Cross-functional sourcing teams are a less-than-ideal way to promote cross-organizational cooperation.
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Q6: A long-term contract does not provide an
Q7: Supply management usually maintains significant data about
Q8: Perhaps the most important and challenging linkages
Q9: Many firms are now colocating supply management
Q10: Membership on a team can have negative
Q12: Experience reveals that cross-functional sourcing teams are
Q13: Early visibility to product requirements allows supply
Q14: The need for confidentiality regarding financial, product,
Q15: The physical co-location of a supplier engineer
Q16: Goal setting is not a critical cross-functional
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