The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
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.
Supply chain cost identification as a means of cost reduction strategy. a ca...Alexander Decker
This document summarizes a research article that examines the supply chain processes of Ghana Supply Company Limited (GSCL) with the aim of identifying non-value adding activities to offer cost reduction strategies. The study used questionnaires and interviews with GSCL procurement, warehousing, and shipping personnel. Findings showed GSCL's supply chain operations are well-coordinated under the director of operations. Activities like procurement, shipping, warehousing and fleet management are integrated. The study also found GSCL uses strategies like proper procurement planning and effective lead time management to reduce supply chain costs.
This document discusses strategies for promoting service innovation. It defines key concepts like services, service systems, and innovation. It then examines factors that affect service innovation like the service value chain and service culture. The document outlines three strategic approaches for service innovation: value creation, the 2D innovation model of new service design and delivery, and knowledge management. It argues that education and collaborative business models can promote service innovation by creating a culture of service and involving customers in the innovation process.
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
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.
Serialized Optimization Of Supply Chain Model Using Genetic Algorithm And Geo...Jonathan Lobo
• “Serialized Optimization Of Supply Chain Model Using Genetic Algorithm And Geometric Predictions” in international journal for science and advance research in technology Volume 2,Issue 10 in October 2016
The Influence of Supply Chain Integration on the Intrapreneurship in Supply C...IJERA Editor
These days, SMEs pay a lot of attention to concept of Supply Chain Management (SCM) in order to achieve
competitiveness. The logic behind such act is integrating the activities of value creation within any kind of
organizational context. Such integrity would collaborate with managers to accomplish the competitive edge that
they are aiming to achieve. The goal of current research is to identify scopes of a unique construct which is
known as Entrepreneurial Supply Chain Management competency. Therefore, the notions of SCM and
entrepreneurship are being aligned together for evaluating the organizational performance. The outcomes
demonstrate that SCM in fact is a critical issue that can alter the organizational performance, thus, through
consideration of SCM, we should focus on supply chain integration and its impacts on intrapreneurship and
innovation of an organization. In order to be successful in such competitive context, SMEs need to provide
novel competences which are not imitable and to increase their application in supply chain and also to improve
their total performance.
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.
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.
Supply chain cost identification as a means of cost reduction strategy. a ca...Alexander Decker
This document summarizes a research article that examines the supply chain processes of Ghana Supply Company Limited (GSCL) with the aim of identifying non-value adding activities to offer cost reduction strategies. The study used questionnaires and interviews with GSCL procurement, warehousing, and shipping personnel. Findings showed GSCL's supply chain operations are well-coordinated under the director of operations. Activities like procurement, shipping, warehousing and fleet management are integrated. The study also found GSCL uses strategies like proper procurement planning and effective lead time management to reduce supply chain costs.
This document discusses strategies for promoting service innovation. It defines key concepts like services, service systems, and innovation. It then examines factors that affect service innovation like the service value chain and service culture. The document outlines three strategic approaches for service innovation: value creation, the 2D innovation model of new service design and delivery, and knowledge management. It argues that education and collaborative business models can promote service innovation by creating a culture of service and involving customers in the innovation process.
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
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.
Serialized Optimization Of Supply Chain Model Using Genetic Algorithm And Geo...Jonathan Lobo
• “Serialized Optimization Of Supply Chain Model Using Genetic Algorithm And Geometric Predictions” in international journal for science and advance research in technology Volume 2,Issue 10 in October 2016
The Influence of Supply Chain Integration on the Intrapreneurship in Supply C...IJERA Editor
These days, SMEs pay a lot of attention to concept of Supply Chain Management (SCM) in order to achieve
competitiveness. The logic behind such act is integrating the activities of value creation within any kind of
organizational context. Such integrity would collaborate with managers to accomplish the competitive edge that
they are aiming to achieve. The goal of current research is to identify scopes of a unique construct which is
known as Entrepreneurial Supply Chain Management competency. Therefore, the notions of SCM and
entrepreneurship are being aligned together for evaluating the organizational performance. The outcomes
demonstrate that SCM in fact is a critical issue that can alter the organizational performance, thus, through
consideration of SCM, we should focus on supply chain integration and its impacts on intrapreneurship and
innovation of an organization. In order to be successful in such competitive context, SMEs need to provide
novel competences which are not imitable and to increase their application in supply chain and also to improve
their total performance.
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.
CONSIGNMENT INVENTORY SIMULATION MODEL FOR SINGLE VENDOR-MULTI BUYERS IN A SU...IAEME Publication
The document describes a simulation model of a consignment inventory system for a single vendor and multiple buyers. The simulation model is developed using Flexsim software and evaluates key performance metrics like total cost, inventory levels, shipments, and fill rate. Three models are simulated: one without delays, one with delivery delays, and one with partial information sharing between vendor and buyer. Results show that total cost increases with more buyers but information sharing reduces costs the most, especially for multiple buyers. The number of shipments and delays decreases with information sharing while fill rate increases.
