This document discusses ethics and supply chain management. It begins by defining supply chain management and describing the purpose of having a code of ethics for managing supply chains. It then discusses common practices in supply chain management such as personal integrity, accountability, compliance, and issues around delivery times, communication, and trust between partners. It also examines tradeoffs involved in supply chain management and researchers' views on ethics regarding relationships with suppliers and competitors. Specific issues in the automotive industry's supply chains are then discussed.
Supply chain management and service quality in malaysian hotel industryAlexander Decker
This document summarizes a study that investigated the role of supply chain management practices in enhancing service quality in the hotel industry in Malaysia. The study analyzed data from 89 hotel managers in Malaysia. The results revealed that successful supply chain management practices, including strategic purchasing, communication with suppliers, and developing strong supplier relationships, can lead to higher levels of service quality. Specifically, the study found that strategic purchasing positively influences communication, supplier relationships, and service quality, and that better communication and supplier relationships are also positively related to higher service quality. The study concludes that hotel managers should focus on effective supply chain management to improve service quality and performance.
This document provides an overview of supply chain management. It defines supply chain management as coordinating the flow of goods and services from suppliers to customers. This includes managing the movement and storage of raw materials, work-in-progress, and finished goods. The document also discusses problems addressed in supply chain management such as distribution network configuration, distribution strategy, inventory management, and information sharing. Finally, it outlines activities at the strategic, tactical, and operational levels of supply chain management.
Supply chain management involves coordinating the flow of materials and information between suppliers, manufacturers, warehouses, and stores. The document discusses the key components of supply chain management including planning, sourcing, production, delivery, and returns. It also outlines the strategic and operational decisions involved in areas like location, production, inventory, and transportation that are important for managing the supply chain effectively. Overall, effective supply chain management requires integrating the various parts of the supply chain to improve customer service, reduce costs, and provide a competitive advantage.
Issues and Trends in Supply Chain ManagementMiles Weaver
This document provides an overview of key concepts in supply chain management. It discusses how supply chains compete rather than individual companies. Modern supply chain management aims to deliver superior customer value at lower overall costs. Key aspects of supply chain management covered include procurement, logistics, variability and risks, the need for resilience and agility, lean practices, and the importance of integration and strategic partnerships. The document also discusses outsourcing, offshoring, and the need for sustainable supply chain management.
Supply chain management involves coordinating activities across businesses involved in providing products to end customers. It includes planning and managing activities related to sourcing raw materials, manufacturing, and logistics. Supply chain management aims to create value and efficiency across the network of businesses. It addresses issues like distribution strategy, inventory management, and information sharing. Activities in supply chain management can be categorized as strategic, tactical, and operational. Effective supply chain management is important for competition in today's global business environment.
Creating and Managing Supplier RelationshipsFaHaD .H. NooR
Companies require their suppliers to deliver innovative and quality products not only in just-in-time (JIT) fashion, but also at a competitive price.
Good supplier relations can provide many benefits such as flexibility in terms of delivery, better quality, better information, and better material flows between buyers and suppliers.
Selecting the right supply partners and successfully managing these relationships over time is thus strategically important; it is often stated that “a firm is only as good as its suppliers.”
This document provides definitions and analyses of supply chains and supply chain management. It first discusses definitions of supply chains from various sources that generally describe supply chains as involving the flow of goods and materials from suppliers to customers. It then discusses more complex definitions that include additional activities. The document also provides definitions of supply chain management from different sources that commonly describe it as coordinating activities across the supply chain to optimize efficiency and customer satisfaction.
American Express operates in the financial services industry providing credit cards, travel services, and risk management solutions. It targets high earning customers and charges merchants a fee on credit card transactions. The environment American Express operates in is characterized by:
1. High complexity due to operating globally in a niche premium market segment.
2. High dynamism as it seeks to expand its merchant acceptance while facing challenges from competitors offering lower fees.
3. High richness with opportunities to capture more corporate travel customers and transactions.
The multiple forces American Express must deal with across different environments and its goal of market expansion results in a highly uncertain operating environment.
Supply chain management and service quality in malaysian hotel industryAlexander Decker
This document summarizes a study that investigated the role of supply chain management practices in enhancing service quality in the hotel industry in Malaysia. The study analyzed data from 89 hotel managers in Malaysia. The results revealed that successful supply chain management practices, including strategic purchasing, communication with suppliers, and developing strong supplier relationships, can lead to higher levels of service quality. Specifically, the study found that strategic purchasing positively influences communication, supplier relationships, and service quality, and that better communication and supplier relationships are also positively related to higher service quality. The study concludes that hotel managers should focus on effective supply chain management to improve service quality and performance.
This document provides an overview of supply chain management. It defines supply chain management as coordinating the flow of goods and services from suppliers to customers. This includes managing the movement and storage of raw materials, work-in-progress, and finished goods. The document also discusses problems addressed in supply chain management such as distribution network configuration, distribution strategy, inventory management, and information sharing. Finally, it outlines activities at the strategic, tactical, and operational levels of supply chain management.
Supply chain management involves coordinating the flow of materials and information between suppliers, manufacturers, warehouses, and stores. The document discusses the key components of supply chain management including planning, sourcing, production, delivery, and returns. It also outlines the strategic and operational decisions involved in areas like location, production, inventory, and transportation that are important for managing the supply chain effectively. Overall, effective supply chain management requires integrating the various parts of the supply chain to improve customer service, reduce costs, and provide a competitive advantage.
Issues and Trends in Supply Chain ManagementMiles Weaver
This document provides an overview of key concepts in supply chain management. It discusses how supply chains compete rather than individual companies. Modern supply chain management aims to deliver superior customer value at lower overall costs. Key aspects of supply chain management covered include procurement, logistics, variability and risks, the need for resilience and agility, lean practices, and the importance of integration and strategic partnerships. The document also discusses outsourcing, offshoring, and the need for sustainable supply chain management.
Supply chain management involves coordinating activities across businesses involved in providing products to end customers. It includes planning and managing activities related to sourcing raw materials, manufacturing, and logistics. Supply chain management aims to create value and efficiency across the network of businesses. It addresses issues like distribution strategy, inventory management, and information sharing. Activities in supply chain management can be categorized as strategic, tactical, and operational. Effective supply chain management is important for competition in today's global business environment.
Creating and Managing Supplier RelationshipsFaHaD .H. NooR
Companies require their suppliers to deliver innovative and quality products not only in just-in-time (JIT) fashion, but also at a competitive price.
Good supplier relations can provide many benefits such as flexibility in terms of delivery, better quality, better information, and better material flows between buyers and suppliers.
Selecting the right supply partners and successfully managing these relationships over time is thus strategically important; it is often stated that “a firm is only as good as its suppliers.”
This document provides definitions and analyses of supply chains and supply chain management. It first discusses definitions of supply chains from various sources that generally describe supply chains as involving the flow of goods and materials from suppliers to customers. It then discusses more complex definitions that include additional activities. The document also provides definitions of supply chain management from different sources that commonly describe it as coordinating activities across the supply chain to optimize efficiency and customer satisfaction.
American Express operates in the financial services industry providing credit cards, travel services, and risk management solutions. It targets high earning customers and charges merchants a fee on credit card transactions. The environment American Express operates in is characterized by:
1. High complexity due to operating globally in a niche premium market segment.
2. High dynamism as it seeks to expand its merchant acceptance while facing challenges from competitors offering lower fees.
3. High richness with opportunities to capture more corporate travel customers and transactions.
The multiple forces American Express must deal with across different environments and its goal of market expansion results in a highly uncertain operating environment.
The document discusses supplier relationship management (SRM). It defines SRM as working collaboratively with key suppliers to maximize value from the relationships. Effective SRM gives competitive advantages like reduced costs and improved service. It involves selecting the best suppliers, strengthening communication and integrating suppliers into the supply chain process. The document also outlines SRM strategies, opportunities, and activities like evaluating supply strategies, enabling supplier self-service, and monitoring relationships.
