Enviar pesquisa
Carregar
A systematic review of existing supply chain management definition, framework
•
2 gostaram
•
885 visualizações
IAEME Publication
Seguir
Negócios
Tecnologia
Denunciar
Compartilhar
Denunciar
Compartilhar
1 de 12
Baixar agora
Baixar para ler offline
Recomendados
IRJET- Review Paper on Supply Chain Management of Windshield
IRJET- Review Paper on Supply Chain Management of Windshield
IRJET Journal
International Journal of Engineering Research and Development
International Journal of Engineering Research and Development
IJERD Editor
Ijm 06 09_008
Ijm 06 09_008
IAEME Publication
Data-Driven Simulation-Enhanced optimization of Service operations
Data-Driven Simulation-Enhanced optimization of Service operations
Sudhendu Rai
Economic analysis of lead time using value stream mapping (vsm) in company o...
Economic analysis of lead time using value stream mapping (vsm) in company o...
Jéssica M. Miloco
The Influence of Supply Chain Integration on the Intrapreneurship in Supply C...
The Influence of Supply Chain Integration on the Intrapreneurship in Supply C...
IJERA Editor
Achieving Agility Using Cladistics: An Evolutionary Analysis
Achieving Agility Using Cladistics: An Evolutionary Analysis
Ian McCarthy
02 v2 n3-full
02 v2 n3-full
duryo13
Recomendados
IRJET- Review Paper on Supply Chain Management of Windshield
IRJET- Review Paper on Supply Chain Management of Windshield
IRJET Journal
International Journal of Engineering Research and Development
International Journal of Engineering Research and Development
IJERD Editor
Ijm 06 09_008
Ijm 06 09_008
IAEME Publication
Data-Driven Simulation-Enhanced optimization of Service operations
Data-Driven Simulation-Enhanced optimization of Service operations
Sudhendu Rai
Economic analysis of lead time using value stream mapping (vsm) in company o...
Economic analysis of lead time using value stream mapping (vsm) in company o...
Jéssica M. Miloco
The Influence of Supply Chain Integration on the Intrapreneurship in Supply C...
The Influence of Supply Chain Integration on the Intrapreneurship in Supply C...
IJERA Editor
Achieving Agility Using Cladistics: An Evolutionary Analysis
Achieving Agility Using Cladistics: An Evolutionary Analysis
Ian McCarthy
02 v2 n3-full
02 v2 n3-full
duryo13
Optimization of supply chain logistics cost
Optimization of supply chain logistics cost
IAEME Publication
IMPORTANCE OF SUPPLY CHAIN INTEGRATION IN AUTO INDUSTRY
IMPORTANCE OF SUPPLY CHAIN INTEGRATION IN AUTO INDUSTRY
IAEME Publication
Supply chain management
Supply chain management
Anitha M Johny Manjaly
Logistics Flexibility Effect on Manufacturing SMEs Competitiveness
Logistics Flexibility Effect on Manufacturing SMEs Competitiveness
Business, Management and Economics Research
Definitions and theories perspective
Definitions and theories perspective
Md Saifullah Khalid
Determinants of Supply Chain Performance of Indian Manufacturing Organizations
Determinants of Supply Chain Performance of Indian Manufacturing Organizations
Waqas Tariq
Assembly Disruptions – Empirical Evidence in the Manufacturing Industry of Ge...
Assembly Disruptions – Empirical Evidence in the Manufacturing Industry of Ge...
IRJESJOURNAL
assignment2-final
assignment2-final
Bana Razavi
Service business costing
Service business costing
Springer
Performance of Power Loom Textiles: A Resource-based View
Performance of Power Loom Textiles: A Resource-based View
AM Publications
A STUDY ON THE RELATIONSHIP AMONG SUPPLY CHAIN MANAGEMENT COMPONENTS, SUPPLY ...
A STUDY ON THE RELATIONSHIP AMONG SUPPLY CHAIN MANAGEMENT COMPONENTS, SUPPLY ...
Dr.Ganeshkumar C
Determinantsof Strategic Supply Chain Management in Enhancing Organization Pe...
Determinantsof Strategic Supply Chain Management in Enhancing Organization Pe...
paperpublications3
IRJET- Study of Supplier Evaluation and Development Practices in Supply Chain...
IRJET- Study of Supplier Evaluation and Development Practices in Supply Chain...
IRJET Journal
THE KEY TO LEAN PERF ORMANCE: IMPLEMENTING A DAIL Y SHOP - FLOOR CONTROL SY...
THE KEY TO LEAN PERF ORMANCE: IMPLEMENTING A DAIL Y SHOP - FLOOR CONTROL SY...
IAEME Publication
Implementation of Supply Chain Management and its Effectiveness on Marketing ...
Implementation of Supply Chain Management and its Effectiveness on Marketing ...
ijtsrd
Value chain analysis (1)
Value chain analysis (1)
Suraj9766
JOSCM - Journal of Operations and Supply Chain Management - n. 02 | Jul/Dec 2015
JOSCM - Journal of Operations and Supply Chain Management - n. 02 | Jul/Dec 2015
FGV | Fundação Getulio Vargas
10120140504013
10120140504013
IAEME Publication
Is supply chain management important to implement
Is supply chain management important to implement
Alexander Decker
Responsive supply chin_a_competitive_stategy_in_a_networked_economy(1)
Responsive supply chin_a_competitive_stategy_in_a_networked_economy(1)
Dr Lendy Spires
Responsive supply chin_a_competitive_stategy_in_a_networked_economy
Responsive supply chin_a_competitive_stategy_in_a_networked_economy
Dr Lendy Spires
Simulation in the supply chain context a survey Sergio Terzia,.docx
Simulation in the supply chain context a survey Sergio Terzia,.docx
budabrooks46239
Mais conteúdo relacionado
Mais procurados
Optimization of supply chain logistics cost
Optimization of supply chain logistics cost
IAEME Publication
IMPORTANCE OF SUPPLY CHAIN INTEGRATION IN AUTO INDUSTRY
IMPORTANCE OF SUPPLY CHAIN INTEGRATION IN AUTO INDUSTRY
IAEME Publication
Supply chain management
Supply chain management
Anitha M Johny Manjaly
Logistics Flexibility Effect on Manufacturing SMEs Competitiveness
Logistics Flexibility Effect on Manufacturing SMEs Competitiveness
Business, Management and Economics Research
Definitions and theories perspective
Definitions and theories perspective
Md Saifullah Khalid
Determinants of Supply Chain Performance of Indian Manufacturing Organizations
Determinants of Supply Chain Performance of Indian Manufacturing Organizations
Waqas Tariq
Assembly Disruptions – Empirical Evidence in the Manufacturing Industry of Ge...
Assembly Disruptions – Empirical Evidence in the Manufacturing Industry of Ge...
IRJESJOURNAL
assignment2-final
assignment2-final
Bana Razavi
Service business costing
Service business costing
Springer
Performance of Power Loom Textiles: A Resource-based View
Performance of Power Loom Textiles: A Resource-based View
AM Publications
A STUDY ON THE RELATIONSHIP AMONG SUPPLY CHAIN MANAGEMENT COMPONENTS, SUPPLY ...
A STUDY ON THE RELATIONSHIP AMONG SUPPLY CHAIN MANAGEMENT COMPONENTS, SUPPLY ...
Dr.Ganeshkumar C
Determinantsof Strategic Supply Chain Management in Enhancing Organization Pe...
Determinantsof Strategic Supply Chain Management in Enhancing Organization Pe...
paperpublications3
IRJET- Study of Supplier Evaluation and Development Practices in Supply Chain...
