Journal articles on the topic 'International supply chain management'
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Houlihan, John B. "International supply chain management." International Executive 27, no. 3 (1985): 17–18. http://dx.doi.org/10.1002/tie.5060270308.
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Houlihan, John B. "International Supply Chain Management." International Journal of Physical Distribution & Materials Management 15, no. 1 (January 1985): 22–38. http://dx.doi.org/10.1108/eb014601.
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Wang, Yan Ling. "International Logistics Risk Management." Advanced Materials Research 433-440 (January 2012): 3112–16. http://dx.doi.org/10.4028/www.scientific.net/amr.433-440.3112.
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Logistics supply chain system management is the integration of key business processes from end user through original logistics suppliers that provides products, services, and information that add value for customers and other stakeholders. Logistics supply chain is a network of suppliers, factories, warehouses, distribution centers and retailers where the raw materials are acquired, manufactured to products, which then are delivered to consumers. Fierce competition in global markets and the heightened expectations of consumers have forced business enterprises to invest in and focus attention on, the relationships with their customers and suppliers. Interest in supply chain management has also been growing in the industry both in developed and developing countries. Along with the occurrence of several catastrophic events in supply chains, risk management become more and more important. However, participants in the supply chain are separate and independent economic entities, and only consider their own benefits. The international logistics risk management problems are studied in this paper.
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Koilo, Viktoriia, and Ola Honningdal Grytten. "Maritime financial instability and supply chain management effects." Problems and Perspectives in Management 17, no. 4 (November 13, 2019): 62–79. http://dx.doi.org/10.21511/ppm.17(4).2019.06.
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The paper investigates the offshore crisis 2015–2017 and its impact on central international offshore oil and gas related maritime cluster, the Blue Maritime Cluster, located at the North-Western coast of Norway.This complete maritime cluster, heavily involved in offshore petroleum operations, it experienced an almost devastating blow, as it lost almost one-third of its employees as its value added contracted by 39 percent.When the crises is basically seen as a result of falling of oil prices and lower activity and squeezed profit margins, this paper investigates the crisis in the light of financial instability and reactions down the maritime supply chain. By collecting data from the Blue Maritime Cluster and the Norwegian central company register one is able both to trace the fall in the activity due to the crisis and measures of financial strength. The study approaches the data by using a structural time series analysis in order to map cycles as deviations from polynomial trends.The findings ascertain that financial instability was dominant within the Blue Maritime Cluster during its boom before the crisis. Debt ratios and thereby gearing (leverage) were high. Thus, the companies could not meet their obligations when the crisis hit.The paper also finds that narrow focused supply chain management made the cluster fall deep into the abyss. Companies with a more diversified portfolio were able to meet the hard years better than others.
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Fabbe-Costes, Nathalie, Laurent Livolsi, and Sabine Sépari. "Supply chain management." Revue Française de Gestion 44, no. 277 (November 2018): 13–24. http://dx.doi.org/10.3166/rfg.2019.00310.
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Hertz, Susanne. "Supply chain myopia and overlapping supply chains." Journal of Business & Industrial Marketing 21, no. 4 (June 2006): 208–17. http://dx.doi.org/10.1108/08858620610672579.
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Aydin, Goker, Kyle Cattani, and Cheryl Druehl. "Global supply chain management." Business Horizons 57, no. 4 (July 2014): 453–57. http://dx.doi.org/10.1016/j.bushor.2014.04.001.
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Korpysa, Jarosław, Marcin Halicki, and Agnieszka Lopatka. "Entrepreneurial management of project supply chain – a model approach." Problems and Perspectives in Management 18, no. 3 (September 10, 2020): 211–23. http://dx.doi.org/10.21511/ppm.18(3).2020.18.
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The paper’s principal purpose is to present the original concept of the project supply chain’s entrepreneurial management. Based on the literature on the subject, one defines the entrepreneurial management concept showing the influence of entrepreneurial management on company operation. Moreover, the paper also outlines the most important concepts of the project supply chain and presents the functioning scheme. Theoretical considerations concerning contemporary theories of entrepreneurial management and project supply chain are the prelude to presenting the concept of entrepreneurial management. The presented approach can be found helpful for the effective management of the project supply chain, which has not yet been thoroughly defined. It should be mentioned that the designed model of the entrepreneurial supply chain management is an original proposal for the paradigm of project supply chains. Both in a classical and project supply chain, a significant role is given to the flow of material resources between the individual chain components. It determines that the project supply chain is mainly driven by the need for its members’ value increase. It was explained that regarding entrepreneurial competences, knowledge can be transferred to other organizations in the whole supply chain. It was also mentioned that the project supply chain’s entrepreneurial management takes into account the flexibility manifesting itself through the establishment of agile project teams, and by focusing on human relationships. It is the basis for the presented concept of the entrepreneurial management model of the project supply chain. AcknowledgmentThe project is financed within the framework of the program of the Minister of Science and Higher Education under the name “Regional Excellence Initiative” in the years 2019–2022; project number 001/RID/2018/19; the amount of financing PLN 10,684,000.00.
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Håkansson, Håkan, and Göran Persson. "Supply Chain Management: The Logic of Supply Chains and Networks." International Journal of Logistics Management 15, no. 1 (January 1, 2004): 11–26. http://dx.doi.org/10.1108/09574090410700202.
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A major assumption in the supply chain management literature is that there is an economic rationale to the integration of processes across firm boundaries. In essence, it is assumed that there is a benefit in adapting and coordinating the activities carried out in sequence by the actors in the supply chain. The purpose of this paper is to further develop and evaluate this fundamental assumption. Based on a theoretical framework regarding interdependencies and the analysis of five different supply chains, it is proposed that there are theoretical as well as empirical reasons for enhancing the underlying logic of process integration in supply chain management to capture pooled and reciprocal interdependencies. It is argued, that by enhancing the logic, one might better understand how managers prioritize their firms' strategic actions and therefore also actual organizational behavior.
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Lambert, Douglas M., and Terrance L. Pohlen. "Supply Chain Metrics." International Journal of Logistics Management 12, no. 1 (January 1, 2001): 1–19. http://dx.doi.org/10.1108/09574090110806190.