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.
The document discusses virtual supply chains. A virtual supply chain coordinates other companies to do design, production, and distribution without owning physical assets or employees. Dell is used as a case study of a virtual organization that linked suppliers and customers through information sharing over the Internet. This allowed Dell to reduce costs and enhance customer relationships. The conclusion states that virtual supply chains networking all parties through collaboration are inevitable to increase profits and reduce costs in today's digital economy.
This section provides an overview of value chain analysis, service value chain analysis, service profit chain analysis, and cost accounting approaches. It discusses the theoretical background and definitions of each approach, as well as their strengths, weaknesses, and relevance for consulting firms. Specifically, value chain analysis breaks firms' activities into primary and support activities to understand value creation. Service value chain focuses on customer throughput. Service profit chain links profitability to customer and employee satisfaction. Cost accounting provides internal management with decision-making information. The approaches require adjustment for services but can provide transparency and benchmarking opportunities for consulting firms.
Logistics refers to activities within a single organization focused on procurement, distribution, and inventory management. Supply chain management acknowledges these logistics activities but also coordinates networks of companies and includes additional activities like marketing, finance, and customer service. The document then provides definitions and explanations of related terms like logistics management, inbound and outbound logistics, transport and logistics, international logistics, supply chain, and supply chain management. It describes supply chain management as coordinating production, inventory, location, and transportation across a network to balance responsiveness and efficiency.
Managing Material and Logistics Embeddedness: Material Buyers' PerspectiveRuss Merz, Ph.D.
Because an organization's visibility and decision-making abilities in a supply network is limited by its embeddedness, managing the embedded activities may be affected by non-contractual forms of governance and capability. Whatever the organization cannot see, it can't efficiently control. In this paper, the authors have studied non-contractual governance, dependence, and reliance in a manufacturer-vendor dyad in light of logistics, spill-over customer-centric service, and performance. Relational norms (information sharing and flexibility), trust, commitment, and bilateral dependence were hypothesized to explain manufacturers' logistics capability and customer-centric services. Using SEM-PLS (Structural Equation Modeling using Partial Least Squares) approach, all the hypothesized paths were proven with adequate R2 explained for each construct; R2 for financial performance was low.
The document discusses virtual supply chain management. It begins by defining key terms like virtual organizations and virtual integration. It then explains how virtual supply chains operate through flexible networks enabled by information technology. They have no permanent members and can be formed and dissolved easily for specific tasks. The document concludes that virtual supply chains can increase profitability and reduce costs by facilitating collaboration between partners in a supply chain.
Strategic supply chain management and logisticsBhavi Bhatia
3.1 assess how information technology could assist integration of different parts of the supply chain of an organization
3.2 evaluate how information technology has contributed to the management of the supply chain of an organization
3.3 assess the effectiveness of information technology in managing the supply chain of an organization
4.1 explain the role of logistics in supply chain management in an organization
4.2 evaluate procurement practices in an organization
4.3 discuss the factors that must be
considered when improving logistics and procurement practices in an organization
5.1 plan a strategy to improve an organisation’s supply chain
5.2 assess how a supply chain improvement strategy will benefit overall business performance in an organization
5.3 explain how barriers will be overcome in an organization when implementing a supply
chain improvement strategy
Supplier and Buyer Driven Channels in a Two-Stage Supply Chainertekg
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/supplier-and-buyer-driven-channels-in-a-two-stage-supply-chain/
We explore the impact of power structure on price, sensitivity of market price, and profits in a two-stage supply chain with single product, supplier and buyer, and a price sensitive market. We develop and analyze the case where the supplier has dominant bargaining power and the case where the buyer has dominant bargaining power. We consider a pricing scheme for the buyer that involves both a multiplier and a markup. We show that it is optimal for the buyer to set the markup to zero and use only a multiplier. We also show that the market price and its sensitivity are higher when operational costs (namely distribution and inventory) exist. We observe that the sensitivity of the market price increases non-linearly as the wholesale price increases, and derive a lower bound for it. Through experimental analysis, we show that marginal impact of increasing shipment cost and carrying charge (interest rate) on prices and profits are decreasing in both cases. Finally, we show that there exist problem instances where the buyer may prefer supplier-driven case to markup-only buyer-driven and similarly problem instances where the supplier may prefer markup-only buyer-driven case to supplier-driven.
This document discusses the concept of value and the value chain. It provides definitions of value, including that value is determined by the benefits delivered to customers compared to the costs of acquiring those benefits. It also discusses the value chain as a way to analyze the activities involved in delivering value to customers. Specifically, it discusses how the value chain can be used to identify strengths/weaknesses, competitive advantages, and costs. It notes that traditional views of the value chain start with the organization, but that a more effective approach is to start with customer value expectations.