IRJET- Study of Supplier Evaluation and Development Practices in Supply Chain...
IRJET Journal
THE KEY TO LEAN PERF ORMANCE: IMPLEMENTING A DAIL Y SHOP - FLOOR CONTROL SY...
THE KEY TO LEAN PERF ORMANCE: IMPLEMENTING A DAIL Y SHOP - FLOOR CONTROL SY...
IAEME Publication
Implementation of Supply Chain Management and its Effectiveness on Marketing ...
Implementation of Supply Chain Management and its Effectiveness on Marketing ...
ijtsrd
Value chain analysis (1)
Value chain analysis (1)
Suraj9766
JOSCM - Journal of Operations and Supply Chain Management - n. 02 | Jul/Dec 2015
JOSCM - Journal of Operations and Supply Chain Management - n. 02 | Jul/Dec 2015
FGV | Fundação Getulio Vargas
10120140504013
10120140504013
IAEME Publication
Mais procurados
(18)
Optimization of supply chain logistics cost
Optimization of supply chain logistics cost
IMPORTANCE OF SUPPLY CHAIN INTEGRATION IN AUTO INDUSTRY
IMPORTANCE OF SUPPLY CHAIN INTEGRATION IN AUTO INDUSTRY
Supply chain management
Supply chain management
Logistics Flexibility Effect on Manufacturing SMEs Competitiveness
Logistics Flexibility Effect on Manufacturing SMEs Competitiveness
Definitions and theories perspective
Definitions and theories perspective
Determinants of Supply Chain Performance of Indian Manufacturing Organizations
Determinants of Supply Chain Performance of Indian Manufacturing Organizations
Assembly Disruptions – Empirical Evidence in the Manufacturing Industry of Ge...
Assembly Disruptions – Empirical Evidence in the Manufacturing Industry of Ge...
assignment2-final
assignment2-final
Service business costing
Service business costing
Performance of Power Loom Textiles: A Resource-based View
Performance of Power Loom Textiles: A Resource-based View
A STUDY ON THE RELATIONSHIP AMONG SUPPLY CHAIN MANAGEMENT COMPONENTS, SUPPLY ...
A STUDY ON THE RELATIONSHIP AMONG SUPPLY CHAIN MANAGEMENT COMPONENTS, SUPPLY ...
Determinantsof Strategic Supply Chain Management in Enhancing Organization Pe...
Determinantsof Strategic Supply Chain Management in Enhancing Organization Pe...
IRJET- Study of Supplier Evaluation and Development Practices in Supply Chain...
IRJET- Study of Supplier Evaluation and Development Practices in Supply Chain...
THE KEY TO LEAN PERF ORMANCE: IMPLEMENTING A DAIL Y SHOP - FLOOR CONTROL SY...
THE KEY TO LEAN PERF ORMANCE: IMPLEMENTING A DAIL Y SHOP - FLOOR CONTROL SY...
Implementation of Supply Chain Management and its Effectiveness on Marketing ...
Implementation of Supply Chain Management and its Effectiveness on Marketing ...
Value chain analysis (1)
Value chain analysis (1)
JOSCM - Journal of Operations and Supply Chain Management - n. 02 | Jul/Dec 2015
JOSCM - Journal of Operations and Supply Chain Management - n. 02 | Jul/Dec 2015
10120140504013
10120140504013
Semelhante a A systematic review of existing supply chain management definition, framework
Is supply chain management important to implement
Is supply chain management important to implement
Alexander Decker
Responsive supply chin_a_competitive_stategy_in_a_networked_economy(1)
Responsive supply chin_a_competitive_stategy_in_a_networked_economy(1)
Dr Lendy Spires
Responsive supply chin_a_competitive_stategy_in_a_networked_economy
Responsive supply chin_a_competitive_stategy_in_a_networked_economy
Dr Lendy Spires
Simulation in the supply chain context a survey Sergio Terzia,.docx
Simulation in the supply chain context a survey Sergio Terzia,.docx
budabrooks46239
Ijm 06 09_008
Ijm 06 09_008
IAEME Publication
Ijm 06 09_008
Ijm 06 09_008
IAEME Publication
PROPOSAL OF AN APPROACH TO IMPROVE BUSINESS PROCESSES OF A SERVICE SUPPLY CHAIN
PROPOSAL OF AN APPROACH TO IMPROVE BUSINESS PROCESSES OF A SERVICE SUPPLY CHAIN
IAEME Publication
definingSCM.pdf
definingSCM.pdf
BMKDTMQTBiThBchLin
Relationship and comparison between in jit, tqm
Relationship and comparison between in jit, tqm
prj_publication
8 relationship and comparison between in jit tqm and tpm a review
8 relationship and comparison between in jit tqm and tpm a review
prjpublications
4
4
Dr Lendy Spires
Review on Smart Supply Chain Management
Review on Smart Supply Chain Management
IRJET Journal
THE AGILE SUPPLY CHAIN IN TURBULENT AND VOLATILE MARKET
THE AGILE SUPPLY CHAIN IN TURBULENT AND VOLATILE MARKET
IAEME Publication
50120130406024
50120130406024
IAEME Publication
Implementing integrated supply chain
Implementing integrated supply chain
Dr Lendy Spires
Aircraft
Aircraft
IAEME Publication
Aircraft
Aircraft
prjpublications
Determinants of Strategic Supply Chain Management in Enhancing Organization P...
Determinants of Strategic Supply Chain Management in Enhancing Organization P...
paperpublications3
An effective way to optimize key performance factors of supply chain
An effective way to optimize key performance factors of supply chain
IAEME Publication
worku ppt (proposal).pptx
worku ppt (proposal).pptx
BetshaTizazu
Semelhante a A systematic review of existing supply chain management definition, framework
(20)
Is supply chain management important to implement
Is supply chain management important to implement
Responsive supply chin_a_competitive_stategy_in_a_networked_economy(1)
Responsive supply chin_a_competitive_stategy_in_a_networked_economy(1)
Responsive supply chin_a_competitive_stategy_in_a_networked_economy
Responsive supply chin_a_competitive_stategy_in_a_networked_economy
Simulation in the supply chain context a survey Sergio Terzia,.docx
Simulation in the supply chain context a survey Sergio Terzia,.docx
Ijm 06 09_008
Ijm 06 09_008
Ijm 06 09_008
Ijm 06 09_008
PROPOSAL OF AN APPROACH TO IMPROVE BUSINESS PROCESSES OF A SERVICE SUPPLY CHAIN
PROPOSAL OF AN APPROACH TO IMPROVE BUSINESS PROCESSES OF A SERVICE SUPPLY CHAIN
definingSCM.pdf
definingSCM.pdf
Relationship and comparison between in jit, tqm
Relationship and comparison between in jit, tqm
8 relationship and comparison between in jit tqm and tpm a review
8 relationship and comparison between in jit tqm and tpm a review
4
4
Review on Smart Supply Chain Management
Review on Smart Supply Chain Management
THE AGILE SUPPLY CHAIN IN TURBULENT AND VOLATILE MARKET
THE AGILE SUPPLY CHAIN IN TURBULENT AND VOLATILE MARKET
50120130406024
50120130406024
Implementing integrated supply chain
Implementing integrated supply chain
Aircraft
Aircraft
Aircraft
Aircraft
Determinants of Strategic Supply Chain Management in Enhancing Organization P...
Determinants of Strategic Supply Chain Management in Enhancing Organization P...
