The Strategic Implications of ESI

Francis Bidault (), Charles Despres () and Christina Butler ()
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Francis Bidault: Theseus Institute
Charles Despres: Theseus Institute
Christina Butler: London Business School

Chapter 8 in Leveraged Innovation, 1998, pp 161-176 from Palgrave Macmillan

Abstract: Abstract ‘Working on the Mustang was challenging,’ according to Lee Davidson, manager of automotive products for Intel. ‘The challenging part was meeting the schedule that Ford required.’145 Intel supplied some of this automobile engine’s electronics, and was one of around 200 suppliers that were swept up in Ford’s move from the 48-month ‘Concept to Customer’ programme to its new 37-month ‘World Class Timing’ new car development process.

Keywords: Supply Chain Management; Organizational Learning; Core Competency; Concurrent Engineering; Strategic Implication (search for similar items in EconPapers)
Date: 1998
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-37782-0_8

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DOI: 10.1057/9780230377820_8

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