Strategic supply chain management and logisticsBhavi Bhatia
The document outlines 5 tasks related to supply chain management, with the first task explaining the importance of SCM in achieving organizational objectives, the link between SCM and business functions, and key drivers for an integrated SCM strategy. The second task focuses on using IT to optimize supplier relationships, while the third evaluates the role of IT in integrating different parts of the supply chain and managing the supply chain. The fourth task examines the role of logistics and procurement in SCM, and the fifth plans strategies to improve an organization's supply chain.
Effectiveness of supply chain management in textile and apparel industries of...Musfiqur Rahman
This document presents a case study on the effectiveness of supply chain management in the textile and apparel industries of Bangladesh. It analyzes three companies - Multifabs Limited, Partex Denim Ltd, and Graphics Textile Ltd. The study finds that while supplier relationship management and customer relationship management are moderately effective, other areas like transportation and warehousing costs, information flow, and strategic planning are less effective. It recommends improving coordination between departments, addressing communication challenges, implementing cost-effective transportation, and increasing government support and monitoring to enhance supply chain effectiveness.
Maximizing Supply Chain Performance in the Transportation and Logistics IndustryCognizant
This document discusses the need for performance management in the transportation and logistics industry. It outlines that while most companies in this industry have deployed business intelligence tools, few have realized their full benefits. Effective performance management requires measuring the right key performance indicators, having consistent and credible data, and aligning metrics across partners in the supply chain. It enables organizations to optimize costs, improve customer service levels, and use logistics as a competitive differentiator.
Supplier Relationship Management (SRM) Research 2012-2013salleijn
Over the last twelve years that we have conducted the Supplier Relationship Management (SRM) Survey, the market for SRM has steadily grown and companies continue today to invest in these critical applications. The growth in this market is a testament to the importance of this survey.
In addition to an overview of the major players in the market, the vendor survey shares the experiences, issues and questions that we see daily as procurement professionals implementing and optimizing SRM. Within the document, our expert colleagues share their views and experiences on SRM, resulting in cutting-edge opinion that offers a unique perspective on different facets of SRM. Major themes include the Seven Strategies for Future Procurement, Procurement and Sustainability, Usability and Demand Management, Supply Chain Finance and Procurement and Innovation.
Furthermore, the reader can find vendor profiles describing the participating vendors in greater detail. The descriptions cover information related to their specialization, the total scope of their offering, their distinguishing characteristics compared to competitors, the types of solutions offered (SaaS/In-house etc.), implementations and markets targeted.
Supply chain management in the textile industryManish Tiwary
This document summarizes a study on developing an analytical hierarchy process (AHP) model for supplier selection in the textile industry. The study first discusses the importance of supply chain management and performance measurement in the apparel industry. It then presents an AHP model that breaks down the supplier selection problem into a hierarchy. The model identifies key criteria like cost, quality, and delivery and allows pairwise comparisons to determine weights for each criterion. This helps apparel companies systematically evaluate and select suppliers that best fit their supply chain strategy and goals.
This document provides an overview of various business functions and how information systems support them. It discusses accounting, finance, engineering, supply chain management, customer relationship management, and human resource management. Information systems help with activities like inventory control, manufacturing scheduling, targeted marketing, and employee records management. The document also covers ethical issues around consumer privacy and the collection and use of personal data.
This document provides an overview of supply chain management (SCM). It defines SCM as coordinating and integrating all activities from sourcing to consumption to deliver enhanced customer value through synchronized management of physical goods and information flow. The importance of SCM is described as enabling companies to get products to customers faster than competitors to gain a competitive advantage. An example is given of how analyzing and improving processes throughout the supply chain can reduce order to delivery cycle times.
This document discusses supply chain management and related topics in three sections. The first section defines supply chain management and discusses key concepts like stakeholders, competitive advantage, customer satisfaction, and global operations. The second section covers managing risk and disruptions, including developing a risk mitigation plan with proactive and reactive measures. The third section examines supply chain management's role in humanitarian operations during natural disasters.
While many firms are part of supply chain not all are managed in any truly coordinated fashion.
Many firms within supply chain wants to work independently.
Firms with large system inventories, many suppliers, complex product assemblies and highly valued customers benefit most from the practice of supply chain management.
For these firms, even moderate supply chain management success can mean lower purchasing and inventory carrying costs, better product quality and higher levels of customer service—all leading to more sales.
This presentation will help you understand the supplier relationship management and supply chain relationships.
You may also see the interactive video lecture on this subject here: http://www.aims.education/study-online/supplier-relationship-management/
Logistics involves planning and coordinating the efficient flow of goods and services from suppliers to customers. It integrates information, transportation, inventory, warehousing and packaging. The goal of logistics management is to deliver products to customers with the highest service levels at the lowest possible cost. Effective logistics can provide a competitive advantage by differentiating a company through lower costs or better customer service than competitors. Logistics management aims to strategically coordinate procurement, production and distribution to maximize profitability through fulfilling customer orders in a cost-effective manner.
The document discusses product proliferation and strategic leadership. It provides examples of companies that offer many variations of products through different sizes, colors, and uses. This allows companies to target different market segments but can also confuse consumers. The document then discusses 11 characteristics of strategic leaders, including having a clear long-term vision, articulating their business model, commitment, being well-informed, willingness to delegate, astute use of power, emotional intelligence, balancing present and future needs, influencing rather than dominating, managing in both good and bad times, and anticipating and managing chaos.
The document provides a historical perspective on supply chain management (SCM) in Thailand. It discusses how SCM has evolved from the traditional independent business model to today's more collaborative model enabled by advances in information technology. It also summarizes recent developments in SCM adoption in Thailand, including initiatives in the retail, apparel, and other industries. Key enablers of SCM like ERP systems are also discussed. Overall the document outlines Thailand's progress with SCM but notes most companies still have a long way to go to fully realize its benefits.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIESShadina Shah
1. The document discusses leveraging resources and capabilities through understanding a company's value chain.
2. It defines the value chain as the set of linked activities a company performs to design, produce, market, distribute and support its products.
3. Primary activities in the value chain include product design, operations, marketing, logistics, and service, while support activities include procurement, human resources, technology, and general management.
4. Configuration and coordination are important for managing a value chain. Configuration refers to how activities are arranged, while coordination connects the activities and is influenced by factors like national culture, learning effects, and operational obstacles.
1. The document discusses supply chain management, defining a supply chain as the system involved in moving products from suppliers to customers, and supply chain management as planning and controlling supply chain operations efficiently.
2. It describes the SCOR model, which defines core supply chain processes like plan, source, make, deliver, and return, and provides performance metrics and best practices.
3. Successful supply chain management requires integrating activities like procurement, product development, distribution, and performance measurement into key supply chain business processes.
The document discusses key concepts in supply chain management. It defines supply chain management and outlines its importance. Supply chain management aims to coordinate the flow of goods from raw materials to end customers through integrated planning. The chapter covers the origins and evolution of supply chain management practices. It also outlines important elements like purchasing, operations, distribution, and integration. Finally, it discusses future trends in expanding supply chains, increasing responsiveness, reducing environmental impact, and lowering costs.
Disruption/Risk Management in supply chains- a reviewBehzad Behdani
This paper describes an integrated framework for handling disruptions in supply chains. The integrated framework incorporates two main perspectives on managing disruptions, namely pre- and post-disruption perspectives, which are usually treated as separate in the existing frameworks. Next, the proposed integrated framework is used to review the literature in supply chain risk/disruption management. The review gives an overview of the key aspects and specific methods that can be used for each step in the framework. Based on the review, some main observations are also discussed. The first is that literature has not uniformly discussed different parts of the framework; pre-disruption steps, such as risk identification and risk treatment, have been explored extensively while post-disruption steps such as disruption detection and learning have been given far less attention. Secondly, there is a lack of quantitative (simulation and modeling) studies for handling supply chain disruptions. These two gaps, therefore, represent avenues for future research on supply chain risk/disruption management.