An effective way to optimize key performance factors of supply chain
An effective way to optimize key performance factors of supply chain
worku ppt (proposal).pptx
worku ppt (proposal).pptx
Mais de IAEME Publication
IAEME_Publication_Call_for_Paper_September_2022.pdf
IAEME_Publication_Call_for_Paper_September_2022.pdf
IAEME Publication
MODELING AND ANALYSIS OF SURFACE ROUGHNESS AND WHITE LATER THICKNESS IN WIRE-...
MODELING AND ANALYSIS OF SURFACE ROUGHNESS AND WHITE LATER THICKNESS IN WIRE-...
IAEME Publication
A STUDY ON THE REASONS FOR TRANSGENDER TO BECOME ENTREPRENEURS
A STUDY ON THE REASONS FOR TRANSGENDER TO BECOME ENTREPRENEURS
IAEME Publication
BROAD UNEXPOSED SKILLS OF TRANSGENDER ENTREPRENEURS
BROAD UNEXPOSED SKILLS OF TRANSGENDER ENTREPRENEURS
IAEME Publication
DETERMINANTS AFFECTING THE USER'S INTENTION TO USE MOBILE BANKING APPLICATIONS
DETERMINANTS AFFECTING THE USER'S INTENTION TO USE MOBILE BANKING APPLICATIONS
IAEME Publication
ANALYSE THE USER PREDILECTION ON GPAY AND PHONEPE FOR DIGITAL TRANSACTIONS
ANALYSE THE USER PREDILECTION ON GPAY AND PHONEPE FOR DIGITAL TRANSACTIONS
IAEME Publication
VOICE BASED ATM FOR VISUALLY IMPAIRED USING ARDUINO
VOICE BASED ATM FOR VISUALLY IMPAIRED USING ARDUINO
IAEME Publication
IMPACT OF EMOTIONAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT PRACTICES AMONG...
IMPACT OF EMOTIONAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT PRACTICES AMONG...
IAEME Publication
VISUALISING AGING PARENTS & THEIR CLOSE CARERS LIFE JOURNEY IN AGING ECONOMY
VISUALISING AGING PARENTS & THEIR CLOSE CARERS LIFE JOURNEY IN AGING ECONOMY
IAEME Publication
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...
IAEME Publication
GANDHI ON NON-VIOLENT POLICE
GANDHI ON NON-VIOLENT POLICE
IAEME Publication
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...
IAEME Publication
ATTRITION IN THE IT INDUSTRY DURING COVID-19 PANDEMIC: LINKING EMOTIONAL INTE...
ATTRITION IN THE IT INDUSTRY DURING COVID-19 PANDEMIC: LINKING EMOTIONAL INTE...
IAEME Publication
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...
IAEME Publication
A STUDY OF VARIOUS TYPES OF LOANS OF SELECTED PUBLIC AND PRIVATE SECTOR BANKS...
A STUDY OF VARIOUS TYPES OF LOANS OF SELECTED PUBLIC AND PRIVATE SECTOR BANKS...
IAEME Publication
EXPERIMENTAL STUDY OF MECHANICAL AND TRIBOLOGICAL RELATION OF NYLON/BaSO4 POL...
EXPERIMENTAL STUDY OF MECHANICAL AND TRIBOLOGICAL RELATION OF NYLON/BaSO4 POL...
IAEME Publication
ROLE OF SOCIAL ENTREPRENEURSHIP IN RURAL DEVELOPMENT OF INDIA - PROBLEMS AND ...
ROLE OF SOCIAL ENTREPRENEURSHIP IN RURAL DEVELOPMENT OF INDIA - PROBLEMS AND ...
IAEME Publication
OPTIMAL RECONFIGURATION OF POWER DISTRIBUTION RADIAL NETWORK USING HYBRID MET...
OPTIMAL RECONFIGURATION OF POWER DISTRIBUTION RADIAL NETWORK USING HYBRID MET...
IAEME Publication
APPLICATION OF FRUGAL APPROACH FOR PRODUCTIVITY IMPROVEMENT - A CASE STUDY OF...
APPLICATION OF FRUGAL APPROACH FOR PRODUCTIVITY IMPROVEMENT - A CASE STUDY OF...
IAEME Publication
A MULTIPLE – CHANNEL QUEUING MODELS ON FUZZY ENVIRONMENT
A MULTIPLE – CHANNEL QUEUING MODELS ON FUZZY ENVIRONMENT
IAEME Publication
Mais de IAEME Publication
(20)
IAEME_Publication_Call_for_Paper_September_2022.pdf
IAEME_Publication_Call_for_Paper_September_2022.pdf
MODELING AND ANALYSIS OF SURFACE ROUGHNESS AND WHITE LATER THICKNESS IN WIRE-...
MODELING AND ANALYSIS OF SURFACE ROUGHNESS AND WHITE LATER THICKNESS IN WIRE-...
A STUDY ON THE REASONS FOR TRANSGENDER TO BECOME ENTREPRENEURS
A STUDY ON THE REASONS FOR TRANSGENDER TO BECOME ENTREPRENEURS
BROAD UNEXPOSED SKILLS OF TRANSGENDER ENTREPRENEURS
BROAD UNEXPOSED SKILLS OF TRANSGENDER ENTREPRENEURS
DETERMINANTS AFFECTING THE USER'S INTENTION TO USE MOBILE BANKING APPLICATIONS
DETERMINANTS AFFECTING THE USER'S INTENTION TO USE MOBILE BANKING APPLICATIONS
ANALYSE THE USER PREDILECTION ON GPAY AND PHONEPE FOR DIGITAL TRANSACTIONS
ANALYSE THE USER PREDILECTION ON GPAY AND PHONEPE FOR DIGITAL TRANSACTIONS
VOICE BASED ATM FOR VISUALLY IMPAIRED USING ARDUINO
VOICE BASED ATM FOR VISUALLY IMPAIRED USING ARDUINO
IMPACT OF EMOTIONAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT PRACTICES AMONG...
IMPACT OF EMOTIONAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT PRACTICES AMONG...
VISUALISING AGING PARENTS & THEIR CLOSE CARERS LIFE JOURNEY IN AGING ECONOMY
VISUALISING AGING PARENTS & THEIR CLOSE CARERS LIFE JOURNEY IN AGING ECONOMY
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...
GANDHI ON NON-VIOLENT POLICE
GANDHI ON NON-VIOLENT POLICE
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...
ATTRITION IN THE IT INDUSTRY DURING COVID-19 PANDEMIC: LINKING EMOTIONAL INTE...
ATTRITION IN THE IT INDUSTRY DURING COVID-19 PANDEMIC: LINKING EMOTIONAL INTE...
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...
A STUDY OF VARIOUS TYPES OF LOANS OF SELECTED PUBLIC AND PRIVATE SECTOR BANKS...
A STUDY OF VARIOUS TYPES OF LOANS OF SELECTED PUBLIC AND PRIVATE SECTOR BANKS...
EXPERIMENTAL STUDY OF MECHANICAL AND TRIBOLOGICAL RELATION OF NYLON/BaSO4 POL...
EXPERIMENTAL STUDY OF MECHANICAL AND TRIBOLOGICAL RELATION OF NYLON/BaSO4 POL...
ROLE OF SOCIAL ENTREPRENEURSHIP IN RURAL DEVELOPMENT OF INDIA - PROBLEMS AND ...
ROLE OF SOCIAL ENTREPRENEURSHIP IN RURAL DEVELOPMENT OF INDIA - PROBLEMS AND ...
