Persuasion and provoking are two essential tools that Luttwak (2002) uses in his book to convey his idea behind strategy. In context of supply chain and business; war between two or more stakeholders is an analogue between supplier and buyer relationship in any competitive business environment, in curt a paradox where outcomes of one’s strategy maybe a reason to win or lose. Enemy’s next move or perhaps business rivals next move in our context, is of peculiar interest to all stakeholders. Luttwak (2002)’s five levels of strategy are the key to secure a competitive edge in market of extreme competition of procurement and purchasing, especially when it comes to negotiating with another party in concern for a better deal and trade terms. While the book describes each strategy being used at its best in war & peace keeping mission, similar examples exists in businesses world where rivalry is a norm.
Luttwak (2002)’s scrutiny is important as spectators and experts ever so often do not think about war as insulating. The outcomes of war cannot be predicted individually but are shaped by the interactions of both parties to a conflict. Most people also fail to understand that in every battle, there is a concluding point of victory. In the book, Luttwak (2002) clarifies when a triumphant armed force walks excessively far into the region of the crushed, the military will before long wind up toward the finish of an unsafe supply line, confronting adversaries presently ready to battle industriously to guard their country. War's logic additionally crushes straight techniques that produce peacetime effectiveness. Although an immediate course to one's goal is best in peacetime, a roundabout methodology - crosswise over rugged or swampy landscape instead of along a guarded high-way may be ideal. This can be interpreted in term of business and international purchasing as even though a particular
Luttwak (2002) describes the dialectic shapes the influence of technology on war which includes tactical, operational and Technical strategy. Along with this Luttwak (2002) explains how all these levels interact to govern the consequence of war. Applying this logic that Luttwak (2002)’s logic of war and peace can yield outcomes that majority may find surprising. Throughout the book he has specified the need to separate good intents of artists from the result of their ingenuities. In the recent times, numerous philanthropic activities, peace keeping initiatives, international intervention in ethnic conflicts and long-term aid to refugees have been shown as ways to end bloodshed and destruction. Luttwak (2002) criticizes peacekeeping initiatives and calls them misguided since it eliminates incentives for the antagonists to negotiate a resolution to their dispute. He has connected this rationale to invalidate warriors’ confidences and assumptions. He explains this using the paradoxical logic of strategy in which he highlights the use of surprise, risk, and friction. While speaking about surprise, he highlights the major agencies of surprise viz. secrecy and deception as they set the stage for maneuver. The sake of surprise might lead to some loss of strength such as: the longer route irrevocably will tire the troops, exhaust the vehicles, and absorb more supplies in ground combat. In tactic and operation, the strict measure of secrecy constrains the effectiveness of line of command and prevents the joint of rehearsal by various units to encounter the possible change and the most dangerous, the organizational failure to implement the intended strategy due to the ordinary error, misunderstanding and mechanical breakdown. When the attempt is made to reduce the risk by any paradoxical action will even tend to increase the organizational risk and the overall actions turn into complexity and overextension. Such problematic options can be found in –for examples-the bloodiest defeat of French Army to achieve the surprise in Nivelle offensive in WWI and German defeat in Battle of Kursk, 1943 and, the failure of US Desert One operation to rescue the hostages in 1980. [1] [2]
Even though not specified and as well discussed in the book ethics is also an important part in procurement and planning a strategy. Ethics has and always been a major part in procurement and is considered important as there is a change in technology and consumer behavior. Being ethical means being agreement with the rules or standards for right demeanor or practice, especially the ideals of an occupation. Procurement and purchasing involves, supplier selection, evaluation, negotiation, contracts sign off and awarding business to suppliers. When the purchasing team interact with suppliers, the suppliers should treat them fairly and without any biased opinions.
