Hovedformålet med denne opgave har været at undersøge et område der ikke tidligere er behandlet indgående i litteraturen.
Resultaterne er i høj grad baseret på sekundær kvalitativ empiri, samt i nogen grad på primær kvalitativ empiri. For at bidrage yderligere til dette område vil det være gavnligt at tage udgangspunkt i ovenstående konklusioner, og lave en undersøgelse baseret på primær, kvantitativ empiri.
Det kunne i videre studier være interessant at bygge videre OOS delen af denne opgave. Mere konkret kunne det være interessant at undersøge årsagerne til OOS situationer på
butiksniveau, for den anvendte case virksomhed. OOS situationer på butiksniveau er studeret indgående, tidligere, men disse studier har i høj grad taget udgangspunkt i større
virksomheder i dagligvarebranchen. Man kan argumentere for at dette fænomen ikke vil være lige så relevant at undersøge i designbranchen, grundet produkternes højere grad af
heterogenitet, men ikke desto mindre forårsager det stadig tabt salg. Ligeledes kunne det være interessant at studere fænomenet fra et SMV synspunkt.
13. Kildefortegnelse
Bøger
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Rapporter
OECD SME and Entrepreneurship Outlook - 2005 Edition
Internetressourcer
http://web.ebscohost.com.esc-web.lib.cbs.dk/
http://www.dilf.org http://europa.eu/
http://www.iib.org.uk/
http://www.scm.dk/
http://www.valuebasedmanagement.net http://www.vics.org
Bilag 1:
Interviewguide – Eksplorativt Interview med Direktør i Muuto, Peter Bonnén
Generel Problemstilling for virksomheden
1. Hvad er virksomhedens mål omkring servicegrad?
2. Er OOS situationer i virksomheden et reelt problem?
3. Hvor høj er lagerbindingen?
4. Er der et mål om at reducere lagerbindingen?
Bilag 2
Interviewguide – Caseundersøgelse – Direktør i Muuto, Peter Bonnén
Interorganisatorisk samarbejde
1. Har virksomheden tidligere gjort erfaringer med tættere interorganisatorisk samarbejde, med enten leverandører eller kunder?
2. I så fald, hvor mange af jeres kunder/leverandører startede i op med?
3. Var det en succes?
4. Hvor mange ressourcer vil I være villige til, og have mulighed for, at sætte af til at implementere et tættere samarbejde?
5. Hvor vidt vil I være i stand til/villige til at investere i eks. IT systemer/træning, der kun kunne bruges i forhold til samarbejde med én eller to specifikke
kunder/leverandører?
6. Hvad anser du for barrierer for et tættere samarbejde?
7. Stoler du nok på dine leverandører/kunder til at dele information i form af salgstal, omsætning, etc., med dem?
8. Hvis I skulle indgå tættere partnerskaber, hvad vil du mene er mest optimalt - at indgå partnerskab på få områder, men med dyb integration, eller omvendt?
9. Vil du mene at det er bedst for virksomheden at indgå partnerskaber med andre virksomheder på nogenlunde samme størrelse, eller med virksomheder der er enten mindre eller større/meget større?
CPFR
1. Hvad er virksomhedens kendskab til CPFR?
2. Har I overvejet at indgå, eller indgår I, i CPFR partnerskaber med leverandører/kunder?
3. Hvis I skulle indgå i et CPFR partnerskab, hvad ville jeres krav til samarbejdet i så fald være?
4. Hvilke faktorer vil du mene er vigtige for at et CPFR samarbejde skal være succesfuldt?
5. Er der nogen emner inden for interorganisatorisk samarbejde/CPFR som du finder relevante, vi ikke har talt om?