OPTIMAL RECONFIGURATION OF POWER DISTRIBUTION RADIAL NETWORK USING HYBRID MET...
OPTIMAL RECONFIGURATION OF POWER DISTRIBUTION RADIAL NETWORK USING HYBRID MET...
APPLICATION OF FRUGAL APPROACH FOR PRODUCTIVITY IMPROVEMENT - A CASE STUDY OF...
APPLICATION OF FRUGAL APPROACH FOR PRODUCTIVITY IMPROVEMENT - A CASE STUDY OF...
A MULTIPLE – CHANNEL QUEUING MODELS ON FUZZY ENVIRONMENT
A MULTIPLE – CHANNEL QUEUING MODELS ON FUZZY ENVIRONMENT
Último
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
ashishs7044
Contemporary Economic Issues Facing the Filipino Entrepreneur (1).pptx
Contemporary Economic Issues Facing the Filipino Entrepreneur (1).pptx
MarkAnthonyAurellano
NewBase 19 April 2024 Energy News issue - 1717 by Khaled Al Awadi.pdf
NewBase 19 April 2024 Energy News issue - 1717 by Khaled Al Awadi.pdf
Khaled Al Awadi
Innovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdf
richard876048
Call Girls In Sikandarpur Gurgaon ❤️8860477959_Russian 100% Genuine Escorts I...
Call Girls In Sikandarpur Gurgaon ❤️8860477959_Russian 100% Genuine Escorts I...
lizamodels9
Kenya Coconut Production Presentation by Dr. Lalith Perera
Kenya Coconut Production Presentation by Dr. Lalith Perera
ictsugar
Call Girls In Connaught Place Delhi ❤️88604**77959_Russian 100% Genuine Escor...
Call Girls In Connaught Place Delhi ❤️88604**77959_Russian 100% Genuine Escor...
lizamodels9
Corporate Profile 47Billion Information Technology
Corporate Profile 47Billion Information Technology
Data Analytics Company - 47Billion Inc.
Islamabad Escorts | Call 03070433345 | Escort Service in Islamabad
Islamabad Escorts | Call 03070433345 | Escort Service in Islamabad
Ayesha Khan
Lowrate Call Girls In Sector 18 Noida ❤️8860477959 Escorts 100% Genuine Servi...
Lowrate Call Girls In Sector 18 Noida ❤️8860477959 Escorts 100% Genuine Servi...
lizamodels9
International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...
ssuserf63bd7
Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)
Data Analytics Company - 47Billion Inc.
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...
Seta Wicaksana
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
HajeJanKamps
The CMO Survey - Highlights and Insights Report - Spring 2024
The CMO Survey - Highlights and Insights Report - Spring 2024
christinemoorman
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdf
Rbc Rbcua
FULL ENJOY Call girls in Paharganj Delhi | 8377087607
FULL ENJOY Call girls in Paharganj Delhi | 8377087607
dollysharma2066
BEST Call Girls In Old Faridabad ✨ 9773824855 ✨ Escorts Service In Delhi Ncr,
BEST Call Girls In Old Faridabad ✨ 9773824855 ✨ Escorts Service In Delhi Ncr,
noida100girls
Independent Call Girls Andheri Nightlaila 9967584737
Independent Call Girls Andheri Nightlaila 9967584737
Riya Pathan
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
ashishs7044
Último
(20)
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
8447779800, Low rate Call girls in Tughlakabad Delhi NCR
Contemporary Economic Issues Facing the Filipino Entrepreneur (1).pptx
Contemporary Economic Issues Facing the Filipino Entrepreneur (1).pptx
NewBase 19 April 2024 Energy News issue - 1717 by Khaled Al Awadi.pdf
NewBase 19 April 2024 Energy News issue - 1717 by Khaled Al Awadi.pdf
Innovation Conference 5th March 2024.pdf
Innovation Conference 5th March 2024.pdf
Call Girls In Sikandarpur Gurgaon ❤️8860477959_Russian 100% Genuine Escorts I...
Call Girls In Sikandarpur Gurgaon ❤️8860477959_Russian 100% Genuine Escorts I...
Kenya Coconut Production Presentation by Dr. Lalith Perera
Kenya Coconut Production Presentation by Dr. Lalith Perera
Call Girls In Connaught Place Delhi ❤️88604**77959_Russian 100% Genuine Escor...
Call Girls In Connaught Place Delhi ❤️88604**77959_Russian 100% Genuine Escor...
Corporate Profile 47Billion Information Technology
Corporate Profile 47Billion Information Technology
Islamabad Escorts | Call 03070433345 | Escort Service in Islamabad
Islamabad Escorts | Call 03070433345 | Escort Service in Islamabad
Lowrate Call Girls In Sector 18 Noida ❤️8860477959 Escorts 100% Genuine Servi...
Lowrate Call Girls In Sector 18 Noida ❤️8860477959 Escorts 100% Genuine Servi...
International Business Environments and Operations 16th Global Edition test b...
International Business Environments and Operations 16th Global Edition test b...
Japan IT Week 2024 Brochure by 47Billion (English)
Japan IT Week 2024 Brochure by 47Billion (English)
Ten Organizational Design Models to align structure and operations to busines...
Ten Organizational Design Models to align structure and operations to busines...
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
Pitch Deck Teardown: Geodesic.Life's $500k Pre-seed deck
The CMO Survey - Highlights and Insights Report - Spring 2024
The CMO Survey - Highlights and Insights Report - Spring 2024
APRIL2024_UKRAINE_xml_0000000000000 .pdf
APRIL2024_UKRAINE_xml_0000000000000 .pdf
FULL ENJOY Call girls in Paharganj Delhi | 8377087607
FULL ENJOY Call girls in Paharganj Delhi | 8377087607
BEST Call Girls In Old Faridabad ✨ 9773824855 ✨ Escorts Service In Delhi Ncr,
BEST Call Girls In Old Faridabad ✨ 9773824855 ✨ Escorts Service In Delhi Ncr,
Independent Call Girls Andheri Nightlaila 9967584737
Independent Call Girls Andheri Nightlaila 9967584737
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
8447779800, Low rate Call girls in Shivaji Enclave Delhi NCR
A systematic review of existing supply chain management definition, framework
1.
International Journal of
Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 4, Issue 2, March - April (2013) © IAEME 298 A SYSTEMATIC REVIEW OF EXISTING SUPPLY CHAIN MANAGEMENT: DEFINITION, FRAMEWORK AND KEY FACTOR Mr. Amit Raj Varshney* * Department of Mechanical Engineering, Sunder deep Engineering College of Technology, Ghaziabad Mr. Sanjay Paliwal** ** Department of Mechanical Engineering, Sunder deep Engineering College of Technology, Ghaziabad Mr. Yogesh Atray*** *** Department of Commerce & management, GICTS group of institutions, Gwalior (M.P.) ABSTRACT Supply chain management (SCM) is not a static concept or solution, continuous advances and innovative applications of SCM are proposed every day. SCM is not a concept without problems. These problems include the lack of a universally accepted definition of SCM, the existence of several different and competing frameworks for SCM and Key factor. Each organization has its unique supply chain structure so the critical factors that influence its performance also vary from organization to organization. Hence, this study focused on review of the existing SCM strategies adopted by different sectors. The purpose for this paper is therefore to bring critical review of SCM by exploring some of the more prevalent SCM definitions, frameworks and Key Factor. INTRODUCTION In recent years the topic of Sustainable Supply Chain Management (SCM) has received growing attention and has become an increasingly popular research area. A basic supply chain consist of a firm, an immediate supplier and an immediate customer directly linked by one or more of the upstream and downstream flows of products, services and information. SCM is all about delivering the right products/services at the right place at right INTERNATIONAL JOURNAL OF MECHANICAL ENGINEERING AND TECHNOLOGY (IJMET) ISSN 0976 – 6340 (Print) ISSN 0976 – 6359 (Online) Volume 4, Issue 2, March - April (2013), pp. 298-309 © IAEME: www.iaeme.com/ijmet.asp Journal Impact Factor (2013): 5.7731 (Calculated by GISI) www.jifactor.com IJMET © I A E M E
2.