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Most discussions and articles about supply chain metrics are, in actuality, about internal logistics performance measures. The lack of a widely accepted definition for supply chain management and the complexity associated with overlapping supply chains make the development of supply chain metrics difficult. Despite these problems, managers continue to pursue supply chain metrics as a means to increase their “line of sight” over areas they do not directly control, but have a direct impact on their company's performance. We provide a framework for developing supply chain metrics that translates performance into shareholder value. The framework focuses on managing the interfacing customer relationship management and supplier relationship management processes at each link in the supply chain. The translation of process improvements into supplier and customer profitability provides a method for developing metrics that identify opportunities for improved profitability and align objectives across all of the firms in the supply chain.
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Rahman, Shams, and Nie Qing. "Graduate students' perceptions of supply chain skills for supply chain managers." Benchmarking: An International Journal 21, no. 2 (April 1, 2014): 276–99. http://dx.doi.org/10.1108/bij-01-2012-0002.
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Purpose – The aim of this research is to identify the relevant skills and their relative importance, required by supply chain managers, and to suggest the key skill items that require improvement. Design/methodology/approach – Using a survey questionnaire, data were collected against 41 supply chain management skills. Using expert opinion, these skill items were then grouped to create four higher level supply chain skill-categories. These are supply chain general management (SCG) skill-category, supply chain analytical (SCA) skill-category, supply chain information technology (SCIT) skill-category, and supply chain environmental-related (SCE) skill-category. Subsequently, the importance-performance matrix (IPM) analysis was conducted to these higher level skill-categories to assess the strengths and weaknesses of the offered skills as perceived by the respondents. Findings – The analysis revealed that in order to prepare supply chain managers to face up to the future challenges educational institutions are required to devote their attention on areas such as warehousing management, distribution planning, demand forecasting, negotiation skill, cross-functional coordination skill, and knowledge of environmental issues in supply chains. Originality/value – This research provided insight into skills need for supply chain managers using IPM analysis. The results of the study could be adopted to upgrade the existing logistics and supply chain management program or design new logistics education and training programs to meet the current and future needs.
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Srinivasan, Mahesh, Maria Hamdani, and Siqi Ma. "Four supply chain management systems: From supply chain strategies to human resource management." Business Horizons 64, no. 2 (March 2021): 249–60. http://dx.doi.org/10.1016/j.bushor.2020.11.006.
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Maslarić, Marinko, Nikolina Brnjac, and Drago Bago. "Intermodal Supply Chain Risk Management." Journal of Maritime & Transportation Science 52, no. 1 (December 2016): 11–31. http://dx.doi.org/10.18048/2016.52.01.
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Efficient and secure global supply chains contribute to the Improvement of the competitiveness of the products traded on international markets by reducing their costs and delivery time while increasing the reliability and security. Global supply chains are unthinkable without transport integration, which is usually accomplished through the form of intermodal transport systems. Intermodal transport systems are much more complex than the unimodal ones due to the number of stakeholders, included transportation resources, infrastructure and processes, which in case of poor coordination in the planning, organization and implementation of transport chain logistic activities can lead to increased supply chain vulnerability. Therefore, the main challenge in the functioning of intermodal transport operations in supply chains is to increase their efficiency taking into account the problems of associated risks. The current initiatives on the topic of identification and management of risks in the intermodal supply chains do not provide a complete and clear picture of the potential problems which the intermodal supply chains are exposed to. Hence, the purpose of this paper, which is based on the literature review of the model of the intermodal transport system structure and models of risk management in supply chains in general, is to provide a framework for a holistic Consideration of risks in intermodal supply chains, which can lead to the improvement of their efficiency and competitiveness.
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Abidi, Naseem, Asit Bandyopadhayay, and Vishal Gupta. "Sustainable Supply Chain Management." International Journal of Information Systems and Supply Chain Management 10, no. 1 (January 2017): 29–52. http://dx.doi.org/10.4018/ijisscm.2017010103.
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In the current business environment firms have started conceding pressure from the government, international agencies and not-for-profit organizations to make their business activities more responsible towards environment as well as society. Their supply chain management has also imbibed environmental and social concern to its reincarnation as Sustainable Supply Chain Management (SSCM). This paper with help of integrative literature review, experience survey and case study method, develops a three dimensional SSCM framework and its performance metric for Indian IT product industry. This framework suggests Supply Chain (SC) actors on X-axis, Management/Economic (M) on Y-axis and Sustainability (S) on Z-axis. The three levels of Y progresses from operational to tactical and then strategic, whereas Z axis levels are innovation, environment and social. The framework identifies sub-dimensions of sustainability and their connectivity with supply chain process. This research also identifies and proposes the Management and Sustainability performance metric for suggested framework. This framework will help IT product companies to (re)design their SC and develop performance measures on identified metrics.
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Harvey, Michael G., and R. Glenn Richey. "Global supply chain management." Journal of International Management 7, no. 2 (June 2001): 105–28. http://dx.doi.org/10.1016/s1075-4253(01)00040-0.
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Uluskan, Meryem, and A. Blanton Godfrey. "Business environment-supply chain framework and benchmarking supply chain structures." Benchmarking: An International Journal 25, no. 8 (November 29, 2018): 3021–44. http://dx.doi.org/10.1108/bij-11-2017-0293.
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Purpose The purpose of this paper is to develop a supply chain management framework covering different business environment levels, that is, macro, micro and supply chain levels, and also to evaluate Haiti vs China as apparel-sourcing partners by assessing macro-level, supply-chain-level and micro-level environments from the US apparel buyers’ perspective. Design/methodology/approach In order to achieve this, first, a framework covering these business environment levels was developed and tested through path analysis. Prior to path analysis exploratory factor analysis was conducted to verify proposed factor structures. Data were collected using face-to-face interviews with a sample of 41 apparel companies that operate in the USA and source from China and Haiti. Findings This study found that both supply-chain-level and micro-level environments positively impact global supply chain performance. Supply-chain-level also has a direct effect on micro-level environment and macro-level environment has only a direct effect on supply-chain-level environment. Interviews and discussions based on this framework indicate that Haiti’s proximity to the USA, price, low-wage rates, small-order sourcing opportunities and good basic sewing skills are among Haiti’s strengths. Originality/value This study is unique in developing a multi-level environment framework for supply chain management and in comparing Haiti and China in terms of their supply chains to evaluate the potential competitiveness of Haitian apparel supply chain.