The document provides an overview of supply chain management. It discusses key concepts like the SCOR model, Porter's value chain, total quality management, lean management, and industry strategies like engineer-to-order, make-to-order, and make-to-stock. The SCOR model describes five core supply chain processes: plan, source, make, deliver, and return. Porter's value chain identifies primary activities like operations and outbound logistics and support activities like procurement. Different industry strategies balance factors like customer involvement, delivery lead time, and inventory levels.
This document discusses the negative impacts that bad leadership traits can have on supply chain organizations. It begins by outlining the roles and responsibilities of supply chain management professionals, noting they are key to an organization's success or failure. It then examines the benefits of a well-run "well-oiled machine" supply chain organization, contrasting it with examples of how bad leadership can derail an organization. Specific negative traits discussed include abusing power for personal gain, controlling information, making reckless decisions, and breaking rules to serve personal goals. The document emphasizes that even well-intentioned leaders can cause harm if their actions primarily benefit themselves over the organization.
This document discusses supply chain management in the apparel industry. It provides definitions of supply chain management and describes key aspects of apparel supply chains, including typical links such as raw material suppliers, manufacturers, export channels, and retail networks. It also discusses the roles of merchandisers in managing apparel supply chain efficiency and outlines some trends in supply chain management like increased use of technology.
The document discusses supplier relationship management (SRM). It defines SRM as working collaboratively with key suppliers to maximize value from the relationships. Effective SRM gives competitive advantages like reduced costs and improved service. It involves selecting the best suppliers, strengthening communication and integrating suppliers into the supply chain process. The document also outlines SRM strategies, opportunities, and activities like evaluating supply strategies, enabling supplier self-service, and monitoring relationships.
Strategic supply chain management and logisticsBhavi Bhatia
The document outlines 5 tasks related to supply chain management, with the first task explaining the importance of SCM in achieving organizational objectives, the link between SCM and business functions, and key drivers for an integrated SCM strategy. The second task focuses on using IT to optimize supplier relationships, while the third evaluates the role of IT in integrating different parts of the supply chain and managing the supply chain. The fourth task examines the role of logistics and procurement in SCM, and the fifth plans strategies to improve an organization's supply chain.
Effectiveness of supply chain management in textile and apparel industries of...Musfiqur Rahman
This document presents a case study on the effectiveness of supply chain management in the textile and apparel industries of Bangladesh. It analyzes three companies - Multifabs Limited, Partex Denim Ltd, and Graphics Textile Ltd. The study finds that while supplier relationship management and customer relationship management are moderately effective, other areas like transportation and warehousing costs, information flow, and strategic planning are less effective. It recommends improving coordination between departments, addressing communication challenges, implementing cost-effective transportation, and increasing government support and monitoring to enhance supply chain effectiveness.
Maximizing Supply Chain Performance in the Transportation and Logistics IndustryCognizant
This document discusses the need for performance management in the transportation and logistics industry. It outlines that while most companies in this industry have deployed business intelligence tools, few have realized their full benefits. Effective performance management requires measuring the right key performance indicators, having consistent and credible data, and aligning metrics across partners in the supply chain. It enables organizations to optimize costs, improve customer service levels, and use logistics as a competitive differentiator.
Supplier Relationship Management (SRM) Research 2012-2013salleijn
Over the last twelve years that we have conducted the Supplier Relationship Management (SRM) Survey, the market for SRM has steadily grown and companies continue today to invest in these critical applications. The growth in this market is a testament to the importance of this survey.
In addition to an overview of the major players in the market, the vendor survey shares the experiences, issues and questions that we see daily as procurement professionals implementing and optimizing SRM. Within the document, our expert colleagues share their views and experiences on SRM, resulting in cutting-edge opinion that offers a unique perspective on different facets of SRM. Major themes include the Seven Strategies for Future Procurement, Procurement and Sustainability, Usability and Demand Management, Supply Chain Finance and Procurement and Innovation.
Furthermore, the reader can find vendor profiles describing the participating vendors in greater detail. The descriptions cover information related to their specialization, the total scope of their offering, their distinguishing characteristics compared to competitors, the types of solutions offered (SaaS/In-house etc.), implementations and markets targeted.
Supply chain management in the textile industryManish Tiwary
This document summarizes a study on developing an analytical hierarchy process (AHP) model for supplier selection in the textile industry. The study first discusses the importance of supply chain management and performance measurement in the apparel industry. It then presents an AHP model that breaks down the supplier selection problem into a hierarchy. The model identifies key criteria like cost, quality, and delivery and allows pairwise comparisons to determine weights for each criterion. This helps apparel companies systematically evaluate and select suppliers that best fit their supply chain strategy and goals.
This document provides an overview of various business functions and how information systems support them. It discusses accounting, finance, engineering, supply chain management, customer relationship management, and human resource management. Information systems help with activities like inventory control, manufacturing scheduling, targeted marketing, and employee records management. The document also covers ethical issues around consumer privacy and the collection and use of personal data.
This document provides an overview of supply chain management (SCM). It defines SCM as coordinating and integrating all activities from sourcing to consumption to deliver enhanced customer value through synchronized management of physical goods and information flow. The importance of SCM is described as enabling companies to get products to customers faster than competitors to gain a competitive advantage. An example is given of how analyzing and improving processes throughout the supply chain can reduce order to delivery cycle times.
This document discusses supply chain management and related topics in three sections. The first section defines supply chain management and discusses key concepts like stakeholders, competitive advantage, customer satisfaction, and global operations. The second section covers managing risk and disruptions, including developing a risk mitigation plan with proactive and reactive measures. The third section examines supply chain management's role in humanitarian operations during natural disasters.
While many firms are part of supply chain not all are managed in any truly coordinated fashion.
Many firms within supply chain wants to work independently.
Firms with large system inventories, many suppliers, complex product assemblies and highly valued customers benefit most from the practice of supply chain management.
For these firms, even moderate supply chain management success can mean lower purchasing and inventory carrying costs, better product quality and higher levels of customer service—all leading to more sales.
This presentation will help you understand the supplier relationship management and supply chain relationships.
You may also see the interactive video lecture on this subject here: http://www.aims.education/study-online/supplier-relationship-management/
Logistics involves planning and coordinating the efficient flow of goods and services from suppliers to customers. It integrates information, transportation, inventory, warehousing and packaging. The goal of logistics management is to deliver products to customers with the highest service levels at the lowest possible cost. Effective logistics can provide a competitive advantage by differentiating a company through lower costs or better customer service than competitors. Logistics management aims to strategically coordinate procurement, production and distribution to maximize profitability through fulfilling customer orders in a cost-effective manner.
The document discusses product proliferation and strategic leadership. It provides examples of companies that offer many variations of products through different sizes, colors, and uses. This allows companies to target different market segments but can also confuse consumers. The document then discusses 11 characteristics of strategic leaders, including having a clear long-term vision, articulating their business model, commitment, being well-informed, willingness to delegate, astute use of power, emotional intelligence, balancing present and future needs, influencing rather than dominating, managing in both good and bad times, and anticipating and managing chaos.
The document provides a historical perspective on supply chain management (SCM) in Thailand. It discusses how SCM has evolved from the traditional independent business model to today's more collaborative model enabled by advances in information technology. It also summarizes recent developments in SCM adoption in Thailand, including initiatives in the retail, apparel, and other industries. Key enablers of SCM like ERP systems are also discussed. Overall the document outlines Thailand's progress with SCM but notes most companies still have a long way to go to fully realize its benefits.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIESShadina Shah
1. The document discusses leveraging resources and capabilities through understanding a company's value chain.
2. It defines the value chain as the set of linked activities a company performs to design, produce, market, distribute and support its products.
3. Primary activities in the value chain include product design, operations, marketing, logistics, and service, while support activities include procurement, human resources, technology, and general management.
4. Configuration and coordination are important for managing a value chain. Configuration refers to how activities are arranged, while coordination connects the activities and is influenced by factors like national culture, learning effects, and operational obstacles.