International Journal of
Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 4, Issue 2, March - April (2013) © IAEME 299 time in right quantities. Conventionally, the sales/marketing and distribution teams do not possess adequate information necessary for decision making regarding the stock demands required to meet customer’s demands. To counter this problem, the concept of supply chain orientation plays a vital role, where the firm is expected to understand and recognize the systematic and strategic implications of the business activities and processes involved in managing various flows regarding the information component of supply chain. In today's competitive business environment, companies must tackle multiple new challenges and need to interact constantly with the customers as well as manufacturers. This means that, in order to produce goods tailored to customer's requirements and provide faster deliveries, industry must be closely linked to suppliers and customers. In order to achieve this improved delivery performance, reduced lead times within the industries and improved efficiency and operational effectiveness, manufacturers need to have efficient planning & control systems that enable very good synchronization and planning in all the activities of the organization. In the backdrop of above information, an attempt has been made to unearth the various ways in which SCM applications are utilized in different industrial sectors. 1. SCM DEFINITIONS The first SCM definition in our review is provided by the Council of Supply Chain Management Professionals (CSCMP). CSCMP refers to itself as the preeminent worldwide professional association of supply chain management professionals with a vision to “lead the evolving supply chain management profession by developing, advancing, and disseminating supply chain knowledge and research”. CMCSP defines SCM as “encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all Logistics Management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third party service providers, and customers. In essence, Supply Chain Management integrates supply and demand management within and across companies” (www.cscmp.org). However, CSCMP also state the supply chain management (SCM) profession has continued to change and evolve to fit the needs of the growing global supply chain. With the supply chain covering a broad range of disciplines, the definition of what is a supply chain can be unclear. Often times SCM can be confused with the term logistics management. The second definition is provided by the Global Supply Chain Forum (GSCF). GSCF defines SCM as: “Supply Chain Management is the integration of key business processes from end user through original suppliers that provides products, services, and information that add value for customers and other stakeholders.” (Lambert et al, 1998, p.1). On the forum website, they also write: “Supply Chain Management is not a business function; rather it is a new business model necessary for an organization's success and everyone in the organization needs to be involved” (www.scm- institute.org). However, implementation of this definition into the practice represents a difficult and challenging task as there is a significant degree of complexity related to management of all tiers of suppliers back to the point of origin and all tiers of customers out to the point of consumption (Lambert et al, 1998). Our final definition is provided by Stock and Boyer (2009). Their definition is based on a synthesis of a wide range of suggestions provided by a variety of practitioner, academic and hybrid sources. They deconstructed the commonalities in all the reviewed suggestions in order to develop their definition of SCM as: “The management of a network of relationships within a firm and between interdependent organizations and business units consisting of
3.
International Journal of
Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 4, Issue 2, March - April (2013) © IAEME 300 material suppliers, purchasing, production facilities, logistics, marketing, and related systems that facilitate the forward and reverse flow of materials, services, finances and information from the original producer to final customer with the benefits of adding value, maximizing profitability through efficiencies, and achieving customer satisfaction” (Stock and Boyer 2009, p.706).Scott and Westbrook (1991) and New and Payne (1995) describe supply chain management as the chain linking each element of the manufacturing and supply process from raw materials through to the end user, encompassing several organizational boundaries. According to this broad definition, supply chain management encompasses the entire value chain and addresses materials and supply management from the extraction of raw materials to its end of useful life. Baatz (1995) further expands supply chain management to include recycling or re-use. Fig. 1 shows the activities and firms involve in such a value chain as portrayed by New and Payne (1995). It begins with the extraction of raw materials or minerals from the earth, through the manufacturers, wholesalers, retailers, and the final users. Where appropriate, supply chain management also encompasses recycling or re-use of the products or materials. Supply chain management appears to treat all organizations within the value chain as a un filed ‘virtual business' entity. It includes activities such as planning, product design and development, sourcing, manufacturing, fabrication, assembly, transportation, warehousing, distribution, and post delivery customer support. In a truly &integrated' supply chain, the final consumers pull the inventory through the value chain instead of the manufacturer pushing the items to the end users. 2. SCM FRAMEWORKS SCM frameworks should serve as a point of reference for researchers and managers. There are four frameworks: the Supply Chain Operations Reference (SCOR) model, the Global Supply Chain Forum (GSCF) framework, the Collaborative Planning, Forecasting, and Replenishment (CPFR) tool and a framework developed by Mentzer et al. (2001).In our review, we include only one framework : the Supply Chain Operations Reference (SCOR) model. We exclude three frameworks due to lack of significant detailed level description. In the following sections we describe only one framework among four of them. Supply Chain Operations Reference (SCOR) The Supply Chain Operations Reference (SCOR) model, developed by the Supply Chain Council (SCC) and AMR Research in 1996 is the most commonly cited SCM framework (Lochamy and McCormack 2004). SCC describes itself as “an independent, not- for-profit, global corporation with membership open to all companies and organizations
4.
International Journal of
Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 4, Issue 2, March - April (2013) © IAEME 301 interested in applying and advancing the state-of the-art in supply chain management systems and practices. The SCOR-model captures the Council’s consensus view of supply chain management.” (www.supply-chain.org). The SCOR model “provides a unique framework that links business processes, metrics, best practices and technology features into a unified structure to support communication among supply chain partners and to improve the effectiveness of supply chain management and related supply chain improvement activities” (Supply Chain Council, 2009). According to the SCC, SCOR is used to identify measure, reorganize and improve supply chain processes through a cyclical process that includes: 1. Capturing the configuration of a supply chain 2. Measuring the performance of the supply chain and comparing against internal and external industry goals 3. Re-aligning supply chain processes and best practices to fulfill unachieved or changing business objectives Through the completion of the steps outlined above, the SCOR model aims to integrate well-known concepts such as business process reengineering, benchmarking, and process measurement into a cross functional framework (Huan et al. 2004). When originally developed in 1996, four core business processes – plan, source, make, and deliver – served as the foundation of the SCOR model. Later, in 2001, a fifth process – return – was added to enhance the validity of the model. Each of these processes is implemented through four individual levels. The first level defines the scope and content of the model itself, as well as specifying basis for competition performance targets. At level two, companies implement their operations strategies dependent upon the configurations they choose for their supply chains. Level three defines inputs, outputs, and flows of each transactional element, and finally, level four defines the implementation of specific supply chain management practices (Lockamy and McCormack 2004). The source, make, and deliver processes of the SCOR model create a continuous chain of activity throughout a company’s internal operations and, potentially, across the whole inter-organizational supply chain. One also could argue that the framework includes a high level planning process, which balances aggregate demand and supply to develop a course of action that best meets the requirements of the source, make, and deliver processes (Lambert et al. 2005).
5.