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Manders, Jorieke H. M., Marjolein C. J. Caniëls, and Paul W. Th Ghijsen. "Supply chain flexibility." International Journal of Logistics Management 28, no. 4 (November 13, 2017): 964–1026. http://dx.doi.org/10.1108/ijlm-07-2016-0176.
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Purpose The conceptualization of flexibility in organizations historically emerged from three views which relate to economic, to organizational and to manufacturing perspectives. Despite the growing number of publications about supply chain flexibility in the area of supply chain management, there is a lack of consensus on how to define and to conceptualize supply chain flexibility from a management point of view. The purpose of this paper is to present a comprehensive overview of the literature on the supply chain flexibility perspective and contributes to our understanding of the current state of research and its future development. Design/methodology/approach The research methodology used is the systematic literature review. In total 92 articles were selected from databases of well-known journal publishers in the field of economics, business studies and management sciences as well as grey literature to cover the topic of supply chain flexibility. Findings A limited number of studies in the field of supply chain flexibility apply theories and define the term supply chain flexibility. Instead they focus on a particular part or dimension of the supply chain. Based on the analysis, a distinction is made between flexibility in the supply chain and supply chain flexibility. Based on the function and characteristics of the supply chain, the authors selected 30 flexibility dimensions that cover supply chain flexibility by concentrating on the different business areas involved. Research limitations/implications The results support researchers and practitioners by identifying relevant trends and gaps in the field of supply chain flexibility. Originality/value The authors review the dimensions and aspects of supply chain flexibility that are currently taken into account in the literature. In this way, the authors provide an overarching perspective on the flexibility literature relating to supply chains.
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Kottala, Sri Yogi. "Sustainable Supply Chain Management Practices." International Journal of Social Ecology and Sustainable Development 12, no. 3 (July 2021): 47–65. http://dx.doi.org/10.4018/ijsesd.2021070104.
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This paper made an effort to compile the relevant research articles in the last 18 years on sustainable supply chain management practices. The author has classified the review based on sustainability in manufacturing and supply chain aspects using the dimensions of sustainability (i.e., economic, environment social aspects, and sustainable supply chain management performance evaluation). The authors summarized the relevant work published in noted refereed national and international journals and conference proceedings. The work suggested some research directions as well as propositions for researchers, especially with reference to the Indian context.
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Gold, Stefan, Alexander Trautrims, and Zoe Trodd. "Modern slavery challenges to supply chain management." Supply Chain Management: An International Journal 20, no. 5 (August 10, 2015): 485–94. http://dx.doi.org/10.1108/scm-02-2015-0046.
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Purpose – This paper aims to draw attention to the challenges modern slavery poses to supply chain management. Although many international supply chains are (most often unknowingly) connected to slave labour activities, supply chain managers and researchers have so far neglected the issue. This will most likely change as soon as civil society lobbying and new legislation impose increasing litigation and reputational risks on companies operating international supply chains. Design/methodology/approach – The paper provides a definition of slavery; explores potentials for knowledge exchange with other disciplines; discusses management tools for detecting slavery, as well as suitable company responses after its detection; and outlines avenues for future research. Findings – Due to a lack of effective indicators, new tools and indicator systems need to be developed that consider the specific social, cultural and geographical context of supply regions. After detection of slavery, multi-stakeholder partnerships, community-centred approaches and supplier development appear to be effective responses. Research limitations/implications – New theory development in supply chain management (SCM) is urgently needed to facilitate the understanding, avoidance and elimination of slavery in supply chains. As a starting point for future research, the challenges of slavery to SCM are conceptualised, focussing on capabilities and specific institutional context. Practical implications – The paper provides a starting point for the development of practices and tools for identifying and removing slave labour from supply chains. Originality/value – Although representing a substantial threat to current supply chain models, slavery has so far not been addressed in SCM research.
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Croxton, Keely L., Sebastián J. García‐Dastugue, Douglas M. Lambert, and Dale S. Rogers. "The Supply Chain Management Processes." International Journal of Logistics Management 12, no. 2 (July 1, 2001): 13–36. http://dx.doi.org/10.1108/09574090110806271.
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Increasingly, supply chain management is being recognized as the management of key business processes across the network of organizations that comprise the supply chain. While many have recognized the benefits of a process approach to managing the business and the supply chain, most are vague about what processes are to be considered, what sub‐processes and activities are contained in each process, and how the processes interact with each other and with the traditional functional silos. In this paper, we provide strategic and operational descriptions of each of the eight supply chain processes identified by members of The Global Supply Chain Forum, as well as illustrations of the interfaces among the processes and an example of how a process approach can be implemented within an organization. Our aim is to provide managers with a framework to be used in implementing supply chain management, instructors with material useful in structuring a supply chain management course, and researchers with a set of opportunities for further development of the field.
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Roy, Vivek. "Contrasting supply chain traceability and supply chain visibility: are they interchangeable?" International Journal of Logistics Management 32, no. 3 (January 26, 2021): 942–72. http://dx.doi.org/10.1108/ijlm-05-2020-0214.