1. The document discusses supply chain management, defining a supply chain as the system involved in moving products from suppliers to customers, and supply chain management as planning and controlling supply chain operations efficiently.
2. It describes the SCOR model, which defines core supply chain processes like plan, source, make, deliver, and return, and provides performance metrics and best practices.
3. Successful supply chain management requires integrating activities like procurement, product development, distribution, and performance measurement into key supply chain business processes.
The document discusses key concepts in supply chain management. It defines supply chain management and outlines its importance. Supply chain management aims to coordinate the flow of goods from raw materials to end customers through integrated planning. The chapter covers the origins and evolution of supply chain management practices. It also outlines important elements like purchasing, operations, distribution, and integration. Finally, it discusses future trends in expanding supply chains, increasing responsiveness, reducing environmental impact, and lowering costs.
Disruption/Risk Management in supply chains- a reviewBehzad Behdani
This paper describes an integrated framework for handling disruptions in supply chains. The integrated framework incorporates two main perspectives on managing disruptions, namely pre- and post-disruption perspectives, which are usually treated as separate in the existing frameworks. Next, the proposed integrated framework is used to review the literature in supply chain risk/disruption management. The review gives an overview of the key aspects and specific methods that can be used for each step in the framework. Based on the review, some main observations are also discussed. The first is that literature has not uniformly discussed different parts of the framework; pre-disruption steps, such as risk identification and risk treatment, have been explored extensively while post-disruption steps such as disruption detection and learning have been given far less attention. Secondly, there is a lack of quantitative (simulation and modeling) studies for handling supply chain disruptions. These two gaps, therefore, represent avenues for future research on supply chain risk/disruption management.
The document provides an overview of supply chain management. It discusses key concepts like the SCOR model, Porter's value chain, total quality management, lean management, and industry strategies like engineer-to-order, make-to-order, and make-to-stock. The SCOR model describes five core supply chain processes: plan, source, make, deliver, and return. Porter's value chain identifies primary activities like operations and outbound logistics and support activities like procurement. Different industry strategies balance factors like customer involvement, delivery lead time, and inventory levels.
This document discusses the negative impacts that bad leadership traits can have on supply chain organizations. It begins by outlining the roles and responsibilities of supply chain management professionals, noting they are key to an organization's success or failure. It then examines the benefits of a well-run "well-oiled machine" supply chain organization, contrasting it with examples of how bad leadership can derail an organization. Specific negative traits discussed include abusing power for personal gain, controlling information, making reckless decisions, and breaking rules to serve personal goals. The document emphasizes that even well-intentioned leaders can cause harm if their actions primarily benefit themselves over the organization.
This document discusses supply chain management in the apparel industry. It provides definitions of supply chain management and describes key aspects of apparel supply chains, including typical links such as raw material suppliers, manufacturers, export channels, and retail networks. It also discusses the roles of merchandisers in managing apparel supply chain efficiency and outlines some trends in supply chain management like increased use of technology.
This document discusses supply chain management in the textile industry. It defines supply chain management and outlines its objectives, which include meeting customer demand efficiently and reducing costs. The document also describes the various stages of the textile supply chain and discusses factors that make managing it challenging, such as its complexity, conflicting objectives among members, and dynamic changes. Finally, the document discusses the importance of branding in the textile supply chain and how strong brands can benefit both customers and companies.
This document discusses how sustainable supply chain management can provide competitive advantage. It outlines an approach to SSCM and introduces concepts like the strategic and complex nature of supply chains. The document notes that sustainability is becoming increasingly important to businesses and explores how SSCM can enhance resources, capabilities and partnerships. Effectively managing sustainability in supply chains requires a long term, strategic focus on creating shared value throughout the chain.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIESShadina Shah
This chapter discusses leveraging resources and capabilities. It defines resources and capabilities as tangible and intangible assets a firm can use strategically. Resources can be organized into four categories: financial, physical, technological, and organizational. Intangible resources like human capital, innovation, and reputation are also discussed. The value chain is introduced as the set of value-creating activities from product design to support. Primary and support activities of the value chain are outlined. Configuration and coordination of the value chain are explained in relation to factors like costs, clusters, logistics, and culture. The VRIO framework is presented as a tool to assess the competitive potential of resources based on their value, rarity, imitability, and ability to
Conquering the Supply Chain Effective FrontierLora Cecere
Conquering the Supply Chain Effective Frontier - A Handbook for the Value Chain Leader to Manage Trade-offs in Defining Supply Chain Excellence
Supply chain practices are nearing their third decade of maturation. The term supply chain excellence is bandied about by leaders, consultants and technology providers, but there is no alignment on what it means.
Conventional systems of measurement for supply chain excellence are problematic. In this report, we share insights gained during interviews with 75 supply chain pioneers. Based on their feedback we created a new framework, that we define here as the Supply Chain Effective Frontier, for supply chain leaders to use to determine supply chain excellence. This methodology is based on publicly available financial balance sheet data grouped into four sets of supply chain ratios: growth, profitability, cycle, and complexity.
We believe that supply chain excellence is best defined as the alignment of the supply chain team to deliver results to meet and exceed the requirements of the business strategy. This requires a clear vision and cross-functional coordination and alignment over a multi-year road map. It needs to be holistic. A supply chain is a complex system with increasing business complexity. The analysis needs to facilitate a clear understanding of trade-offs embedded in day-to-day decision making. It is this clarity that we find missing in many teams that we work with, and it is for this reason we wrote this report.
The knowledge of Coordination for Supply Chain IntegrationMohammad Rahman
Hi, This is Habib, student of Msc in Textile Engg. BUTex and tried to gather some info about the topic and published for the help of any guys if needed.Thanks-Habib
The document compares the supply chain designs of Coca Cola and Sony Ericsson. Coca Cola uses an economic model and relationship matrix to design its global supply chain. Sony Ericsson's design is based on principles of trust, information sharing, and continuous improvement. Both companies make strategic decisions in their supply chains, with Coca Cola using the HAPTIC model and Sony Ericsson using a six-step process. Customers play an important role in both supply chains by providing input for demand forecasting and requirements. Quality management is also crucial, with both companies evolving their roles to assure quality and delight customers.
The document discusses supply chain management and reverse logistics. It defines supply chain management as planning, implementing, and controlling procedures for efficient transportation and storage of goods from origin to consumption. Reverse logistics is defined as the flow of materials from consumption back to origin for disposal, refurbishing, reuse, or reallocation. Reverse logistics has become important in logistics and the U.S. Army, where it helps save money and keep large operations moving efficiently. The document examines the Army's reverse logistics policies.
Supply chain management (SCM) – Meaning, Features, advantages gained, disadvantage, physical flow of merchandise, logistics of e-retailing.
Information system in retailing: Acquiring and using information strategies, technology in retail, information sources, retail information system.
This document summarizes a study on supply chain management in the textile industry and a supplier selection model using analytical hierarchy process. It discusses key factors for a successful supply chain in the globalized textile industry. The study presents an AHP model that apparel companies can use to select suppliers and develop a supplier relationship management strategy. The model identifies strategic priorities and weights to select suppliers that align with the company's strategy. The outcome and implications of the model for implementation are also discussed.
This document discusses supplier diversity as a business practice. It defines supplier diversity as providing equal opportunities for all businesses to compete. Supplier diversity involves purchasing from minority-owned businesses and is an important part of corporate social responsibility. It increases competitive advantage for businesses by broadening their supplier base. The United States was one of the first countries to formalize supplier diversity. Some challenges minority-owned businesses face include larger companies preferring fewer large suppliers. Guidelines for successful supplier diversity programs include integrating it as a business goal, gaining top management support, appointing diversity champions, and building relationships with suppliers.