International Journal of
Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 4, Issue 2, March - April (2013) © IAEME 302 3. SUPPLY CHAIN MANAGEMENT – KEY FACTORS 3.1 Inbound and outbound logistics All components/parts and products within the supply chain have to be delivered to factories, distributors, and customers. However, the choice of the transport mode (air, sea, or land) affects all other areas of SCM, such as warehousing, production, packaging, planning, location (of suppliers, manufacturing, and customers), inventory control, and information management [1]. Therefore, factors, such as transit time, reliability, accessibility, security, impact on inventory, product degradation or obsolescence, trace-ability, and so on are important. Once the carrier is selected, computer models are used to optimize routing. The previous studies have shown that the overall effectiveness of the shipping function is a major way to reduce costs [2]. More recently, managing the reverse flow of products has become an important ability. Reverse Logistics is the management of the reverse flow of products. This includes customer dissatisfaction with the product or at the end of the product life cycle, when the product is returned for recycling. This concept of reverse logistics has become an important strategic advantage for companies, and is driven by losses from customer dissatisfaction returns, or the cost and challenges of recycling. Both activities, if managed well, have great potential to augment customer satisfaction. 3.2 Planning: Sales and production planning (collaborative planning and generating demand) All manufacturing or supply of services starts with a forecast of demand. However, the major problem with forecasting is the errors associated with it, which can significantly increase the business losses (if forecast is low) or high inventories (if forecast is too high). Forecast errors lead to the “bullwhip” effect and can cause excessive inventories, poor customer service, lost revenues, misguided capacity plans, and missed production schedules [3]. Furthermore, suppliers often push products to market, but more recently the retailers are interested in stocking only what the consumer will buy. The probable solution to the “bullwhip” effect is supply chain collaboration – an activity requiring two or more companies to share the responsibility of exchanging common planning, management, execution, and performance measurement information [4]. Typically, the process is to get data from POS (point of sales) systems, which is sent back to the warehouse or manufacturer, who arranges for quick replenishment [3], [5]. Consequently, production volumes and subsequent sales to retailers are based on sell-through information, planned promotions, and seasonal forecasts using statistical models. The sell-through data are used to replenish products at a retailer through a process called continuous replenishment. Hence, if a company has the ability to understand real-time market demand and respond quickly, it is possible to manufacture only what sells in the market [3]. This continuous replenishment process, or the synchronized supply chain as it is often called, has spread from the Supermarket sector to the automobile industry, but barriers remain including lack of scalability and critical mass, managing exceptions, and managing promotions [6]. Apart from the above mentioned hurdles in the implementation of continuous replenishment approach, the human resource and technology related aspects would also contribute in its lesser utilization.
6.
International Journal of
Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 4, Issue 2, March - April (2013) © IAEME 303 3.3 Purchasing, strategic sourcing, vendor management, collaboration and bidding via the supply chain With accurate dynamic forecasts made from customer demand and promotions, the correct raw material inventory can be stocked. Furthermore, purchasing becomes a strategic function – hence strategic sourcing needs to be initiated to reorganize the company’s supply base for materials and services, in order to reduce external expenditures and internal processing costs [7]. Aggressive companies have partnered with suppliers to reduce the number of suppliers by 40% to 85% [5],[7]. This supplier reduction approach also reduces internal processing costs as larger orders go to fewer suppliers. In addition, aggressive companies review their supplier’s cost structure and technical capabilities in order to select the best supplier. They also set up internal supply management teams to manage the supply process [8]. These initiatives result in higher volumes with better prices and quality from the short-listed suppliers [8]. Inventory Management Historically, there is a strong emphasis on asset management via lower inventories and warehouse space. Companies recognize that product inventories are expensive to hold. Therefore many companies have implemented just-in-time (JIT) deliveries of parts, a methodology initially implemented by Toyota Motor Company [9]. Some companies have been more aggressive and have implemented vendor-managed inventory (VMI). For example Apple Computer Inc. has set up a partnering deal with suppliers. A supplier keeps inventory in the warehouse on consignment and moves it to the factory on demand – only then is it considered sold [10]. Moreover, inventory occupies warehouse space, which is costly – therefore there is a drive to reduce multiple warehouses. Hence, regional distribution centers (RDCs), instead of a warehouse in every big city, have become popular [1]. For example, Philips has reduced its warehouses for consumer products from 22 to 4 in Europe [11]. However, the location of RDCs is very critical and decides whether the company can minimize the costs. Furthermore, the RDCs are often responsible for longer delivery cycles, but this effect can be compensated with supply chain programs like continuous replenishment. The next step in inventory management is development of a centralized information system, to facilitate distribution of goods across and within regions. The information systems are critical in providing the vital availability information and create a virtual inventory that is accessible to all involved parties [12]. Manufacturing techniques, mass customization of products, and outsourcing Japanese companies led by the automobile industry have implemented lean manufacturing techniques, for example kanban manufacturing and just in time (JIT) delivery of parts. These manufacturing techniques are responsible for lower inventories, better deliveries, and lower costs compared to other competitors [13]. Another approach to lower costs is outsourcing of manufacturing and manufacturing closer to the customers and large markets. The primary reason for this is that in every industry customers expect greater customization of products and services to meet their individual needs [14,15]. To meet these needs, companies are pursuing a supply chain compression strategy [14]. Some of the strategies pursued by companies are [14, 16]
7.
International Journal of
Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 4, Issue 2, March - April (2013) © IAEME 304 • Intra-company postponement: Moving final product configuration from factory to distribution centers in selected markets. This solution requires a modular product design, which allows last minute customization, to meet customer, at a distribution center near the customer. • Inter-company postponement: i.e. moving final product configuration downstream to a channel partner, intermediary, or retailer. • Sales agent model: moving all inventory to the assembler, and allowing the channel and reseller to focus on sales. • Direct model: the assembler is responsible for order processing and delivery, thereby eliminating the distributor and reseller, and sales channel. • Outsourcing: companies are realizing that manufacturing (especially of low-value added activity) is not a core competency. Outsourcing of such activity can reduce costs and increase productivity per employee. Any one of the above mentioned strategies is able to save significant costs and improve return on investment. Depending on which strategy is used, some companies have shown an increase in EVA (Economic Value Added) of 70 to 470 million dollars [14]. Order and information management of products and services Since 1995, with the advent of information and computing technology, many companies have started to share as well as transmit information, transmit orders, and purchase parts and products via Electronic Data Interchange (EDI) or the Internet [1999]. EDI has been available for many years, however, its use is limited to big companies and is too costly for smaller companies or retailers. However with the introduction of the Internet, almost any firm is able to become an electronic commerce player. Activities provided via the Internet include inventory information, catalogs and prices, order management, shipping information, and product returns management [17]. The benefits of electronic commerce to a firm include quicker and more accurate capture of orders, quicker verification and transmission of orders, better communications, and quicker payments. The Internet enabled supply chain and integration of the entire supply chain The different factors of the supply chain (such as planning, purchasing, manufacturing, order and management, warehouse management, and logistics) have posed formidable challenge because often many activities in company are adopted and introduced ad-hoc. However, the rapid development pace of powerful information technology systems has potential to provide solutions towards better integration. Integration of entire supply chain via a computer network The different factors of the SCM evolved over the years with different pace. These factors are needed to be linked together to ensure optimization of resources and costs. As a result, new age software vendors have come up with innovative solutions to provide this synergy, synchronization, and optimization of the supply chain. In 1999, there were at least 14 enterprise-wide (supply chain) software solutions available [18]. The linkages span the supply chain from the consumer to the supplier. Good integration involves coordination of the following: demand information, inventory status, capacity plans, production schedules, promotion plans, demand forecasts, shipment schedules and replenishment processes [19]. The benefit of integration is the creation of supply chain that reads customer demand and responds quickly to customer and market needs. Such a lean and responsive system is, in
8.
