All articles by Tim Laseter
Why Outsourcing Is InJuly 15, 2002 Once used largely for nonessential, tactical activities, partnering now covers core operations, transforming entire industries.by Anne Chung, Tim Jackson, and Tim Laseter
The Four Phases of Continuous SourcingApril 9, 2002 Purchasing can deliver ongoing benefits, but only if it cycles through a series of linked disciplines.by Hugh Baker and Tim Laseter
Marketing and Operations: Can This Marriage Be Saved?January 9, 2002 Marketers worry about top-line revenue, while operations people fret about cost. Differentiated Service Policies allow them to coexist.by Tim Laseter, Alexander Kandybin, and Pat Houston
B2B Benchmark: The State of Electronic ExchangesOctober 1, 2001 Business-to-business e-commerce is fraught with peril for buyers and sellers alike. An exclusive survey of 1,800 e-Marketplaces shows what it takes to win.by Tim Laseter, Brian Long, and Chris Capers
Sweeping Webvan into the Dustbin of HistoryAugust 13, 2001 "Common-goods" e-tailers are collapsing because they ignored an iron law of retailing: New formats win only by offering better prices, not better service.by Nick Hodson and Tim Laseter
Oasis in the Dot-Com Delivery DesertJuly 1, 2001 E-tail intermediaries may do what Kozmo and Webvan could not.by Tim Laseter, David Torres, and Anne Chung
Operations at the Core: What Amazon Offers Category KillersMay 18, 2001 Online's biggest retailer aims to serve the offline retailers it once threatened. The shift may be Amazon's best hope for prosperity.by Tim Laseter and Martha Turner
Beating the B2B OddsApril 1, 2001 Internet auctions create losers as well as winners. Game theory shows companies how to improve their chances.by Tim Laseter and David Evans
M2M — The Next Wireless FrontierApril 1, 2001 by Doug Albert, Tim Laseter, and Steve Vielmetti
The Last Mile to SomewhereJanuary 1, 2001 Once considered the domain of tacticians, operations now resides at the forefront of business strategy. Consider the saga of Web-based delivery services.by Tim Laseter
The Last Mile to ... Somewhere?October 17, 2000 Is Urbanfetch's demise a harbinger of doom for other Web-based delivery services? Maybe not, depending on their willingness to change and investors' willingness to wait.by Tim Laseter, Martha Turner, Anne Chung, and Pat Houston
The Last Mile to Nowhere: Flaws & Fallacies in Internet Home-Delivery SchemesJuly 1, 2000 Investors have risked billions on Webvan, Urbanfetch, and other same-day transporters. The economics, though, show they won't deliver for long.by Tim Laseter
Amazon Your Industry: Extracting Value from the Value ChainJanuary 1, 2000 The inefficient, tradition-bound, $4 billion trade-book industry is using the Internet to unlock an additional $2 billion-plus.by Tim Laseter, Patrick W. Houston, Joshua L. Wright, and Juliana Y. Park
Balanced Sourcing the Honda WayOctober 1, 1998 by Tim Laseter
Cost Modeling: A Foundation Purchasing SkillJanuary 1, 1998 At the heart of best practice in purchasing is a set of skills. One of the most important is the one that enables managers to understand what determines cost. by Julie A. Ask and Tim Laseter
Global Sourcing: Another Critical Purchasing SkillJuly 1, 1997 by Tim Laseter, C.V. Ramachandran, and Tonya M. Leary
Setting Supplier Cost Targets: Getting Beyond the BasicsJanuary 1, 1997 This third article in a series on balanced purchasing focuses on target costing and recommends a five-step process to optimize the cost of product designs still in development. A hypothetical development effort for a sports watch is used to demonstrate the process. If carried out properly and at the right level of detail, target costing can insure competitiveness without jeopardizing supplier cooperation.by Tim Laseter, C.V. Ramachandran, and Keith H. Voigt
Balanced PurchasingJanuary 1, 1996 by Tim Laseter
The Big, the Bad, and the BeautifulSize comes in three flavors — scale, scope, and network. Choose wisely from the menu.by Tim Laseter, Martha Turner, and Ron Wilcox
When Will Supply Chain Management Grow Up?Answer: When companies take to heart its three underlying principles.by Tim Laseter and Keith Oliver
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