaces: New opportunities for human resources</title><author>Lake, Dale G.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c4096-639e230ea0908c7bc6f3bd6628e6eb47faeedb91034cb419610da31187967bb93</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1990</creationdate><topic>Communication</topic><topic>Cost control</topic><topic>Human resource management</topic><topic>Human resources</topic><topic>Interfaces</topic><topic>Manufacturing</topic><topic>Preventive maintenance</topic><topic>Product design</topic><topic>Productivity</topic><topic>Professionals</topic><topic>Purchasing</topic><topic>Roles</topic><topic>Suppliers</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Lake, Dale G.</creatorcontrib><collection>Istex</collection><collection>CrossRef</collection><collection>Periodicals Archive Online Foundation Collection 2</collection><collection>Periodicals Archive Online Collection 5 (2022)</collection><collection>Periodicals Archive Online Foundation Collection 2 (2022)</collection><collection>ProQuest Historical Periodicals</collection><collection>Periodicals Index Online Segment 29</collection><collection>Periodicals Index Online</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - West</collection><collection>Primary Sources Access (Plan D) - International</collection><collection>Primary Sources Access & Build (Plan A) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Midwest</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Northeast</collection><collection>Primary Sources Access (Plan D) - Southeast</collection><collection>Primary Sources Access (Plan D) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Southeast</collection><collection>Primary Sources Access (Plan D) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - UK / I</collection><collection>Primary Sources Access (Plan D) - Canada</collection><collection>Primary Sources Access (Plan D) - EMEALA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - International</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - International</collection><collection>Primary Sources Access (Plan D) - West</collection><collection>Periodicals Index Online Segments 1-50</collection><collection>Primary Sources Access (Plan D) - APAC</collection><collection>Primary Sources Access (Plan D) - Midwest</collection><collection>Primary Sources Access (Plan D) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Canada</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - EMEALA</collection><collection>Primary Sources Access & Build (Plan A) - APAC</collection><collection>Primary Sources Access & Build (Plan A) - Canada</collection><collection>Primary Sources Access & Build (Plan A) - West</collection><collection>Primary Sources Access & Build (Plan A) - EMEALA</collection><collection>Primary Sources Access (Plan D) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - Midwest</collection><collection>Primary Sources Access & Build (Plan A) - North Central</collection><collection>Primary Sources Access & Build (Plan A) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - Southeast</collection><collection>Primary Sources Access (Plan D) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - APAC</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - MEA</collection><collection>PAO Collection 5</collection><collection>Periodicals Archive Online Collection 5</collection><collection>ProQuest Health & Medical Complete (Alumni)</collection><collection>Nursing & Allied Health Premium</collection><collection>ProQuest Central (Corporate)</collection><collection>Access via ABI/INFORM (ProQuest)</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>Health & Medical Collection</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>Medical Database (Alumni Edition)</collection><collection>Hospital Premium Collection</collection><collection>Hospital Premium Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Business Premium Collection (Alumni)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Health Research Premium Collection (Alumni)</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Archive</collection><collection>ABI/INFORM Global</collection><collection>Health & Medical Collection (Alumni Edition)</collection><collection>Medical Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central China</collection><collection>ABI/INFORM Collection China</collection><collection>ProQuest Central Basic</collection><jtitle>Human resource management</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Lake, Dale G.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Key interfaces: New opportunities for human resources</atitle><jtitle>Human resource management</jtitle><addtitle>Hum. Resour. Manage</addtitle><date>1990-12-01</date><risdate>1990</risdate><volume>29</volume><issue>4</issue><spage>397</spage><epage>410</epage><pages>397-410</pages><issn>0090-4848</issn><eissn>1099-050X</eissn><abstract>A shift is occurring in traditional views regarding vendors to organizations. The shift moves from the view of suppliers as providing commodities for which the only consideration is price toward recognizing the value they add to the manufacturing process when they contribute higher level assemblies as partners. This article uses an extended example of one company making the shift from vendor to strategic supplier partner. As this shift evolves, major savings of time and dollars occur as do major reductions in complexity. Finally, this article describes the significant contribution that the HR role can make in the transformation of vendors into partners. Specific actions are recommended for the HR professional.</abstract><cop>New York</cop><pub>Wiley Subscription Services, Inc., A Wiley Company</pub><doi>10.1002/hrm.3930290406</doi><tpages>14</tpages></addata></record> |
fulltext | fulltext |
identifier | ISSN: 0090-4848 |
ispartof | Human resource management, 1990-12, Vol.29 (4), p.397-410 |
issn | 0090-4848 1099-050X |
language | eng |
recordid | cdi_proquest_journals_224319517 |
source | Business Source Complete; Periodicals Index Online; Alma/SFX Local Collection |
subjects | Communication Cost control Human resource management Human resources Interfaces Manufacturing Preventive maintenance Product design Productivity Professionals Purchasing Roles Suppliers |
title | Key interfaces: New opportunities for human resources |
url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2024-12-12T05%3A29%3A36IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_cross&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Key%20interfaces:%20New%20opportunities%20for%20human%20resources&rft.jtitle=Human%20resource%20management&rft.au=Lake,%20Dale%20G.&rft.date=1990-12-01&rft.volume=29&rft.issue=4&rft.spage=397&rft.epage=410&rft.pages=397-410&rft.issn=0090-4848&rft.eissn=1099-050X&rft_id=info:doi/10.1002/hrm.3930290406&rft_dat=%3Cproquest_cross%3E1108718%3C/proquest_cross%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=1308642872&rft_id=info:pmid/&rfr_iscdi=true |