Supply chain management is the systemic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole
This document discusses supply chain management. It defines supply chain management as coordinating the flow of materials, information, and finances from suppliers to manufacturers to distributors to retailers to consumers. The goal is to reduce inventory while keeping products available. There are three main flows in a supply chain: product flow, information flow, and financial flow. The document also discusses key drivers, issues, and challenges in supply chain management like strategic partnerships, information sharing, and defining customer value.
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Implementation of Supply Chain Management and its Effectiveness on Marketing ...ijtsrd
Supply chain control has assumed a good sized role in firms performance and has attracted serious research interest over the last few years. A literature reviewreveals a massive spurt in studies in principle and exercise of SCM Combining and informing on capabilities of deliver control and distribution management. This integration hasresulted within the concept of prolonged. Employer and the supply chain is now appear as the collaborative deliver chain across intercompany borders to maximise the value throughout the complete deliver chain. A massive variety of research papers had been published in numerous journals in ultimate many years. On this paper an attempt is made to study the popularity of literature on supply Chain management. A literature classification scheme is proposed. a complete of 588 articles from thirteen refereed academic journals are categorised into articles in 5 methodologies i.e. Exploratory, Normative, methodology, Literature review and hypothesis testing. This literature evaluation reveals that exploratory kind of studies is normally favoured it is expected that with the maturity of SCM the hypothesis trying out approach will choose up. The articles are similarly categorised in fifteen categories on the basis of content analysis. Based on this assessment, some feasible studies issues are recognized. Prof. Rekha D. M | Sowmya A V ""Implementation of Supply Chain Management and its Effectiveness on Marketing of Business Organisations"" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-4 , June 2019, URL: https://www.ijtsrd.com/papers/ijtsrd23876.pdf
Paper URL: https://www.ijtsrd.com/management/strategic-management/23876/implementation-of-supply-chain-management-and-its-effectiveness-on-marketing-of-business-organisations/prof-rekha-d-m
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1. Running head: SUPPLY CHAIN MANAGEMENT
Importance of Supply Chain Management for Global Organizations
[Name of the Writer]
[Name of the Institution]
2. SCM ii
Table of Contents
Supply Chain Management ............................................................................................................. 3
Supply Chain Management (SCM)................................................................................................. 3
Purpose of the Code of Ethics for managing the supply chain ....................................................... 3
Common Practices prevalent in the area of SCM ........................................................................... 4
Personal integrity and professionalism ............................................................................ 4
Accountability and transparency ...................................................................................... 5
Compliance and continuous improvement ....................................................................... 5
Longer delivery times and logistics complex ................................................................... 5
Lack of communication and trust ..................................................................................... 6
Trade offs in Supply Chain Management ....................................................................................... 6
Researcher‟s views & opinions concerned regarding ethics and supply chain management ......... 8
Major Supply chain issues: A example of car manufacturing ...................................................... 12
Issues addressed by the Smart Concept and Logistics at MCC .................................................... 13
Postponement and Extended enterprise ........................................................................................ 16
Quality Assurance in the supply chain through Co-operation with suppliers .............................. 18
Disaster Management through Effective Supply chain ................................................................ 19
Conclusion .................................................................................................................................... 23
Recommendations ......................................................................................................................... 24
3. SCM 3
Supply Chain Management
Supply Chain Management (SCM)
As we have been stressing throughout this text, ethical decisions are critical to the long-
term success of any organization. However, the supply chain is particularly prone to slippage, as
the opportunities to behave unethically are enormous (Carterm 2002, 37). With a sales staff
eager to sell, and purchasing agents who spend huge amounts, the temptation to unethical
behavior is considerable. Many sellers end up making friends with their customers, making
favors, taking them to lunch or giving them small (or big) gifts.
Define when a gift of friendship becomes a bribe is a challenge. Many companies have
rules and strict codes of conduct that limit what is considered acceptable. Being aware of these
problems, the Institute for Supply Management has developed principles and standards that can
be used as guidelines for ethical behavior (Halldorsson, 2007, 284). Ethical supply chain is
viable because ethical supply chain sets the basic global principles to condition the behavior of
the broader public sector, their suppliers, their advisors and others involved in activities related
to chain supply (Oliver, 2009, 246).
Purpose of the Code of Ethics for managing the supply chain
Ethics in supply chain management is viable because this is a type of activity that is need
to been handled with care and efficiently because if these principles would not be followed it
could have drastic impact on the organizations and their reputation. The Code does not replace
the ethical codes in place in some organizations, but rather just add the codes by providing
specific standards of practice applicable to the supply chain (Masters, 2008, 78).
4. SCM 4
Common Practices prevalent in the area of SCM
Personal integrity and professionalism
All persons involved in purchases or other activities related to the supply chain must act
with integrity and professionalism and show their involvement. Honesty, diligence and
reasonable care must be integral to all activities of the supply chain, both within the broader
public sector organizations, suppliers and other stakeholders among themselves. All must show
respect for others and the environment.
Confidential information must be protected. All concerned must refrain from engaging in
any activity that could create or appear to create a conflict of interest, such as accepting gifts or
favors, giving preferential treatment to certain public or press suppliers and products (Movahedi,
2009, 75). There might be a question from where to begin but these few elaborative prominent
points will provide an overview of how it should be done.
1. Make a commitment - Actions must affirm words and dedication towards the
financial maximization keeping in mind the ethical perspective.
2. Assess where you stand – thoroughly assess where organizations stand and then
execute strategies accordingly to tackle it.
3. Decide and plan where you want to go - Based on assessment of risks and
opportunities, a strategy and action plan can be developed. Targets help focus
efforts and also provide a benchmark for measuring success.
4. Get efficient - Looking at your life or business can help in other ways by
increasing the efficiency of resource use ultimately improving overall
performance and reputation.
5. SCM 5
Accountability and transparency
Activities related to the supply chain should be conducted openly and be based on
responsible management. Thus, contracting and procurement should be conducted in a fair and
transparent and seek the optimization of federal funds. All persons involved in these activities
must ensure the responsible use, skilled and effective public sector resources (Worrell, 2009,
277).
Compliance and continuous improvement
Those involved in procurement or pursuing other activities related to the supply chain
must comply with this Code of Ethics and the laws of Canada and Ontario. They must
continually work to improve policies and procedures relating to the supply chain, their skills and
knowledge related to supply chain and for disseminating leading practices (Woodhouse, 2010,
23).
Longer delivery times and logistics complex
The production is increasingly located abroad, providers are more dispersed and in
distinct social and cultural contexts, which leads to more complex logistics. Another growing
trend is to pressure suppliers to occur faster and to accept an order confirmation as close as
possible delivery day, so the buyer can make changes in quantity and design art hour (Kouvelis,
2009, 449).
6. SCM 6
Lack of communication and trust
The lack of communication and exchange of information on the production process can
lead a lack of trust between buyer and supplier, with the possible consequences of failures
planning and production delays. If there are communication failures, it is difficult to specify
product and design changes already decided. The result in the whole process can be delayed
delivery or failure in the final product. Moreover, in some cultures, for example in China,
considered impolite to refuse requests from clients, but still an order for buyer is a fact, the
reality may be impossible to meet.
By contrast, it can offer opportunities for global remote producers in developing
countries. The term "ethical supply chain management" refers to the creation of equal conditions
for suppliers. Corruption and bribery Corruption is an issue always present, although more
common in some places than others. Because the supply chains are increasingly complex,
include more players and more international control and transparency are difficult.
Trade offs in Supply Chain Management
The basic problems and concerns that are usually being addressed with individuals in
different organizations tend to make way for being resolved and rectified in the area of supply
chain management. These specifically include transport networks, distribution chains, inventory
management, purchases, logistics and other amenities that related to effectively, timely and safe
distribution of goods or services, depending upon the nature of the business.
To come to note precisely, there are several factors that act as driving forces of the supply
chain management towards the kind of business that people are involved in. However, there are
certain patent tradeoffs and the kind of issues and concerns that are involved and directly
7. SCM 7
influence, change, amend or even halt the timely execution and development of all activities that
are related to supply chain management. Some of the major causes involved are as follows:
1. Distribution Network Configuration: this implies the kind of location, date of
delivery, vendors and suppliers involved in the development and establishment of the
networks, cross-docks or even, in some unique situations, direct dealing and
understanding with the customer.