International Journal of
Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 4, Issue 2, March - April (2013) © IAEME 305 theory, able to shorten time to do anything and have a shorter cash to cash cycle [20, 21]. With SCM integration it is possible to improve inter-organizational level coordination and hence move towards optimization of the supply chain [22]. Successful integration via Efficient Consumer Response (ECR) process One of the most effective integration solutions is ECR - it focuses on the integration of factory or vendor supply and customer demand. Specifically, it focuses on demand management, supply management, and enabling technologies that link these activities [11, 12]. ECR can coordinate new product introductions, consumer promotions, product range/variety, and replenishment. The benefit of ECR is lower cost, less inventory, and improved product availability. ECR can result in extensive collaboration between suppliers, logistics service providers, and retailers. Hence, supply chains can become demand chains, resulting in the optimum quantity of products in the market, with little or no stock-outs in the retail outlets. Rebuilding the supply chain The convergence of supply chain principles with internet has resulted in its evolution and rebuilding. The Internet makes it possible to dispense with many activities in the supply chain [23]. This dis-intermediation has reduced the role of many wholesalers and retailers as consumers have started to buy direct from manufacturers or wholesalers. However, an early prediction that this dis-intermediation will eliminate wholesalers and retailers has not happened - instead what has emerged is a change in the function of intermediaries, for example the need to add value and decrease high price mark-ups [24]. Hence, the continuous evolution and reorientation of the supply chains demands that constant efforts are necessary to rebuild the supply chains that are in line with the current business perspective. Internet-enabled supply chain A high degree of coordination and integration of the various factors of supply chain is possible with the advent of the Internet. The Internet provides the basic platform to initiate, propagate, support e-commerce, and synchronize the entire supply chain. Drucker [25] has said that in future, with e-commerce and the Internet, companies will sell only what they can deliver, which will put a high dependency on SCM. Some of the activities that are possible via the Internet are [11, 21, 23, 24 and 26]: • Information about product, service, catalogues, and pricing data • Customer communication, order management, acknowledgement, and service. • Supplier communication, data sharing, and purchase orders • Financial transactions between the firm and its suppliers and customers • Electronic delivery of products and services • Rebuilding of the supply chain However, the Internet is only a tool to better synchronize and facilitate supply chain management and cannot replace it – however, the outcome will be lower costs, higher speed, and increased customer satisfaction [14]. The E-supply chain The Internet enabled supply chain becomes an E (or Electronic) supply chain. The E- supply chain can connect the entire organization from raw material vendors, purchasing, planning, manufacturing, logistics, marketing, customer care and service, and human
9.
International Journal of
Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 4, Issue 2, March - April (2013) © IAEME 306 resources. Such a system is able to meet the customer’s changing demand quickly and meet very aggressive goals in economic added value [20]. The E-supply chain can form a network, which will allow for collaboration with all the partners of a firm and links all the important information in a firm, including but not limited to cash flow and order management, to those members of the supply chain that most need it. However, the greatest challenge is data quality and good information exchange and better integration to create a truly virtual E-supply chain and the cost benefits can be envisaged only if these objectives are achieved [27]. Nevertheless, the E-supply chain dimension of E-business is largely neglected and under- practiced, and hence it is difficult to make E-business into a reality. In fact one researcher argues that the E-supply chain is virtually non-existing [27], which may be due to the quality and quantity of technically competent human resource as well as the availability of latest computing infrastructures. Electronic delivery of products and services The convergence of the Supply Chain with the Internet allows immediate delivery of certain products and services, which can be transmitted electronically. These include music, documents and books (via data files), software, event and travel tickets, stock transactions, on-line diagnosis of computers and their peripherals, and banking services, e.g. loans and payments [23]. 3.4 SCM Information Systems The linkages of supply chain factors via computer systems using enterprise resource planning systems or the Internet also provide another benefit - access to information throughout the supply chain. Some of the benefits and advances are: Visibility across the entire supply chain: SCM information systems are able to provide complete visibility across the entire supply chain. Available information includes [11, 22, 24 and 26]: •Product and marketing information, catalogues, and pricing data •Customer communication, order management, acknowledgement, and service. • Supplier communication, data interchange, and purchase orders • Provide complete visibility across entire chain • Ability to track specific projects, production runs and cycle times • Inventory buckets at suppliers, in transit, receiving docks, work-in-process, finished goods, and at distributors • Product or goods delivery information • Ability to track local to worldwide information of above factors • Provide real time information of all above factors • A crucial area that improves with good SCM information systems is Inter-organizational information flow – both within and between organizations. Challenges in designing the SCM system for competitive advantage Recent research looks at the impact of information usage on the supply chain system [28]. The researchers argue that market place information must move quickly from customers through the entire supply chain without delay. Information from the market place comes via the Internet or electronic data exchange. Such an enriched supply chain can reduce uncertainty and time delay and provide several benefits. The benefits include an increase in the speed of response in processes and reduced inventory levels. The overall result can be a
10.
International Journal of
Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 4, Issue 2, March - April (2013) © IAEME 307 seamless and holistic supply chain, which allows a company to be more competitive. However, this research focuses on forecasting and production and the conclusions drawn are from a computer model. 3.5 Customer relationship management and SCM Customer relationship management (CRM) has become important as customers start to demand mass customization or personalized products and services [15]. CRM is the management of technology, processes, information, and people in order to maximize each customer contact by obtaining a 360- degree view of the customer [29]. To be effective, CRM has to extend through multiple channels [30]. Effective CRM can result in high customer satisfaction, which is achieved through customization, personal relationship, and after-sales support [29]. In order to maintain competitive advantage, a company has to have an effective CRM program and integrate it tightly. Hence, the CRM aspect has to be given adequate importance while designing the SCM strategies. CONCLUDING DISCUSSION The field of SCM has gained in importance over the last decades and there are many signs indicating that the field will continue to grow in importance – both in terms of research and for practitioners. The current global competitive business environment demands an increased interaction between the customer and manufacture. Hence in order produce customized product and provide faster deliveries, the industry must be closely linked to suppliers and customers. SCM benefits and the required conditions necessary to achieve these benefits, such as process management and cross-functionality, breaking down silos, emphasis on customer satisfaction, process orientation, and information sharing have been discussed for decades. However, SCM also has many problems. Stock and Boyer discuss the problem with the confusion that exists amongst researchers, and practitioners, due to the multitude of suggested SCM definitions. They write “…a consensus definition of SCM is of significant importance in the advancement of SCM theory and practice.” Furthermore, while many scholars agree that SCM includes certain key concepts, such as integration and collaboration/cooperation among chain members, these concepts are still poorly defined – with multiple meanings to both researchers and practitioners. Since the mentioned concepts obviously are important to the development of SCM, they need to be further explored and defined. For all these reasons, both the research and practitioner communities should be aware of the hype and potentially unrealistic claims concerning SCM. As our review indicates, there is a lack of empirical research to confirm the significant stated benefits of SCM. Although a majority will agree to the importance and potential benefits of SCM, somehow SCM does not seem to occur often enough in practice. Organizations appear to have significant difficulties in evolving from theory to the successful implementation and practice of supply chain management. This is a crucial yet challenging dilemma to solve. In many cases, we do not have seamless chains, optimized flows, or networks of integrated organizations. In reality, the frameworks and their corresponding terminologies, once more aptly illustrated, ultimately are dealing with companies trying to make dyadic relationships better. Therefore, we need methodical approaches to the implementation of SCM and we need sound empirically based research to continue to develop the field – and to explore the concepts related to SCM.