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PurposeSupply chain traceability and supply chain visibility have become a critical element for the effective management of contemporary complex supply chains. At their core is information sharing, which has been acknowledged as a key prerequisite for logistics and supply chain performance, but whose notional underpinnings have not been delineated fully, leading to interchangeable deployment of these terms. Addressing the shortcoming, this paper aims to establish a contrast between the two notions.Design/methodology/approachDrawing from systematic review protocols, a multi-disciplinary review scope is constructed wherein the synthesis is strategized to primarily channel implications for the scholarship of logistics and supply chain management. The review is aimed at addressing two research objectives: (1) how the notions of traceability and visibility in supply chain management develop contrast in terms of their thematic emphasis and (2) to attain an integrative understanding of the notional convergence and divergence between supply chain traceability and visibility for raising strategic recommendations.FindingsThe review outcomes help contrast both the convergence and the divergence between traceability and visibility in the supply chain environment, and the differentiated but fundamental role that information sharing plays within these notions to outline why they are not interchangeable.Originality/valueThe originality of the findings lies in the conceptual synthesis of the relevant literature from both technological and non-technological perspectives to ultimately draw logistics and supply chain management implications. The review also points out key strategic considerations to demarcate the notional boundaries of traceability and visibility in future research.
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Fleischer, M., R. Kohler, T. Lamb Fellow, and H. B. Bongiorni. "Marine Supply Chain Management." Journal of Ship Production 15, no. 04 (November 1, 1999): 233–52. http://dx.doi.org/10.5957/jsp.1999.15.4.233.
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The US shipbuilding industry finds itself pressed on many sides by dwindling government and commercial ship orders. Without significant improvement in performance, the US shipbuilding industry will contract to the minimum that can sustain government and Jones Act commercial ship demand. There has been considerable benchmarking of the US shipbuilding with other shipbuilding countries and other US and foreign industries. In these studies, the improved management of the supply chains has been found to be an important way to improve performance. The 1996 21s' Century Agile Shipbuilding Strategies report identified improvement in the relationship between shipyards and their suppliers as one of the highest priorities. In the marine industry over 50% of the cost of the delivered product is for material and equipment. When significant turn-key subcontracting is used this can increase to 75%. Over the past two decades, most US shipbuilders acknowledged that their productivity was significantly lower than world class shipbuilders. More recently they have acknowledged a material cost differential of up to 33%. Clearly, the cost of material is one of the major sources of the lack of international competitiveness of the US marine industry. The performance of the US automotive and aerospace industries has improved significantly by focusing on and improving their supply chain management. Much of Boeing's and Chrysler's improvement has been attributed to successful change in this area. This paper describes the results of a project that analyzed supply chain management in the marine industry as a way to develop a set of best practices.
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Vilko, Jyri, Paavo Ritala, and Jan Edelmann. "On uncertainty in supply chain risk management." International Journal of Logistics Management 25, no. 1 (May 6, 2014): 3–19. http://dx.doi.org/10.1108/ijlm-10-2012-0126.
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Purpose – The concept of uncertainty is a relevant yet little understood area within supply chain risk management. Risk is often associated with uncertainty, but in reality uncertainty is a much more elaborate concept and deserves more in-depth scrutiny. To bridge this gap, the purpose of this paper is to propose a conceptual framework for assessing the levels and nature of uncertainty in this context. Design/methodology/approach – The aim of the study is to link established theories of uncertainty to the management of risk in supply chains, to gain a holistic understanding of its levels and nature. The proposed conceptual model concerns the role of certainty and uncertainty in this context. Illustrative examples show the applicability of the model. Findings – The study describes in detail a way of analysing the levels and nature of uncertainty in supply chains. Such analysis could provide crucial information enabling more efficient and effective implementation of supply chain risk management. Practical implications – The study enhances understanding of the nature of the uncertainties faced in supply chains. Thus it should be possible to improve existing measures and analyses of risk, which could increase the efficiency and effectiveness of supply chain and logistics management. Originality/value – The proposed conceptual framework of uncertainty types in the supply chain context is novel, and therefore could enhance understanding of uncertainty and risk in supply and logistics management and make it easier to categorise, as well as initiate further research in the field.
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Ali, Zulqurnain, Bi Gongbing, and Aqsa Mehreen. "Predicting supply chain effectiveness through supply chain finance." International Journal of Logistics Management 30, no. 2 (May 13, 2019): 488–505. http://dx.doi.org/10.1108/ijlm-05-2018-0118.
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PurposeDue to globalization, textile small and medium enterprises (SMEs) operations have become complex which raised the needs of risk-free financing solutions to support the SMEs’ daily processes. The purpose of this paper is to investigate the effect of supply chain (SC) finance, a risk-free financing solution, on SC effectiveness (SCE) in the context of textile SMEs by employing transaction cost (TC) approach.Design/methodology/approachThe participants of the study were recruited from textile SMEs through a structured questionnaire. The proposed model and structural relationships were assessed by employing AMOS 24.0.FindingsThe results of this paper indicate that supply chain finance (SCF) has a significant effect on SCE. Furthermore, all proposed factors of SCF adoption have a positive and significant effect on SCF.Practical implicationsThis study helps the SMEs executives or owners to adopt SCF as a secure financing scheme to reduce the credit TCs, optimize the firm working capital, reduce the risk of default, and improve SC effectiveness. SMEs and suppliers can build strong relationships while adopting the findings of this study. SMEs can engage the suppliers to work under strategic alliance through negotiation, collaboration, and work digitization, and extend their payment terms while providing an opportunity to the suppliers to get their payment back before a fixed time through discounting from financial institutions as needed.Originality/valueThe present study covered the gap related to SCF and SCE by identifying unique factors of SCF adoption which was ignored in the previous literature by employing TC approach.
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Marcus Ambe, Intaher, and Thabiso Maleka. "Exploring supply chain management practices within municipalities in the West Rand district." Problems and Perspectives in Management 14, no. 3 (November 10, 2016): 657–66. http://dx.doi.org/10.21511/ppm.14(3-3).2016.09.
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This article explores supply chain management practices within selected municipalities in the West Rand district, Gauteng. An empirical research was conducted among supply chain practitioners in the municipalities based on the purposive sampling technique and the data were analyzed using descriptive statistics. The findings revealed that the municipalities have adopted and implemented supply chain management practices. However, supply chain management objectives are not always appropriately aligned with government policies, and the municipalities face serious supply chain issues such as leadership, lack of proper accountability and good governance. From the findings, it is evident that the lack of proper implementation of supply chain management in municipalities is the root cause of problems in service delivery in South Africa. It is recommended that municipal supply chain officials be empowered with supply chain skills for proper supply chain management execution. Keywords: supply chain, municipalities, practices, West Rand district. JEL Classification: M11
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Domnina, Olga, Tatyana Sakulyeva, and Lesya Bozhko. "Supply chain risk management." International Journal of Process Management and Benchmarking 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijpmb.2021.10038289.
