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Journal articles on the topic 'Supply chain management'

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Published: 4 June 2021
Last updated: 29 July 2024

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1

Ritchie, Bob. "Supply Chain Risk Management." International Conference on Business & Technology Transfer 2004.2 (2005): 8–23. http://dx.doi.org/10.1299/jsmeicbtt.2004.2.0_8.

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2

K. Kalidas, K. Kalidas, S. Jiji S. Jiji, and M. Sureka M. Sureka. "Supply Chain Management in Vegetables." Paripex - Indian Journal Of Research 3, no. 2 (January 15, 2012): 315–16. http://dx.doi.org/10.15373/22501991/feb2014/115.

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3

Ghosh, Sajal Kumar, and Ashok Kumar Sar. "Impact of Effective Supply Chain Management and Supply Chain Risk Management Capabilities on Construction Project Performance." Indian Journal of Science and Technology 15, no. 12 (March 27, 2022): 505–17. http://dx.doi.org/10.17485/ijst/v15i12.2194.

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4

Pandey, Manoj, and Rajesh Kr Dubey. "Performance Measures in Supply Chain Management." Indian Journal of Applied Research 4, no. 2 (October 1, 2011): 14–17. http://dx.doi.org/10.15373/2249555x/feb2014/91.

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5

Antonowicz, Mirosław. "Innovative Models of Supply Chain Management." Journal of Management and Business Administration. Central Europe 26, no. 2 (June 15, 2018): 2–15. http://dx.doi.org/10.7206/jmba.ce.2450-7814.225.

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6

Sadiku, Matthew N. O., Adedamola A. Omotoso, and Sarhan M. Musa. "Green Supply Chain Management: A Primer." International Journal of Trend in Scientific Research and Development Volume-3, Issue-2 (February 28, 2019): 901–2. http://dx.doi.org/10.31142/ijtsrd21541.

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7

Aggarwal, Mr Vivek, and Sahil Rastogi. "Study on Green Supply Chain Management." International Journal of Research Publication and Reviews 5, no. 4 (April 28, 2024): 9791–96. http://dx.doi.org/10.55248/gengpi.5.0424.1141.

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8

Selvarajah, Esaignani, and George Steiner. "BATCH SCHEDULING IN CUSTOMER-CENTRIC SUPPLY CHAINS(Advanced Planning and Scheduling for Supply Chain Management)." Journal of the Operations Research Society of Japan 49, no. 3 (2006): 174–87. http://dx.doi.org/10.15807/jorsj.49.174.

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9

Yew Wong, Chee, Jan Stentoft Arlbjørn, and John Johansen. "Supply chain management practices in toy supply chains." Supply Chain Management: An International Journal 10, no. 5 (December 2005): 367–78. http://dx.doi.org/10.1108/13598540510624197.

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10

Kumar, Rajeev. "Performance Measurement in Dairy Supply Chain Management." Paripex - Indian Journal Of Research 3, no. 3 (January 15, 2012): 100–101. http://dx.doi.org/10.15373/22501991/mar2014/34.

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11

Solomon Jayapaul, Manoah. "Supply Chain Risk Management through Improved Observability." International Journal of Science and Research (IJSR) 13, no. 6 (June 5, 2024): 263–65. http://dx.doi.org/10.21275/sr24529025853.

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12

Raghunath, K. Madhu Kishore, and S. Lakshmi Tulasi Devi. "Supply Chain Risk Management." International Journal of Information Systems and Supply Chain Management 11, no. 3 (July 2018): 87–104. http://dx.doi.org/10.4018/ijisscm.2018070105.

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This article describes how as mankind has been ever-evolving, so are their needs, growing in leaps and bounds. Risk management in supply chains have become a prerequisite as it involves a series of steps like procuring, processing, and distribution, where risk has to be managed. Given the advent of technology and transformation of supply chain management from traditional to modern methods, a lot has changed, and of course with ever-evolving technology, the organisations have become adept at handling risks associated with many factors within the organisation and outside the organisation. In this article, the authors will analyse the percentage impact of external and internal supply chain risk factors on various supply chain decisions, and also project various tools available to mitigate Supply chain risks.
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13

Bullinger, Hans-Jörg, and Michael Kühner. "Supply Chain Management." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 97, no. 5 (May 29, 2002): 254–58. http://dx.doi.org/10.3139/104.100540.