11.
International Journal of
Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 4, Issue 2, March - April (2013) © IAEME 308 As a final thought, supply chain management is complex, it is often yet still poorly defined and it includes innumerable concepts and ideas that need clarification. The supply chain does not have clear roles or rules, nor does it have measurement or reward systems. How can such a structure possibly be managed? REFERENCES [1] Anthony, T., 2000, “Supply Chain Collaboration Process: Success in the Internet Economy”, in Anderson., D. L.,(ed.), Achieving Supply Chain Excellence Through Technology, Vol. 2, Montgomery Research Inc., San Francisco, pp.40-44. [2] Anderson, D. L. and Lee, H. L., 1999, “Synchronized Supply Chains: The New Frontier”, in Anderson., D. L., (ed.), Achieving Supply Chain Excellence Through Technology, Vol. 1, Montgomery Research Inc., San Francisco, pp. 15-20. [3] Bagozzi, R. P., Rosa, J. A., Celly, K. S., and Coronel, F., 1998, Marketing Management, Prentice Hall, Upper Saddle River [4] Bakos, Y., 1991, “Information Links and Electronic Marketplaces: The Role of Inter- Organizational Information Systems in Vertical Markets”, Journal of Management Information Systems, Fall, pp. 15-34. [5] Banfield, E., 1999, Harnessing Value in the Supply Chain –Strategic Sourcing in Action, John Wiley, New York. [6] Barret, M. and Oliveira, A., 2001, “Exploring the Experiences of Collaborative Planning Initiatives”, International Journal of Physical Distribution and Logistics Management, Vol. 31, 4, pp. 266-289. [7] Bleakley, F. R., 1995, “Strange Bedfellows: Some Companies Let Suppliers Work On-Site and Even Place Orders”, Wall Street Journal, Jan. 13, p. A1. [8] Britannica, 1994-1999, Section on logistics in Encyclopedia Britannica, from the Internet website, http://www.Britannica.com , [accessed on 18 July, 2003]. [9] Coyle, J.J., Bardi, E.J., and Langley, C.J., 1988, The Management of Business Logistics, West Publishing Company, New York. [10] Christopher, M., 1998, Logistics and Supply Chain Management, Pitman, London, P 148 [11] Drucker, P., 2000, “Can E-Commerce Deliver?, The World in 2000, The Economist Group, London. Erickson,G. and Jacobson, R., 1992, “Gaining Comparative Advantage Through Discretionary Expenditures; The Returns to R & D and Advertising”, Journal of Management Science, September, pp. 264-1279. [12] Hagel, J. and Singer, M., 1999, Net Worth, Harvard Business School Press, Boston. [13] Johnson, M. E., 2000, “Supply Chain Synchronizing Through Web- Centric Product Content Management”, in Anderson, D. L., (ed.), Achieving Supply Chain Excellence through Technology, Vol. 2, Montgomery Research Inc., San Francisco. [14] Lee, H. L., Padmanabhan, V., and Whang, S., 1997, “The Bullwhip Effect in Supply Chains”, Sloan Management Review, Spring, Vol. 38, 3, pp. 93-102. [15] Lee, H. L., 2000, “Creating Value Through Supply Chain Integration”, Supply Chain management Review, September/October, pp. 30-39. [16] Liker, J. K. and Wu, Y, 2000, “Japanese Automakers, US Suppliers and Supply Chain Superiority”, Sloan Management Review, Fall, pp. 81-93. [17] Poirier, C. C. and Reiter, S. E., Supply Chain Optimization, Berrett-Koehler, San Francisco, 1999.
12.
International Journal of
Mechanical Engineering and Technology (IJMET), ISSN 0976 – 6340(Print), ISSN 0976 – 6359(Online) Volume 4, Issue 2, March - April (2013) © IAEME 309 [18] Poirier, C. C., 1999, Advanced Supply Chain Management, Berrett-Koehler, San Francisco. [19] Poirier, C.C. and Bauer, M. J., 2000, E-Supply Chain: Using the Internet to Revolutionize Your Business, Berrett-Koehler, San Francisco [20] Riggs, D. A. and Robbins, S. L., 1998, The Executive’s Guide to Supply Management Strategies, American Management Association. [21] Shingo, S., 1981, Study of Toyota Production System, Japan Management Association, Tokyo. [22] Schonfeld, E., 1998, “The Customized, Digitized, Have-It-Your-Way Economy”, Fortune, 28 September, pp. 117. [23] Sedlak, P.S., 2001, “The Second Wave of E-Fulfillment”,Supply Chain Management Review, May/June, pp. 82-88. [24] Shepherd, J. and Lapide, L., 1999, “Supply Chain Planning Optimization: Just the Facts”, Achieving Supply Chain Excellence Through Technology, ed. Anderson., D.L., Montgomery Research Inc., San Francisco. [25] Tyndall, G., Gopal, C., Partsch, W., and Kamauff, J.,1998, Supercharging Supply Chains – New Ways to Increase Value Through Global Operational Excellence, John Wiley, New York. [26] The Economist, 2000, “Define and sell”, The Economist Magazine, (supplement) 26 Feb., pp. 6-15. [27] Accenture (2010), presentation at Lund University, Sweden, May. [28] Ajmera, A. and Cook, J. (2009). A Multi-Phase Framework for Supply Chain Integration. S.A.M.Advanced Management Journal, 74, (1), 37-47. [29] Angerhofer, B. and Angelides, M. (2006). A model and a performance measurement system for collaborative supply chains. Decision Support Systems, 42, (1), 283-292. [30] Attran, M. and Attran, S. (2007). Collaborative supply chain management, the most promising practice for building efficient and sustainable supply chains. Business Process Management Journal, 13, (3), 390-404. [31] Becker, F. and Joroff, M., (2000). Assessing Performance, from Corporate Real Estate 2000: Reinventing the Workplace, International Development Rese rch Council, IDRC, 97-113. [32] Becker, F. and Joroff, M., (2000). Assessing Performance, from Corporate Real Estate 2000: Reinventing the Workplace, International Development Research Council, IDRC, 97-113. [33] Bourne, M., Neely, A., Mills, J., & Platts, K. (2003).Implementing performance measurement systems: a literature review. International Journal of Business Performance Management, 5, (1), 1- 24. [34] Cousins, P. and Bulent Menguc, B. (2006). The implications of socialization and integration in supply chain management. Journal of Operations Management, 24, (5), 604-615. [35] Carter, C., and Rogers, D. (2008). A framework of sustainable supply chain management: moving toward new theory. International Journal of Physical Distribution & Logistics Management, 38, (5), 360-387. [36] Bijesh Paul and Dr Jayadas.N.H., “A Generalized Algorithm for the Demand Prediction of a Short Life Cycle Product Supply Chain and its Implementation in a Baked Product”, International Journal of Mechanical Engineering & Technology (IJMET), Volume 4, Issue 1, 2013, pp. 44 - 53, ISSN Print: 0976 – 6340, ISSN Online: 0976 – 6359. [36] Ajay Verma and Dr. Anshul Gangele, “An Empirical Study of the investigation of Green Supply Chain Management Practices in the Pharmaceutical Industry and Their Relation Drivers, Practices and Performances”, International Journal of Mechanical Engineering & Technology (IJMET), Volume 3, Issue 3, 2012, pp. 654 - 668, ISSN Print: 0976 – 6340, ISSN Online: 0976 – 6359.
Baixar agora