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Mafini, Chengedzai. "Barriers to public supply chain management strategy implementation: an exploratory diagnosis." Problems and Perspectives in Management 14, no. 3 (September 6, 2016): 256–65. http://dx.doi.org/10.21511/ppm.14(3-1).2016.12.
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This paper investigated barriers to the implementation of public supply chain management strategy in the South African public sector. The public sector in South Africa faces serious supply chain management challenges that are detrimental to the effectiveness and efficiency of public sector operations. A structured questionnaire was administered to a sample of 309 public supply management professionals based in Gauteng Province, South Africa. Data were analyzed using the Statistical Packages for the Social Sciences (SPSS version 23.0). The Exploratory Factor Analysis (EFA) using the Principal Components Analysis (CPA) technique was applied to identify the intended barriers. Seven factors which are the barriers to supply chain management strategy implementation; namely, management practices, human resource capabilities, customer service, external orientation, internal communication, innovation and employee motivation were extracted. Management practices emerged as the most influential barrier after the application of the mean score ranking technique. Keywords: public supply chain management, management practices, human resource capabilities, customer service, external orientation, internal communication, innovation and employee motivation. JEL Classification: H57
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Gorane, S. J., and Ravi Kant. "Supply chain practices." Benchmarking: An International Journal 23, no. 5 (July 4, 2016): 1076–110. http://dx.doi.org/10.1108/bij-06-2014-0059.
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Purpose – The purpose of this paper is to investigate the current level of supply chain practices (SCPs) in Indian manufacturing organizations. Design/methodology/approach – The 15 SCPs are identified based on the literature support and opinion of industry experts and academia, and data were collected from 292 organizations. Data were analyzed using the statistical package for the social science software to see the current level/penetration of SCPs in Indian manufacturing organizations. Findings – The practices, namely, organizational culture, customer relationship, information and communication technology, benchmarking and performance measurement, lean manufacturing, agile manufacturing, supplier relationship are highly penetrated practices in Indian manufacturing organizations. The practices, namely, outsourcing, information sharing, just in time manufacturing, green supply chain management are moderately penetrated practices, while the practices, namely, reverse logistics, postponement, vendor managed inventory, radio frequency are least penetrated practices in Indian manufacturing organizations. Research limitations/implications – Further study can be extended to see the of penetration practices applicable to service and agriculture sectors. Practical implications – The result of this paper will enable the organizations to identify and direct their focus on the areas that requires improvement. Also, the organizations will become more aware of the SCPs that will help in boosting up their performance and competitiveness and indirectly boost the growth and contribute to India’s economic development. Originality/value – This is the first kind of study which checked the level of selected SCPs in Indian manufacturing organizations.
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Overby, Jeffrey W., and Soonhong Min. "International supply chain management in an Internet environment." International Marketing Review 18, no. 4 (August 2001): 392–420. http://dx.doi.org/10.1108/eum0000000005933.
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Larson, Paul D., and Arni Halldorsson. "Logistics versus supply chain management: An international survey." International Journal of Logistics Research and Applications 7, no. 1 (March 2004): 17–31. http://dx.doi.org/10.1080/13675560310001619240.
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Kwak, Dong-Wook, Vasco Sanchez Rodrigues, Robert Mason, Stephen Pettit, and Anthony Beresford. "Risk interaction identification in international supply chain logistics." International Journal of Operations & Production Management 38, no. 2 (February 5, 2018): 372–89. http://dx.doi.org/10.1108/ijopm-03-2016-0121.
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Purpose International supply chains can be severely disrupted by failures in international logistics processes. Therefore, an understanding of international logistics risks, or causes of failure, how these may interact with each other and how they can be mitigated are imperatives for the smooth operation of international supply chains. The purpose of this paper is to specifically investigate the interactions between international logistics risks within the prevailing structures of international supply chains and highlights how these risks may be inter-connected and amplified. A new dynamic supply chain logistics risk analysis model is proposed which is novel as it provides a holistic understanding of the risk event interactivity. Design/methodology/approach The paper applies interpretive structural modelling to data collected from a survey of leading supply chain practitioners, in order to analyse their perspectives of risk elements and interactions. The risk elements and their contextual relationship were derived empirically through the use of focus groups and subsequent Delphi study. The two stages of the research rely on experts’ views on risk events and clusters and the level of interactions among those clusters. Findings A key finding of this research is that supply chain practitioner’s perception of risk consists of inter-connected four levels: value streams risks; information and relationship risks; risks in international supply chain activities; and external environment. In particular, since level 2 risk creates feedback loops of risks, risk management at level 2 can dampen the amplification effect and the strength of the interactions. Practical implications Several managerial implications are drawn. First, the research guides managers in the identification and evaluation of risk events which can impact the performance of their international logistics supply chain operations. Second, evidence is presented that supports the proposition that the relationships with trading partners and LSPs, and the degree of logistics information exchange, are critical to prevent, or at least mitigate, logistics risks which can substantially affect the responsiveness of the international supply chain. Originality/value The main contribution to knowledge that this study offers to the literature on supply chain risk management is the development of a supply chain logistics risk analysis model which includes both risk elements and interactions. The research demonstrates the importance of taking into account risk interactions in the process of identification and evaluation of risk events.
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Cosimato, Silvia, and Orlando Troisi. "Green supply chain management." TQM Journal 27, no. 2 (March 9, 2015): 256–76. http://dx.doi.org/10.1108/tqm-01-2015-0007.
