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provide a clear graphic view of the collaboration spectrum. Other models use different criteria, such as level of investment or dependence on technology, to describe the depth and breadth of collaborative relationships. It s possible to create a matrix using any combination of these criteria or even to apply a multidimensional approach.3 The point is not to worry about picking the right labels for your collaborative relationships but to examine the various characteristics that differentiate each partnership. First, choose the degree to which each characteristic contributes to the likely success of the collaborative relationship, and then put a plan in place to achieve it. Every customersupplier relationship can involve some level of collaboration. The fact that you re buying from a specific supplier or selling to a specific customer implies a relationship between your two companies, but it doesn t necessarily mean that you are collaborating. And just as not all relationships are created equal, not all collaborations are created equal. Before setting off to systematically establish collaborative relationships with your supply chain partners, take the time to understand the degrees of collaboration along the spectrum and your company s specific needs. Often, a small number of deeply collaborative relationships is preferable to multiple relationships with a wide range of partners. Later in this chapter we ll discuss how to decide which degree of collaboration to set up with each supply chain partner.

EXHIBIT 8-18

MPEG-2 Image shape Image elements per frame Image spatial dimensions Text overlay Lowest bit rate Highest bit rate Number of profiles Basic image unit File format Rights management Rectangular Single Constrained in standard No 1.5 Megabits per second 300 Megabits per second 6 Group of Pictures (GOP) Not defined in standard Hooks provided, but not defined None I-frame profiles only Audio and video sync hardwired None None None None MPEG-4 Rectangular or arbitrary-shape Limited by decoder capability Variable Yes 5 kilobits per second 2 Gigabits per second 38 Group of Video planes (GOV) MP4 format based on QuickTime Hooks provided, but not defined 2D or 3D I-VOP profiles only Resynchronized at decoder

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Transactional collaboration aims for the efficient and effective execution of transactions between partners. This isn t to say that transactional relationships between supply chain partners offer no strategic value. However, partners in a transactional relationship rarely focus on reducing supply chain management costs or increasing revenues. The focus is usually on improving the ease at which transactions are conducted for example, by eliminating the need for constant renegotiation. Transactional collaboration usually applies to customer-supplier relationships in which common or maintenance, repair, and overhaul (MRO) materials are purchased, and the decision to deal with a supplier is based mainly on price. With less strategically important supply chain partners, companies tend to focus on minimizing the effort associated with day-to-day transactions rather than on developing long-term relationships. Transactional relationships rarely require sophisticated information systems. Indeed, many companies involved in this type of relationship lack the systems and infrastructure needed to provide and

MPEG-2 3D audio spatializations Error resilience Alpha blending and transparency Background sprite support Transport interfaces None Some No facility MPEG-4 Yes

shire was 11 percent. Zacks polled the three analysts that covered Berkshire. All rated it a buy. For our initial valuation of Berkshire, we used an 11-percent growth rate. We also used a growth rate of 7 percent in a lower growth scenario, which gave us a more conservative valuation for Berkshire.

There are a number of signal processing techniques, borrowed from post-production, which can be used to enhance the audio and video passed to a streaming media encoder. Enhanced signals sound better or look better, subjectively speaking. The colloquial term for this process is sweetening. If the enhanced signal is then heavily compressed, in order for it to be transmitted through a limited bandwidth channel, the resultant media stream has a better chance of looking and sounding better than an untreated one. The objective of sweetening prior to compressing is to reduce noise, which would otherwise consume precious bits to represent, or else to emphasize, aspects or the sounds and pictures that are considered important at the expense of de-emphasizing residual details. In some senses, signal cleaning is all about signal simplification. Noisy signals are problematic for data compression for two reasons. First, why spend computation cycles and payload bits to encode image and sound components that shouldn t be there in the first place Second, because noise is generally superimposed, it breaks the statistical consistency of a natural video image. Because it breaks the rules about what the compressor can assume about the data, it actually takes a disproportionately large number of bits to represent noise. One caveat with recommending signal conditioning prior to encoding is that the range of tools available, in the hands of the inexperienced operator, has the potential to make the image and sound far worse and much harder to compress. Signal cleaning is more art than science. What looks and sounds great to one person can be utterly objectionable to another person. Taste and discretion must be applied, as with all essentially artistic endeavors.

respond to information electronically. Because of this, many transactions are manual. An example of a transactional relationship is any time a customer and a supplier agree to a set price for a specific product over a set period of time or until a certain purchase volume is reached. The buyer gets a fixed price over the life of the agreement in exchange for purchasing a minimum quantity of products; this also helps the seller s production planning. Transactional collaboration is the most basic and by far the most widely used collaboration model.

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