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14

Wood Jr., Thomaz, and Paulo Knörich Zuffo. "Supply chain management." Revista de Administração de Empresas 38, no. 3 (September 1998): 55–63. http://dx.doi.org/10.1590/s0034-75901998000300007.

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Nos últimos anos, a economia mundial e a economia brasileira têm sofrido mudanças importantes. Fusões, aquisições e alianças estratégicas têm se multiplicado. Parte considerável destas mudanças relaciona-se com profundas alterações nos sistemas de valores de todos os segmentos industriais. A busca da competitividade relaciona-se cada vez mais com a busca do ótimo sistêmico além das fronteiras da empresa. Neste contexto, a administração logística ganha nova dimensão, envolvendo a integração de todas as atividades ao longo da cadeia de valores e do sistema de valores, das matérias-primas ao cliente final. O objetivo deste trabalho é (re)situar a administração logística no contexto de mudanças, enfatizando a metodologia da gestão da cadeia de demanda (supply chain management).
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15

Brito, Eliane Pereira Zamith. "Supply chain management." Revista de Administração de Empresas 42, no. 1 (March 2002): 101. http://dx.doi.org/10.1590/s0034-75902002000100013.

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16

Moore, Nigel. "Supply chain management." Work Study 47, no. 5 (September 1998): 172–74. http://dx.doi.org/10.1108/00438029810370500.

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17

Alvarado, Ursula Y., and Herbert Kotzab. "Supply Chain Management." Industrial Marketing Management 30, no. 2 (February 2001): 183–98. http://dx.doi.org/10.1016/s0019-8501(00)00142-5.

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18

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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19

Manjunatha, K. "Supply Chain Management:." Vikalpa: The Journal for Decision Makers 32, no. 1 (January 2007): 163–73. http://dx.doi.org/10.1177/0256090920070112.

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20

Castro C., Claudia A. "Supply chain management." Negonotas Docentes, no. 1 (April 3, 2013): 4–8. http://dx.doi.org/10.52143/2346-1357.1.

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Con este ensayo, busco aclarar los conceptos básicos del tema Supply Chain Managenet, para deducir los mitos y realidades que afectan las decisiones en la gestión logística de la cadena de suministros.
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21

Gupta, Sumeet, Mark Goh, Robert De-Souza, Fanwen Meng, and Miti Garg. "Supply Chain Risk Management." International Journal of Information Systems and Supply Chain Management 7, no. 2 (April 2014): 80–101. http://dx.doi.org/10.4018/ijisscm.2014040105.

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Increasing globalization of the supply chains is making them increasingly vulnerable to various supply chain risks. Effective management of these risks is essential to prevent minor as well as major risks that may occur in day-to-day operations of the firm. In this paper an attempt is made to bring out a schema for analyzing supply chain risks faced by the firm and develop a risk management action framework that would serve as a guide for practitioners to identify the level at which their firms are operating and the strategies they need to employ to combat or prevent supply chain risks. The data is collected by means of an online as well as an event survey from logistics managers of various supply chain firms. Indeed Singaporean firms need to properly document these supply chain risks. Moreover, there are gaps in specific areas where Singaporean firms can improve themselves and thus become globally effective corporations.
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22

Gupta, Sumeet, Mark Goh, Robert De-Souza, Fanwen Meng, and Miti Garg. "Supply Chain Risk Management." International Journal of Information Systems and Supply Chain Management 7, no. 3 (July 2014): 1–23. http://dx.doi.org/10.4018/ijisscm.2014070101.

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Increasing globalization of the supply chains is making them increasingly vulnerable to various supply chain risks. Effective management of these risks is essential to prevent minor as well as major risks that may occur in day-to-day operations of the firm. In this paper an attempt is made to bring out a schema for analyzing supply chain risks faced by the firm and develop a risk management action framework that would serve as a guide for practitioners to identify the level at which their firms are operating and the strategies they need to employ to combat or prevent supply chain risks. The data is collected by means of an online as well as an event survey from logistics managers of various supply chain firms. Indeed Singaporean firms need to properly document these supply chain risks. Moreover, there are gaps in specific areas where Singaporean firms can improve themselves and thus become globally effective corporations.
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23

Szymczak, Maciej. "Gestion des connaissances dans les chaînes logistiques internationales." Revue Internationale des Économistes de Langue Française 7, no. 1 (2022): 18–38. http://dx.doi.org/10.18559/rielf.2022.1.2.