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Purpose – Globalization has led worldwide organizations to balance their economic and environmental performances in order to achieve a concrete sustainable development. In an environmental centered world, logistics is called to put into action advanced programs based on technological and organizational improvement, in order to gain or maintain a concrete competitive advantage. The purpose of this paper is to investigate how logistics organizations try to face the recent ecological challenges and the role that the emergent green technologies play in making them finally “green” and competitive. Design/methodology/approach – Green supply chain management (GSCM) practices have been investigated to better understand their influence on economic performance and corporate competitiveness. After providing a background discussion on Green Logistics and GSCM, the authors have also identified specific research questions that are worthy of investigation, also thorough the DHL case study. The case study analysis has been conducted according to a specific conceptual model (Rao and Holt, 2005), which allows a deeper understanding of literature review results. Findings – The present paper offers some insights on innovation influence on supply chain management (SCM) greenness, a process oriented to a sustainable and environmental-friendly approach to management of supply chain. According to DHL case study evidence, in logistics innovation, often based on emerging green technologies, is strictly related to the development of a much more sustainable and environment-friendly approach to SCM, based on reduction of core activities’ ecological impact, cost saving, quality, reliability, performance and energy efficiency. In this context, the respect of environmental regulations is fundamental to achieve not only a reduction of ecological damage, but also to overall economic profit. Research limitations/implications – There is a concrete need of further research to better understand the potential link between GSCM, green innovation and logistic organizations competitiveness. In fact, this research area still represents a source of interesting challenges for practitioners, academicians and researchers. Concluding, the research findings cannot be generalized to all logistic organizations, even if DHL is on of the most important and globalized logistic companies. Future researches should empirically test the achieved results also through comparative studies based on a large sample. Originality/value – The suggestion of literature review and the result of case study analysis represent a first attempt to better understand the real and potential influence of GSCM on corporate image and competitiveness. In fact, the present investigation has pointed out that logistic organization can achieve environmental goals and acquire a better positioning than their competitors also cooperating with stakeholders. Therefore, it is necessary that organizations contribute to make them able to participate in corporate activities and develop a concrete environmental-friendly orientation, based on the respect of market’s requests and environmental regulations in order to get their corporate reputation strong than ever.
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Ikram, Amir, Qin Su, Muhammad Fiaz, and Ramiz Ur Rehman. "Cluster strategy and supply chain management." Benchmarking: An International Journal 25, no. 5 (July 2, 2018): 1302–18. http://dx.doi.org/10.1108/bij-06-2015-0059.
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Purpose The purpose of this paper is to highlight the characteristic role of specialized markets and traders in the internationalization of emerging economies by examining the linkages between supply chain management (SCM) and industrial clustering in China. Design/methodology/approach Multi-method approach was employed as primary data were collected from a case study of Shaoxing textile cluster, and was supplemented with secondary data to triangulate the findings. The proposition that competitive advantages of industrial clusters facilitate effective SCM was explored. Findings The authors reveal that China’s cost advantage is manifested in the entire value chain. The provision of business friendly amenities as a result of synergetic benefits of vertical and horizontal integration of supply clusters promotes competitiveness of SMEs and region as a whole. Moreover, specialized markets and international traders found to play significant role in sustainable cluster development. Research limitations/implications As with fieldwork and case studies, generalization should be drawn with care. Systematic synthesis of relevant case studies is recommended. Practical implications The study endorses the construction of local supply chains and suggests implementation of cluster strategy by focusing on environment-specific execution of triple helix model. Originality/value The article elaborates the linkages between cluster theory and SCM both within cluster and between interspersed clusters. It also explains how specialized markets and global players are enabling concentrated supply networks. The paper recommends extension of “Triple helix + 1 model” by making local community part of the underlying framework.
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Oloruntoba, Richard, and Gyöngyi Kovács. "A commentary on agility in humanitarian aid supply chains." Supply Chain Management: An International Journal 20, no. 6 (September 14, 2015): 708–16. http://dx.doi.org/10.1108/scm-06-2015-0244.
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Purpose – This paper aims to provide a commentary and an overview of developments in the field of humanitarianism that could impact theoretical understanding of agility in humanitarian aid supply chains over the past decade. Design/methodology/approach – Authors review papers published on agility in humanitarian aid supply chains from 2006 to 2015 in the four leading Emerald-published logistics and supply chain management journals. These are: Supply Chain Management: An International Journal (SCMIJ); International Journal of Physical Distribution and Logistics Management (IJPDLM); International Journal of Operations and Production Management (IJOPM); and Journal of Humanitarian Logistics and Supply Chain Management (JHLSCM). This paper presents an overview and update of developments that have the potential to influence current thinking and understanding about agility in humanitarian aid supply chains, and humanitarian aid supply chains in general. Findings – Humanitarianism and the environment of Humanitarian organisations are evolving. Such evolution has potential impacts on theoretical discussions and understanding of agility in humanitarian aid supply chains and humanitarian aid supply chains in general. Research limitations/implications – This is not a critical literature review but an overview. The paper is based on four logistics and supply chain management journals only. However, the paper is based on the work published over a decade. Practical implications – Points scholars and practitioners to the impacts of Humanitarian Organisations using the relief-development continuum on supply chain design decisions including the pursuit of agility. Social implications – It may be the time to consider the relief-development continuum in fresh light and its implications for agility in humanitarian aid supply chains. Originality/value – This paper seems to be the first paper that highlights the influence of the relief-development continuum model on humanitarian aid supply chain design strategies.
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Hussain, Matloub, Mehmood Khan, Mian Ajmal, and Bilal Ahmad Khan. "Supply chain quality management and organizational performance." Benchmarking: An International Journal 27, no. 1 (November 21, 2019): 232–49. http://dx.doi.org/10.1108/bij-07-2018-0196.
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Purpose Supply chain quality management (SCQM) has gained less attention in the Arab world, and there is a clear dearth in existing research on this topic, particularly in service organizations. Therefore, the purpose of this paper is to propose a conceptual framework for investigating the impact of SCQM and associated indicators on organizational performance (OP). Design/methodology/approach Empirical data have been collected through a survey distributed to a sample of major telecom companies in United Arab Emirates (UAE). To test the conceptual framework, structural equation modeling (SEM) has been used to analyze the data collected from 248 respondents of telecom companies. Findings The empirical data showed that SCQM practices are significantly correlated with innovation and operations performance. Statistical analysis through SEM also revealed that customer satisfaction has highest direct impact on OP. Research limitations/implications External factors (government regulations, policies and culture) also affect the SCQM practices. Hence, future work should incorporate these parameters as well. Practical implications This is a contribution to the continuing research into SCQM, giving supply chain managers and designers a practical way for measuring and implementing SCQM practices across service supply chains. Originality/value The contribution of this research, through successive stages of data collection, measurement analysis and refinement, is a set of reliable and valid framework that can be subsequently used in conceptualization and measuring quality of service supply chains.