2. Distribution Strategy: here, it depends on the kind of channels that you as a
facilitator or as an intermediary to transport and transmit your immediate goods or
contents required for distribution. This could wary depending upon the kind of
goods that are being transferred and transmitted and the kind of destination and
location where the containers or cargo would be dispatched and received from the
end customer.
3. Tradeoffs in Logistical activities: In order for this occur, the former two need to be
aligned, be coincided and at the same time should be in-scope together in order to
produce and yield the minimum lowest cost. This is by far the most important
component, since supply chain management is all about delivering the right good, at
the right place on the right time and at the right price. Hence, careful analysis,
projections and speculations should make way for being the immediate driver for the
success and failure of the supply chain incorporated in the company.
4. Information: This factor is, although not the single most factor, yet hold enough
capacity to influence, persuade, amend and bring transformation in the current setup
and development of the system that has paved way for the development of your new-
born supply chain in the company or could change the dynamics of already
8. SCM 8
established routes and gates of the contemporary supply chain undertaken by the
company.
5. Inventory Management: Another derivative of supply chain management implies the
kind of issues and concerns is the inflow and outflow of inventory. An inevitable
component on the financial statements of companies across the globe, managing the
inventory is amongst the most liquid assets or even a current asset which could notify
the company's current financial position. In particularly to manage and maintain the
supply chain of the company it must be understood and comprehend the kind of
issues related to inventory inflow, which could actually make way for adding more
profit company or even losses for the company, in case of storage for a longer period.
6. Cash Flow: The final countdown comes upon precisely how much profit has been
earned and the kind of performance the company closes, which reference of cash
inflows and outflows.
Researcher’s views & opinions concerned regarding ethics and supply chain management
The ethical problems, that emerges in interaction with business partners and competition
with other businesses can also be considered as, external stake-holder relations issues (Herkert,
2010, 403). Both business partners and competitors can be accounted for as stakeholder
according to the definition of a stakeholder as anyone who affects or is affected by the
corporation.
There are many ethical problems related to suppliers, competitors, and other businesses
with which the corporation interacts. Relations between businesses are becoming increasingly
important in the context of globalization and network economy (Harris, 2009, 138).
9. SCM 9
There has been a penchant to regard business competition as dependent on economics and not as
a subject for ethical analysis; however, as has been previously discussed, there are ethics of
competition, which corporations should follow in interaction with each other. Moreover, in the
global environment, suppliers may sometimes be considered as equivalent to employees. A
corporation may have increased responsibility towards its suppliers, who are very dependent on
its treatment of them.
In the competitive environment of business-to-business relations, there are also a great
many ethical questions related to problems of trust in dealing with trading partners and in
formulating contracts. In international business, the question of bribery and gift giving is also
important and emerges not only in relation to governments, but also in business-to-business
situations (Halldorsson, 2009, 89). There may, furthermore, be ethics of negotiation with
possible business partners and suppliers which sets a limit to workable aggressiveness and
deceptive practices (Winner, 2011, 53).
Certainly, there are many ways in which a corporation can hurt and violate the rights of
suppliers and competitors, but there is also a great deal of mutual dependence between the
corporation and the other corporations in the business environment. Some complain about an
environment of negative dependence on competitors, in the way that businesses in mutual
competition shape to be the social field of their industry and its developments and innovations,
but it is often possible to learn a lot about business developments by looking at the actions of
competitors (Halldorsson, 2007, 284).
The same dialectics between competition and dependence may to a lesser extent be the
case with supplier relations, where a different dependency may exist. Sometimes a corporation
10. SCM 10
cannot live without its suppliers, and they totally determine its existence, for example, in the case
of suppliers of very sophisticated software for televisions or computers.
In other cases, it may be that the corporation is so strong, and there may be so many
suppliers on the market, that the corporation can do anything it wants with suppliers. This raises
provocative questions about multinational companies and their relations to some suppliers in
developing countries. In both cases, corporations have to respect basic ethical principles and
comply with the laws and values of competition and values-driven management (Fiksel, 2009,
289).
Surely corporations are not isolated entities but are mutually dependant on other
companies in advanced network economies. The general ambience of ethics in different
industries is very significant for the integration of values driven management. It is routinely
argued that a corporation cannot, and will not, establish an ethics program because it is not
common in the industry and, further, that the expense of an ethics program will raise overall
costs and have a determinant influence of the corporation‟s competitiveness.
Consequently in order to succeed with ethics policies. It is necessary to convince all
corporations in the industry to make an effort to comply with ethics and advance ethics
programs. This was the case when the United States defense industry, pushed by the government,
formulated its business ethics program and codes of compliance in 1986 (Davis, 2010, 379).
Ethic issues related to suppliers concern questions of loyalty and partnership.
These issues are particularly complicated when people from different countries
collaborate in a global economy. Issues of correct behavior, may complicate different cultural
norms, as well as, different conceptions of a contract (Carter, 2009, 191). The power differentials
11. SCM 11
that exist between business partners, for instance in meetings between Western and northwestern
partners, or big and small firms, may define the pressure of ethical behavior.
Large European or American firms have quite extensive responsibilities towards their
eventual suppliers from imperfect and small third world countries (Roberts, 2009, 159). Powerful
corporations can use their force in regard to self-interested profit maximization in order to
dominate suppliers in a negative way that has a damaging impact on their mutual relationship.
Suppliers can play with their loyalty in order to deal with the best buyer, hut they can also go
into stable business relations with one business partner, which may benefit both corporations
(Carter, 2010b, 37).
Loyalty may likewise be broken because of better business opportunities with different
suppliers. The ethics of business negotiations between different corporations presents
comparable issues. As Albert Carr has argued, there is a close link between the ethics of business
competition and negotiation, but there is a wider degree of latitude to the game of negotiation
(Carter, 2010a, 180).” Most would agree that (here is nothing wrong with being rude, as long as
one plays by the “rules of‟ the game.”
However, there are also practices of negotiation that are at the borderline. What about
lying, deception, misleading nondisclosure, exploitation, or simply running away from foregoing
agreements?‟ How many of such practices arc part of rules of the game? And what about the
cultural differences in concepts of negotiation, such as cases where one party may view the
aggressive style of American negotiation as a war? Carroll stated that with a bias toward the
basic ethical principles of autonomy, dignity, integrity and vulnerability, it is possible to
conceive of negotiation as consensual openness searching for solutions that will be an advantage
for all (Carroll, 2011, 39).
12. SCM 12
As economists emphasize, competition is necessary for business innovation, but it can
also be destructive insofar as businesses use forceful measures to obtain market share or destroy
other competitors. In addition to the issue of aggressive competition, the ethics of oligarchic and
monopolistic practices are of concern in free markets. State intervention in such practices firms
with dominant market share is occurring in many countries in order to protect the ethics of free
markets. In the context of liberalization and globalization of international markets, this issue of
the legal and ethical limitations of market behavior is becoming more important (Carroll, 2009,
497).
Corporations may not only have to be aware of their own relations with competitors and
suppliers, but also to investigate the ethical dimensions of their supply chain. Ethical supply
chain management involves investigating the ethical issues pertaining to all the members of the
business network. In relation to developing countries, the firm would probably have to deal with
questionable working practices of business partners in these countries (Brumsen, 2010, 378). A
widespread practice of supply chain ethics management is represented by the fair trade
movement, which was discussed previously. To provide proof of supply chain ethics firms, are
frequently requested to give a transparent description of the production history of their goods
(Beamon, 2008, 20).
Major Supply chain issues: A example of car manufacturing
Supply chain is recognized as the major opportunity for business improvement for almost
all the industrial sectors. The sector of automotive is the furthermost advanced in its supply chain
management but there are some major issues which are being faced by the conventional volume
13. SCM 13
car manufacturers. If the supply chain is managed effectively by the automotive sector than it can
bring substantial outcomes and the benefits would continue.