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: Recently the management of supply chains tends to be oriented at gaining flexibility to changing market conditions, increasing the value delivered to customers or a reduction in operating costs. Internationally supply chain management is supplemented with a large variety of markets and long distances to come which raises new challenges. To deal with it enterpreneurs need to develop new business models based on knowledge. In leading edge supply chains knowledge management has become one of the most important processes. The aim of the article is to analyze the results of research on knowledge management in international supply chains, which was carried out in 2012. The study involved international supply chains at least partially functioning in Poland. The most crucial task was to observe whether and how approaches to knowledge management differ at different stages of supply chain maturity. Therefore, the results were associated with the evaluation of supply chain maturity level according to Poirier’s model. Research results allow to look positively at supply chains at the initial stage of improvement – they already show great awareness and considerable commitment in the field of knowledge management. Knowledge management in supply chains characterized by higher levels of maturity requires development, also in the field of collective knowledge management, which has already become their practice. It is now important to confront these research results with the reality that in recent years has revealed advances in knowledge management methods in supply chains, and to pursue new, inspiring research avenues.
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24

Biedermann, Lukas, and Herbert Kotzab. "Supply Chain Risk Management und Supply Chain Resilienz." WiSt - Wirtschaftswissenschaftliches Studium 50, no. 4 (2021): 4–12. http://dx.doi.org/10.15358/0340-1650-2021-4-4.

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Die Lieferketten und -prozesse vieler Unternehmen sind vor dem Hintergrund planbarer Verläufe auf der Grundlage geringer Supply Chain Volatilität gestaltet worden. Zunehmende Volatilität erfordert aber eine dynamische Betrachtung potentieller Risikoquellen, um die Verletzlichkeit von Lieferketten gegenüber Störereignissen zu reduzieren. Der vorliegende Beitrag zeigt dazu wie das Supply Chain Risiko Management dazu eingesetzt werden kann und welche Supply Chain Resilienz Erfolgsfaktoren den ursprünglichen Zustand der Lieferkette wiederherstellen bzw. verbessern.
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25

Klein da Luz, Luciano, and Ricardo Augusto Cassel. "Demand chain management& supply chain management." Revista Produção Online 21, no. 4 (March 25, 2022): 1081–115. http://dx.doi.org/10.14488/1676-1901.v21i4.4274.

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A busca por maior agilidade e flexibilidade para melhora o atendimento aos clientes, em ambientes de constantes variações de demanda, facilidade para a aquisição de um produto de forma global e elevadas introduções de novos produtos, através de novas tecnologias, faz com que as organizações busquem rever seus processos, principalmente, logísticos. Cadeias de suprimentos amplas e complexas atreladas aos desejosdos clientes finais em obterem seus produtos em um curto espaço de tempo, reforça a busca por técnicas para melhorar a visibilidade das demandas e tornar a reação à cadeia mais eficiente. Um conceito recente é o Demand chain management(DCM) quebusca elevar e agrupar disciplinas de marketing e rever o conceito Supply chain management(SCM). Entretanto, por se tratar de um novo conceito, autores divergem sobre os conceitos de DCM e SCM, bem como não detalham seus processose também não direcionampara um modelo de implementação. O presente trabalho propõe elucidar as semelhanças e diferenças entre DCM e SCM, quais disciplinas são abordadas em cada entidade, seu processo de conexão e apresenta uma proposta de estrutura conceitual. O objetivo do presente trabalho é buscar excelência na cadeia de valor, com a percepção no cliente final.
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26

N.A., Alexey P. Tyapukhin. "Value Chain Management versus Supply Chain Management." International Journal of Management Concepts and Philosophy 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijmcp.2022.10052990.

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27

Tyapukhin, Alexey P. "Value chain management versus supply chain management." International Journal of Management Concepts and Philosophy 16, no. 4 (2023): 335–53. http://dx.doi.org/10.1504/ijmcp.2023.133790.

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28

Wouters, M. "Ontwikkelingen in supply chain management." Maandblad Voor Accountancy en Bedrijfseconomie 84, no. 11 (November 1, 2010): 545–55. http://dx.doi.org/10.5117/mab.84.12852.