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Mejza, Michael C., and Joel D. Wisner. "The Scope and Span of Supply Chain Management." International Journal of Logistics Management 12, no. 2 (July 1, 2001): 37–55. http://dx.doi.org/10.1108/09574090110806280.
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Studies on supply chain management suggest that the scope of business processes being coordinated across supply chains is broad. However, little empirical evidence exists that corroborates such claims. In this study executives randomly selected from a diverse array of industries were surveyed to determine the scope of processes that are being integrated across organizational borders, the extent to which they are being jointly managed, and the span in terms of the number of tiers across which they are being managed. The results indicate that a large proportion of companies that practice supply chain management are attempting to integrate logistics, marketing, and operations‐oriented processes with those of other companies in their supply chains. Also, the span of a company's supply chain management efforts significantly relates to the extent to which it jointly manages business processes with other firms.
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A. Sosunova, Liljana, Sergey V. Noskov, Irina A. Goryacheva, Natalia V. Astafieva, and Sergey A. Kalashnikov. "Improving the management technique of logistics planning in the supply chain." Problems and Perspectives in Management 16, no. 3 (July 17, 2018): 48–62. http://dx.doi.org/10.21511/ppm.16(3).2018.05.
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The multidimensionality of transformations that take place, the diversity of destabilizing factors in the environment reduce reliability, sustainability, efficiency of both logistics processes and the entire production and economic activity, and they need their modern economic reflection. The successful activity in the unstable economic environment is impossible without proper strategic analysis and the formation of the effective management system that requires the search for new techniques, the development of logistics-oriented concepts, management approaches to logistics processes that can ensure the goals achievement under the continuous systemic development and disturbance flow. The goal of the research is to improve the technique and develop a management model for logistics processes, considering the effect of the disturbance flow. In accordance with the goal, it is necessary to solve the following scientific problems: to reveal the patterns of logistics processes for the formation of a signal system on management points within the framework of management structures; to develop components of the management technique for logistics processes, taking into account the disturbance flow; to systematize and supplement the principles of logistics processes for the formation of the rational totality of components in the management technique. Thus, the implementation of the proposed management technique for logistics processes will lead to the formation of optimal management impacts within each element, subsystem and the entire structure of the supply chain, ensuring the sustainable development vector at each time period and achieving the goals set under the influence of the disturbance flow, adaptability, flexibility and efficiency of processes.
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Lambert, Douglas M., Martha C. Cooper, and Janus D. Pagh. "Supply Chain Management: Implementation Issues and Research Opportunities." International Journal of Logistics Management 9, no. 2 (July 1, 1998): 1–20. http://dx.doi.org/10.1108/09574099810805807.
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In 1998, the Council of Logistics Management modified its definition of logistics to indicate that logistics is a subset of supply chain management and that the two terms are not synonymous. Now that this difference has been recognized by the premier logistics professional organization, the challenge is to determine how to successfully implement supply chain management. This paper concentrates on operationalizing the supply chain management framework suggested in a 1997 article. Case studies conducted at several companies and involving multiple members of supply chains are used to illustrate the concepts described.
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McMaster, May, Charlie Nettleton, Christeen Tom, Belanda Xu, Cheng Cao, and Ping Qiao. "Risk Management: Rethinking Fashion Supply Chain Management for Multinational Corporations in Light of the COVID-19 Outbreak." Journal of Risk and Financial Management 13, no. 8 (August 4, 2020): 173. http://dx.doi.org/10.3390/jrfm13080173.
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Through an international business risk management lens, the widespread and catalytic implications of the 2020 COVID-19 pandemic on the supply chains (SCs) of fashion multinational corporations (MNC) are analyzed to contribute to existing research on supply chain management (SCM). While a movement towards agile, networked supply chain models had been in consideration for many firms prior to the outbreak, the pandemic highlights issues inherent in supply chains that employ concentrated production. We examined the current state of fashion supply chains, risks that have arisen historically and recently, and existing risk mitigation methods. We found that while lean supply chain management is primarily favored for its cost and waste reduction advantages, the structure is limited by the lack of supply chain transparency that results as well as the increasing demand volatility observed even before the COVID-19 outbreak. Although this problem might exist in the agile supply chain, agile supply chains combat this by focusing on enhancing communication and buyer-supplier relationships to improve information exchange. However, this structure also entails an associated increase in inventory and inventory costs. The COVID-19 pandemic has caused supply and demand disruptions which have resonating effects on supply chain activities and management, indicating a need to build flexibility to mitigate epidemic and demand risks. To address this, several strategies that firms can adopt to control for such risks are outlined and key areas for further research are identified which consider parties both upstream and downstream of the fashion supply chain.
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Marcus Ambe, Intaher. "Insight into supply chain management in a municipal context." Public and Municipal Finance 5, no. 2 (December 6, 2016): 20–29. http://dx.doi.org/10.21511/pmf.5(2).2016.02.
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Supply chain management is strategic to the quest for service delivery excellence in South African municipalities. The supply chain journey in South African municipalities started in 2005 with reforms to introduce internationally accepted procurement best practices. The previous system failed the country due to deficiencies and malpractices resulting from the interpretation, implementation and governance of the preference procurement policy. Today (2016), supply chain management has become a talking point on which citizens are raising major concerns and it is perceived as being handled in a way that financially benefits few individuals. Laws and regulations governing municipal supply chain management are intentionally ignored or flouted by municipal officials resulting in corruption, fruitless, wasteful and unauthorized expenditure. In an effort to address these challenges, the National Treasury continuously provides guidance in terms of policy revision, clarity in the provisions of the supply chain management policy, as well as training to supply chain management officials. This article provides an insight into supply chain management practices in a municipal context in South Africa. It highlights the status, challenges and way forward for the implementation of supply chain management in a municipal environment. Keywords: insight, supply chain management, municipality, public procurement, South Africa. JEL Classification: M38
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Mohamed Udin, Zulkifli, Mohammad K. Khan, and Mohamed Zairi. "A collaborative supply chain management." Business Process Management Journal 12, no. 5 (September 2006): 671–87. http://dx.doi.org/10.1108/14637150610691064.