The needs of the customers should be met reliably, quickly and consistently on high
service levels. But this was not being done by the conventional volume car manufacturers and
they were facing problems in making their customers satisfied. The main issue is to keep up the
quick and rapid pace of technological advancements. Growth and change is needed to make a
place in saturated market. While keeping costs level under control, the quality and diversity is
difficult to achieve.
The marketing strategies are old and the companies do not focus on innovative ideas.
Many industries have just started to recognize the importance of supply chains, and are not able
to make progress. The demand of the customers could not be met by such industries. They face
ultimate issues of cost effective processes and in providing compelling value to the customer.
The conventional industries are not able to connect extensively with suppliers and customers.
They lack continuous improvement required in saturated markets. The strategies built are not up
to date and does not contain such features which makes the product different from others.
Flexibility is absent. People, processes and systems are not adaptive and innovative.
Issues addressed by the Smart Concept and Logistics at MCC
The supply chain issues which are conventional for car manufacturers are addressed by
Smart cars. The set-up of the Smart has a number of apparent and obvious benefits.
Variety of the product can be supplied to the customers without additional costs, this is not easy
to handle. The issue which is being faced in the market is addressed by Smart Cars and is able to
create a strong position in the saturated market.
14. SCM 14
The idea of modular creation and rearrangement permits cost efficient, diversity, the
harmony of modules and the general nature of manufacturing processes allows fast cycle times
and a small level of stock. External integration is strong. The involvement and participation of
dealers and suppliers is high.
This can be done due to the large share of value added they create and the input that they
have in product and process development. Fast cycle times interpret into squat lead times while
postponement and modular production allows for a dialogue with customers and enable them to
deal greatly with the conventional issues.
Marketing strategies are infamous and creates hype. Marketing concepts challenges the
conventional car marketing by establishing new channels which includes internet sites, retail
formats and customer involvement in designing and color scheming. Innovative marketing
strategies made them outclass and strong enough to capture the market.
In addition to these, the car fits within a mobility concept for urban lifestyle. The
included deal with Rent-a-car Company for abridged rental fees for hiring a smart car in foreign
cities made a mobility concept for urban movement. The company also focuses on the latest
issues of global warming and thus attracting the customers.
Smart car is being made environmental friendly and the parts are recyclable which made
it different. The engine is fuel efficient, thus reducing the effect of carbon emission and cost on
the fuel. Minimum product complexity with product variation is the key idea. Customization is
providing longer lifetime to the car. Making the car different from other small cars by
introducing latest technology, makes the car a big success. The factor of differentiation is being
focused by MCC.
15. SCM 15
The innovative little car is destined to be unlike any other car currently on the road. The
public were intrigued by both the concept and the car‟s appearance but other carmakers were
much more interested in the MCC‟S manufacturing systems. Smart Car could be built in only
seven and a half hours, some two and a half hours less than the time taken to build a car by the
industry‟s leading performers.‟ The difference in performance is due to the fact that MCC is a
very different kind of Car Company with a radically different approach to vehicle development
and manufacturing.
The cars were to be produced in a region with no previous history of automotive
manufacturing, at a single site factory complex in eastern France. At the heart of the complex is a
large cruciform building housing the main assembly line, radiating off each arm of the cruciform
are a number of smaller structures, containing one or another time, via one of five European
regional distribution centers. To retain maximum flexibility, some elements of product
customization will take place at the distribution centre, where stocks of easily interchangeable
modules and body parts will be held, so that features can be changed or added as required.
Likewise, the modular construction of the vehicles means that they can easily be
upgraded or reconfigured at any point during the lifetime of the car by simply replacing easily
detachable sub assemblies or body parts. This changes the nature of the product itself from a
fixed consumer durable to a much more flexible, renewable product, with associated benefits in
terms of reverse logistics and recycling.
In practice the Smart Car and the organization that builds it represent a curious blend of
out-sourcing and reintegration. MCC has secured the expertise and full commitment of leading
manufacturing specialists and service providers, while spreading the investment and financial
risks associated with this ground-breaking project.
16. SCM 16
If the public do take to the little car, then despite a long set-back when the prototype
failed a crucial high-speed stability test.4 Smart Car‟s makers could still recoup their $1bn
investment, as originally planned, during the car‟s first five to six year production cycles If this is
so then Smart Car could be set to redefine the processes of car manufacturing and ownership.
Postponement and Extended enterprise
The cars are mainly built to customer orders. Centers of Smart do not have cars in stock
and in the situation when the car is needed; a customized car is being made. The car is made on
the specifications provided by the customers. Thus postponement which is a business strategy
that maximizes possible benefit is applied at MCC through customizing the product to client‟s
needs. The risk is being delayed and further investment in product to produce stock is saved.
One of the distinguishing characteristics of a supply chain at MCC is that the final
product or offer is not created until the last possible moment. The idea is that maximum
flexibility is achieved. The challenge is to delay the final configuration as long as possible and
hence reduce the risk.
To achieve this specification is being offered. Can the product be modularized, can it be
designed so that localization can be performed at a later stage? Hewlett Packard has made the
idea of „design for localization‟ a fundamental element of their product development philosophy.
Often the final assembly or finishing of the product may be performed by another partner in the
supply chain. MCC as the logistics service provider‟s is now acting as value-added partners in an
extended, often global supply chain.
Whilst the unit costs of manufacturing under a postponement strategy may he higher than
under the traditional mass production model, the overall cost benefit will often be considerable
17. SCM 17
as inventory holding costs fall, obsolescence reduces and customer service improves. In many
ways the concept of postponement is making redundant the conventional wisdom of the
economies of scale.
The system at MCC is practicing outsourcing and differs from traditional supply chains.
The coordination of internal logistics, painting the body of the car and pressing the body parts
are not performed by MCC and thus practicing extend enterprise.
The suppliers are not just participating in final assembly of the car but are also involved
in development of the product. Smart sourcing in MCC enables the company to meet the
changing needs of the market. The approach brings trusting relationships and a positive growth.
Postponement enables the company to integrate as the customers are giving specifications
and then the cars are being made. Outsourcing that is extended enterprise permit the company to
integrate in a great way as the efficiency increases. The plants which are being outsourced permit
the company to deliver large number of goods at delivery points, while using less number of
transports.
The integrated suppliers can also supply their finished goods directly to the point.
MCC has single sources for all major suppliers. About seventy percent of the material that
reaches the assembly line is produced by system suppliers. The suppliers not only manufacture
and deliver but design it as well. Transparency in the supply chain increases as the complications
incurred by the host of non-interacting suppliers can be reduced.
Manufacturing process starts with an outsourced company assembling the body and then
providing the finished body to the next partner. Then the body is being painted. Every
outsourced company knows what to do and they are master of the particular work they perform.
This can be seen from the prospect of specialization. Information flow becomes easy as the
18. SCM 18
hierarchy of the system is defined. Particular function is performed at a particular step and
information is kept flowing.
Rayport and Sviok1a have coined the term market space to describe the new world of
electronic commerce, internets and virtual supply chains. In the market space, customer demands
can be identified as it occurs and through CAD/CAM and flexible manufacturing products
created in minimal batch sizes. Equa1ly networks of specialist suppliers are joined together to
create innovative yet cost-effective solutions.
The way that Smart cars are now designed and assemble, would not be possible without
the use of global information networks that link one end of the value chain to the other. The
Internet has perhaps provided one of the biggest breakthroughs of the late twentieth century
when its potential impact upon supply chain management is considered.
Quality Assurance in the supply chain through Co-operation with suppliers
The suppliers also monitor the successes and failures of MCC. By making the suppliers
analyze the need of quality, it can be assured. Communication between the suppliers and the
manufacturers should be effective enough so that misunderstandings can be avoided. To ease
communication and the swap of ideas in the middle of staff and partners, a central area of the
plant is considered as a meeting room. Its function as marketplace is reinforced by its use for
open discussion of problems and for quality management and quality improvement meetings.