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Het doel van dit artikel is om ontwikkelingen in supply chain management (SCM) te bespreken. SCM gaat over de inrichting en besturing van ketens van voortbrengingsprocessen. Aan bod komen: economische afwegingen rond leverbetrouwbaarheid, stroomlijnen van Europese interne supply chains, betere coördinatie van operationele activiteiten tussen bedrijven, en productontwerp voor de supply chain. De belangrijkste implicaties voor het werk van de controller en de accountant worden besproken, onder meer dat risicobeheersing belangrijker wordt wanneer supply chains verfijnder en efficiënter worden ingericht en bestuurd.
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29

Jolly, Dr Sukhwinder Singh. "Supply Chain Management - Introduction, Philosophy and Global Perspective." Indian Journal of Applied Research 3, no. 1 (October 1, 2011): 87–88. http://dx.doi.org/10.15373/2249555x/jan2013/35.

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30

Winiarski, Jaroslaw. "Crowd Logistics: Sharing Economy in Supply Chain Management." Socio-Economic Analyses 14, no. 1 (June 30, 2022): 138–48. http://dx.doi.org/10.54664/bczo3563.

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The purpose of this paper is to define crowd logistics, a relatively recent phenomenon in the sharing economy. Despite their increasing popularity, such projects have not been the topic of much research, with only a few pieces addressing the problems. The mission of crowd logistics is to connect market participants who have unique logistical capabilities with those who report logistical needs. This is done to prevent unproductive resource usage and to activate underutilized capabilities. An experimental strategy was used to study solutions used in practice, which was based on a survey of 77 active crowd logistics efforts. These projects are categorized into groups in this article, and the key differences between crowd logistics and regular business logistics are highlighted. Furthermore, efforts are made to ascertain future development directions, as well as the potential influence of crowd logistics on traditional firms. This research is based on an examination of secondary sources, including articles, consulting firm reports, and case studies published in branch publications, company websites, and provided by the firms themselves as part of webinars.
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31

M, John Britto, and Magesh R. "Influence of Employee Engagement on Supply Chain Management." Journal of Advanced Research in Dynamical and Control Systems 11, no. 0009-SPECIAL ISSUE (September 25, 2019): 1120–25. http://dx.doi.org/10.5373/jardcs/v11/20192680.

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32

Chalotra, Dr Vipul. "A Conceputal Framework Of Green Supply Chain Management." International Journal of Scientific Research 1, no. 3 (June 1, 2012): 14–15. http://dx.doi.org/10.15373/22778179/aug2012/5.

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33

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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34

Parveen, Nikhat. "The Comprehensive Study on Flipkart Supply Chain Management." International Journal of Research Publication and Reviews 5, no. 4 (April 11, 2024): 7598–601. http://dx.doi.org/10.55248/gengpi.5.0424.10115.

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35

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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36

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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37

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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Katoh, Naoki, Hiroshi Kise, Takayoshi Tamura, Shigeru Masuyama, Hiroshi Morita, Yasuki Sekiguchi, Hisashi Tamaki, and Kazuhiko Yasuda. "Preface on Special Issue on Advanced Planning and Scheduling for Supply Chain Management(Advanced Planning and Scheduling for Supply Chain Management)." Journal of the Operations Research Society of Japan 49, no. 3 (2006): 151. http://dx.doi.org/10.15807/jorsj.49.151.

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39

Frazzon, Enzo Morosini, Carlos Manuel Taboada Rodriguez, Marina Meireles Pereira, Matheus Cardoso Pires, and Iracyanne Uhlmann. "Towards Supply Chain Management 4.0." Brazilian Journal of Operations & Production Management 16, no. 2 (May 25, 2019): 180–91. http://dx.doi.org/10.14488/bjopm.2019.v16.n2.a2.