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Carmignani, Gionata. "Supply chain and quality management." Business Process Management Journal 15, no. 3 (June 5, 2009): 395–407. http://dx.doi.org/10.1108/14637150910960639.
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Bechtel, Christian, and Jayanth Jayaram. "Supply Chain Management: A Strategic Perspective." International Journal of Logistics Management 8, no. 1 (January 1, 1997): 15–34. http://dx.doi.org/10.1108/09574099710805565.
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In order to respond to competitive pressures, managers need to know more about the strategic aspects of supply chain management. This paper addresses this need by critically reviewing the supply chain management literature and by suggesting a research agenda for the future. A conceptual model is provided which helps to identify certain assumptions made in the literature that must be challenged. The model also provides a tool for identifying the major contributions in the literature. Finally, a research agenda is developed.
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Hingley, Martin. "Relationship Management in the Supply Chain." International Journal of Logistics Management 12, no. 2 (July 1, 2001): 57–71. http://dx.doi.org/10.1108/09574090110806299.
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In this paper, the focus is on relationship management and its implications for Small‐Medium Enterprise suppliers (SMEs). Specific insights are provided into retailer‐supplier relationships in the UK fresh produce (fruit and vegetable) market. This sector faces a process of concentration in all parts of the supply chain determined by backward vertical integration at the initiation of powerful multiple retail buyers. The author examines the nature of relationships in a generic product group from the perspective of buyers and sellers and their interaction, utilizing material from multiple depth interviews. Results concern issues of relationship formality, exclusivity, power‐dependency, relevance of organizational size, partnered growth potential and risk which lead to a number of provisional conclusions regarding the management of relationships in the supply chain
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Otto, Andreas. "Supply Chain Event Management: Three Perspectives." International Journal of Logistics Management 14, no. 2 (July 1, 2003): 1–13. http://dx.doi.org/10.1108/09574090310806567.
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Supply Chain Event Management (SCEM) addresses a fundamental business problem: inter‐organizational processes rarely execute as scheduled, since they happen in an environment prone to failure and disturbance. SCEM attempts to identify, as early as possible, the resulting deviations between the plan and its execution across the multitude of processes and actors in the supply chain to trigger corrective actions according to predefined rules. Despite SCEM's well documented attractiveness for practitioners, it has received little attention as a field of academic research. This paper provides an introduction into SCEM from three complementary perspectives: SCEM as a management concept; as a software solution; and as a software component. Each is analyzed in detail and potential fields of research on SCEM are presented.
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Hewitt, Fred. "Supply Chain Redesign." International Journal of Logistics Management 5, no. 2 (July 1994): 1–10. http://dx.doi.org/10.1108/09574099410805162.
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McFarland, Richard G., James M. Bloodgood, and Janice M. Payan. "Supply Chain Contagion." Journal of Marketing 72, no. 2 (March 2008): 63–79. http://dx.doi.org/10.1509/jmkg.72.2.63.
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Souza, Gilvan C. "Supply chain analytics." Business Horizons 57, no. 5 (September 2014): 595–605. http://dx.doi.org/10.1016/j.bushor.2014.06.004.
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Della Valle, Fabio, and Miquel Oliver. "Blockchain-Based Information Management for Supply Chain Data-Platforms." Applied Sciences 11, no. 17 (September 2, 2021): 8161. http://dx.doi.org/10.3390/app11178161.
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Performance measurement and information management are vital assets for supply chain management. In this study, we analyzed the effective combination between blockchain technologies and supply chain management processes. We conducted eighteen interviews with international experts from different areas and analyzed the collected data following a grounded theory approach. We have identified five main categories in this area including accounting and administration, trust, data platform, interoperability, and disintermediation. The main findings concluded with a set of seven statements as key elements to summarize how blockchain-based supply chains fit in with supplier relationship management processes and financial business units for international trade. The seven statements also recommend future research activities and trajectories.
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Kaliani Sundram, Veera Pandiyan, VGR Chandran, and Muhammad Awais Bhatti. "Supply chain practices and performance: the indirect effects of supply chain integration." Benchmarking: An International Journal 23, no. 6 (August 1, 2016): 1445–71. http://dx.doi.org/10.1108/bij-03-2015-0023.
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Purpose – The purpose of this paper is to employ a newly developed framework to examine the complex relationship between different components of supply chain practices, supply chain integration (SCI) and supply chain performance (SCP) in the Malaysian electronics sector. Design/methodology/approach – This study utilizes survey data of 156 electronics firms in Malaysia and tested the research framework and hypotheses. In addition to the traditional approach of Barron and Kenny (1986), the Sobel test as well as a bootstrapping approach, which is deemed for small sample size, is used to formally test the indirect effects of SCI in the model. Findings – SCI has fully and partially mediated the relationship between supply chain management practices (SCMPs) and SCP. SCI fully mediates the relationship between SCP and three of the SCMPs, namely, information quality, agreed vision and goals and postponement strategies. The relationship of supply strategic partnership, customer relation management, information sharing with SCP were partially mediated by SCI. Risk and reward sharing is found to be non-significant. These insights allow managers to effectively utilize the different components of SCMPs for SCI and performance. Practical implications – For supply chain practitioners, the results of the study can be useful in integrating SCMPs and SCI on improving SCP. Practitioners should take into account the mediating effect of SCI in designing their supply chain management approach to production. Originality/value – To the authors’ best knowledge, this paper is one of the first to address the mediating effect of SCI between SCMPs and overall performance of the supply chain.