The evaluation of the processes is being done automatically and is displayed at the
market place. Actions include assembly line stoppage times, delivery performance, product
reclamation and scrap, productivity targets and trends, as well as qualifications of teams or
sections along the line.
19. SCM 19
The model which is based on partnership is being practiced. The carmaker bears overall
responsibility and is the module system integrator, process manager and manufacturer. The
partners also share a substantial quantity of responsibility. The advantage of this modern system
is to form co-operation, which enables the partners to contribute to the success and supports in
the organizational success.
Disaster Management through Effective Supply chain
Logistics comes under supply chain management. Logistics is divided into inbound and
outbound logistics. Inbound logistics deals with internal transportation of firms such as moving
raw materials from supplier to manufacturer. Outbound logistics deals with storage of data in
warehouses and the distribution of products. Logistics is the professional key element of
successful disaster management. It is a support service for relief operations in disaster and
ongoing programs of the International Federation of Red Cross and Red Crescent. The basic task
of the logistics function is to provide appropriate goods and services, under appropriate
conditions, the quantity required and in the places and the time needed. (Ketchen & Hult, 2006,
pp. 573-580)
In the humanitarian field, logistics refers to the efficient and effective form of emergency
relief from its origin to the beneficiaries. In a humanitarian context, the coordinated management
of the supply chain to an effective response and optimal use of scarce resources are becoming
crucial. It save lives and reduce the effects of disease due to inhumane living conditions.
Logistics activities, then, must be managed from a global perspective that considers the
full term of the supply-manufacturing process, delivery, greater exchange of information, more
involvement of all companies, sharing responsibilities, and with the active participation of each a
20. SCM 20
partner in decision-making and in addressing all the problems that arise (Ireland & Crum, 2005,
pp.123). This means, changing the fragmented and by function, into a horizontal and processes.
Positioning the supply chain and logistics within the establishments, it is possible to recognize
the advantages that the company perceives as the product is delivered at the time, place and
appropriate state, meeting the expectations of partners chain and customer (Makadok, 2001, pp.
387).
To achieve the objectives of better performance in the competitive environment,
companies should manage supply chain as it involves several processes or activities (Kevin,
2003, pp. 52). These activities include the procurement, planning, compliance with all relevant
orders, emergency orders by the process on analysis of stocks, transfer and release of products,
management and receipt of inventory, collateral management, monitoring of possible failures
that may have components, invoicing, receipting and processing payments (Naim, Childerhouse,
Disney & Towill, 2002, pp. 135).
If we dig a little in the supply chain, distribution systems usually work with the
management of the supply chain as the product is first passed through a small warehouse or store
that is located in the business to be transferred (Hoopes, Madsen & Walker, 2003, pp. 889). Then
the product is moved to a regional warehouse where the product will be stored until it is sent to
storage for businesses that marketed it. In order to offer more specific concept, managing the
supply chain is responsible for carrying out the planning, organization and control of all
activities involving the supply chain (Chris, Harrity & Vitasek, 2005, pp.20).
The companies that use SCM include Silicon Graphics, IBM, soft power and the German
software titan SAP AG. According to a study conducted in UK, Ovum Associates has increased
sales of SCM tools since 1995 to an average of 50 percent per year. In 1999, it won the global
21. SCM 21
market for configuration management and "CM" tools and services, an increase of about $ 1.5
billion. The fact that users of these SCM are already in first tests and have successfully applied it
which leads to sustained growth.
There are numerous strategies and processes that have been recommended for
management is fragmented and complex characteristics of the tourist destinations, including
planning, cooperation and partnership. In the Caribbean, it is noted that the multifaceted nature
of the tourism industry of tourism ministries and agencies at the national level to address the
marketing and promotion rather than product development in general. This focus will not be
optimal, and "new and innovative ways should be designed for the tourism product in your
hand". It is described that the sub-sector, consisting of producers (e.g., airlines, service providers,
on-site), distributors (e.g. tour operators), intermediaries (such as financial service providers) and
consumers (passengers / tourists).
At the producer level, also believes that because of the complexity and the development
of marketing campaigns, they will be able to change the direction of the value creation of the
product development and integration of these two functions. Although the integration of
marketing and planning at the regional and local level is not discussed in detail, Pun said that the
cooperation of public and private sector cooperation is crucial to the success of building a
dynamic private sector in tourism Caribbean. Development of this new measure requires regional
cooperation and development of new institutions.
This problem is evident when one examines the role and functions of tourism
organizations, which are mainly engaged in marketing and promotion of tourist destinations.
Review of tourism organizations in several developed countries, as provided on tourism
organizations, shows that most travel agencies do not usually participate in the planning aspect
22. SCM 22
of directions, with some exceptions. For example, the Department of Tourism New Zealand, one
of the first national tourism organizations (NTOs), traces its roots back to 1901.
Its activities prior to 1984 include the direct management and development of tourist
zones, performing an extensive tour of the operating divisions and overseas sales and
promotions, however, since 1984, the department has been deprived of their business operations
and is currently focused on assisting the private sector develop and market New Zealand as a
tourist destination in the framework of the objectives of the government. ROC is in connection
with its important role in tourist destinations.
Sustainability has been recognized by most members of the international scientific
community, and increasingly accepted part of society, as the development model which should
underpin the management of destinations tourist. However, the process of awareness and
decision making regarding practical implications stemming from it has not been an easy road,
facing often with conflicting positions and controversial debates in which warns that good
intentions do not always found space policy to be real effective. This approach has been
insufficiently incorporated into the development models implanted on the coastal tourism,
expressed clearly problematic destinations traditional tourist sun and beach. New alternatives for
these tourist areas have been made and taken to roads made on the basis of the principles of
planning strategic space tourist, reorienting towards its consolidation as destinations Sun and
Beach Resorts Plus. It is possible therefore, to assume the best and corroborated management
practices of sustainable tourism development with critical approach and adapt to reality of
coastal and inland areas of the Cuban archipelago.
Derived from that statement is timely to reflect on how to structure strategic planning for
coastal destinations to project management to local tourist a new scenario of sustainability? The
23. SCM 23
scientific concern behind the selection of issue of finding geospatial management practices
incompatible with fitness local functional space, which creates real adverse impacts potential. In
that sense, it is necessary to design a strategic plan to guide the tourism implementation
alternatives, therefore the high levels sensitivity of the receptive space to new development
projects.
To cope with the processes of local and regional development are used to local politics
and management of tourist areas comprising different fashion planning, as problems to be
solved, objectives and actors participants, among other determining factors.
Conclusion
Today consumers and suppliers are increasingly concerned about the SECH (social,
ethical, cultural and health) of the product. Everyone today is focusing on ethics in business
because it is the only factor that contributes towards the success and trust in the organization.
Research has indicated that today organizations are meeting the challenges without
creating waste, loosing energy or damaging the communities touch. From the preceding
discussion, it can be concluded that ethical supply chain management is viable. By comparing
and contrasting researcher‟s views and opinions about the issue of ethics and supply chain
management, we come to know that they should ensure quality control that companies must
build more accountable, transparent, and ethically managed supply chains.
Corporations may not only have to be aware of their own relations with competitors and
suppliers, but also to investigate the ethical dimensions of their supply chain. Ethical supply
chain management involves investigating the ethical issues pertaining to all the members of the
24. SCM 24
business network. In relation to developing countries, the firm would probably have to deal with
questionable working practices of business partners in these countries.
Recommendations
The company should start the manufacturing of buses and truck that should be compact.
This would make the traffic easier on the roads. The drive would be easier and the issues of
parking would be further solved. The company should work on the electric cars because it
would magnetize environment lovers and would considerably decrease the operating costs.
The company should make its positioning extremely apparent to the target market segment
which includes students, business people and working ladies along with the old people.
25. SCM 25
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