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Highlights: A brief review of industrial, logistics, and Supply Chain Management evolution. A concept and the technological elements for Supply Chain Management 4.0 (SCM 4.0) are presented. Potential applications of SCM 4.0 are reviewed as well. Goal: This paper aims at reviewing the historical development of the Supply Chain Management 4.0 concept and to propose an update for it. Design/Methodology/Approach: The exploratory part of the paper started with a bibliometric analysis to identify relevant keywords and publications per year. Secondly, a historical review of the concepts of Supply Chain Management is presented. Additionally, the paper embraced a conceptual approach to propose a new definition of Supply Chain Management 4.0. Lastly, a research outlook and some initiatives to the practical application of the concept are presented. Results: The bibliometric analysis about Supply Chain Management 4.0 reinforce the growing importance of the topic. The main keywords related to the subject indicate that Big Data, cloud computing, and Internet of Things are the most widely explored issues within smart supply chains. Analysis indicate that smart supply chains take advantage of communication and technological advances in order to build an adaptive, efficient, and transparent network. However, the application of such concept requires the development of knowledge, not only in the hardware and software fields, but also in the managerial field, to address the question of how to use that information and communication to benefit stakeholders. Limitations of the investigation: The document reports an exploratory research applied only to the Scopus database. In addition, only English-language literature was considered. Practical implications: The review showed a lack on the development of knowledge not only in the hardware field, but also in the managerial field. It is recommendable that studies focus on areas such as required data to be exchanged, potential financial benefits, and technological and managerial challenges. Originality/value: An overview of the historical evolution of the supply chain to the Supply Chain Management 4.0 is presented. A concept of Supply Chain Management 4.0 is proposed. Application examples illustrated the practical implementation of the proposed concept.
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Wynne-Powell, I. "Partnership in supply [supply chain management]." Manufacturing Engineer 83, no. 2 (April 1, 2004): 34–37. http://dx.doi.org/10.1049/me:20040206.

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41

Helms, Marilyn M., Lawrence P. Ettkin, and Sharon Chapman. "Supply chain forecasting – Collaborative forecasting supports supply chain management." Business Process Management Journal 6, no. 5 (December 2000): 392–407. http://dx.doi.org/10.1108/14637150010352408.

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42

AGUS, Arawati. "SUPPLY CHAIN MANAGEMENT, SUPPLY CHAIN FLEXIBILITY AND BUSINESS PERFORMANCE." Journal of Global Strategic Management 1, no. 5 (June 15, 2011): 134. http://dx.doi.org/10.20460/jgsm.2011515818.

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43

Peck, H. "Reconciling supply chain vulnerability, risk and supply chain management." International Journal of Logistics Research and Applications 9, no. 2 (June 2006): 127–42. http://dx.doi.org/10.1080/13675560600673578.

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44

Yuan, Xue-Ming, and Anrong Xue. "Supply Chain 4.0: New Generation of Supply Chain Management." Logistics 7, no. 1 (February 1, 2023): 9. http://dx.doi.org/10.3390/logistics7010009.

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45

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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46

Kim, Jong Hoon. "Effect of Supply Chain Capabilities on Supply Chain Risk Management and Supply Chain Performance." Academic Society of Global Business Administration 19, no. 3 (June 30, 2022): 165–84. http://dx.doi.org/10.38115/asgba.2022.19.3.165.

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Abstract:
This study is to find ways to manage the supply chain in a crisis situation where the supply chain is cut off or collapsed due to the increase in supply chain complexity and infectious diseases such as COVID-19. To this end, it has been expanded to include supply chain risk management in the existing supply chain competence perspective(three elements). In detail, the supply chain capability (agility and robustness) that can evaluate the level of supply chain risk management was proposed as a lagging factor of supply chain competence, and supply chain capability was proposed as a leading factor in supply chain performance and supply chain risk management performance. As a result of the analysis, supply chain competence had a significant positive effect on supply chain capability, and supply chain capability had a significant positive impact on supply chain performance as well as supply chain risk management performance. This study suggested the need to develop supply chain competence to manage supply chain risks. In addition, it is significant in that it confirmed that supply chain risk management can improve not only performance in crisis situations, but also overall performance of the supply chain.
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Harland, C. M. "Supply Chain Management: Relationships, Chains and Networks." British Journal of Management 7, s1 (December 1996): S63—S80. http://dx.doi.org/10.1111/j.1467-8551.1996.tb00148.x.

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48

Nieves Cristancho, Johana, and Fernando Salazar Arrieta. "e-Supply chain management for a technology company." International Journal of Management Science and Operations Research 1, no. 1 (August 30, 2016): 31–34. http://dx.doi.org/10.17981/ijmsor.01.01.04.

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49

KIUCHI, Atsuki, Takahiro Ogura, Toshinari ISHII, Akihisa TSUJIBE, Tazu NOMOTO, and Kentaro TAGUCHI. "Development of Agent-based Supply Chain Management Simulator." Proceedings of Mechanical Engineering Congress, Japan 2016 (2016): S1420102. http://dx.doi.org/10.1299/jsmemecj.2016.s1420102.

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Küster, Daniel. "Lean Supply Chain Management." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 108, no. 6 (June 28, 2013): 415–20. http://dx.doi.org/10.3139/104.110950.

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