This document discusses various business functions and how information systems support them. It explains that the chapter will identify business functions like accounting, customer relationship management, and enterprise resource planning. It will also discuss how information technology helps manage supply chains by supporting the flow of information between a company's internal business functions and its external partners. Finally, it defines effectiveness as the degree to which a goal is achieved, and efficiency as the relationship between resources used and benefits gained in achieving a goal.
The role of manufacturing operations is the process of beginning a production process to a task of final assem-bly, with increased reliance on a significant number of supply chain participants who have differing objectives, perspectives and processes. However, an effective partnering between companies and their suppliers remains a key to lean supply chain management excel-lence. A lean supply chain offers competitive advantage to the suppliers, therefore the need for the Nigerian mar-ket to embrace the idea of lean based supply chain system. This paper examines the prospects of transforming from the traditional supply chain system to a lean supply chain system in Nigeria. But it is noted that the process could be tasking. It was observed that to succeed in lean supply chain management, organizations must be willing to share risks and rewards, and to build the underlying infrastructure to apply these tools. In this paper it was resounded that the rewards could be in-flaming as various benefits such as a stronger costumer, supplier relationship, increased competitive advantage with velocity of supply etc, applies. It is concluded that, to the Nigerian economy it will be increased cash flow from the costumers and increased market forces.
AN OPTIMIZING INTEGRATED INVENTORY MODEL WITH INVESTMENT FOR QUALITY IMPROVEM...IJITCA Journal
This paper presents a vendor-buyer integrated inventory model. This paper considers the problem of a vendor and buyer integrated production inventory model for the vendor and the buyer optimization model
under quality improvement investment and setup cost reduction in the production system such that the total
profit is maximized. The relationship between demand and price is considered as a linear. Entirety profit is
the supply chain presentation calculate and it is calculated as the dissimilarity among revenue from sales
and total cost, where the last is the sum of the vendor’s and buyer’s setup/order and inventory holding
costs, opportunity in setup cost and opportunity investment cost. This manuscript efforts to conclude the
optimal production run time and capital investments in setup cost reduction and process quality
improvement for production system such that the total profit is maximized. The main focus for this paper is
the setup cost reduction and investment for quality improvement. The proposed model is based on the
integrated total profit for both buyer and vendor which find out the optimal value of order quantity,
opportunity investment cost for quality improvement and setup cost reduction. The solution procedure is
developed in order to find the total profit of the vendor and the buyer which is to be maximized. To conclude, a numerical example is given to demonstrate the solution procedure.
Supplier Relationship Management (SRM) software from SAP offers comprehensive procurement functionality. It allows employees to create purchase requisitions, approve requests, and track orders. SRM is integrated with SAP ERP for centralized control. The software features catalogs, strategic sourcing, contract management, and supplier self-service portals. It provides tools to manage the entire procure-to-pay process and collaborate with vendors.
Selection of supplier in b2b e commerce using work flow petri netijmvsc
This document summarizes a research paper that models supplier selection in business-to-business e-commerce using Petri nets. It presents a workflow model of e-procurement with entities like procurement, manufacturer orders, and market demand. A Petri net workflow model is used to represent the supplier selection process. Performance is analyzed for a two-supplier generic model and an n-supplier model by calculating throughput and delivery time based on randomly generated times. Test cases show supplier involvement and compare throughput/delivery times to select the best suppliers.
IRJET-Recommendation in E-Commerce using Collaborative FilteringIRJET Journal
This document proposes a recommender system for e-commerce that uses collaborative filtering, K-means clustering, and RFM classification. It first clusters products into high, medium, and low selling stocks using K-means clustering based on sales data. It then classifies customers into high, medium, and low loyalty tiers using RFM classification based on recency, frequency, and monetary value of purchases. Recommendations are generated by matching customer loyalty tiers to appropriate product stock tiers to increase revenue. A weighted page rank algorithm is also used to determine the best pages to display recommendations.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
The International Journal of Engineering and Science (The IJES)theijes
This document summarizes research on optimizing nitrogen species catalyzed (NSC) pressure leaching to treat complex sulfide concentrates. Bench-scale testing was conducted on two composite concentrate samples to evaluate metal recoveries and avoid forming lead-containing residues that are difficult to process. A statistical experimental design was used to optimize leach conditions such as grind time, acid concentration, temperature, and time. The optimized process produced a lead sulfide residue suitable for conventional smelting. Overall, NSC pressure leaching effectively extracted over 90% of silver, zinc, copper, nickel and cobalt into solution while avoiding problematic residues.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
CONSIGNMENT INVENTORY SIMULATION MODEL FOR SINGLE VENDOR-MULTI BUYERS IN A SU...IAEME Publication
The document describes a simulation model of a consignment inventory system for a single vendor and multiple buyers. The simulation model is developed using Flexsim software and evaluates key performance metrics like total cost, inventory levels, shipments, and fill rate. Three models are simulated: one without delays, one with delivery delays, and one with partial information sharing between vendor and buyer. Results show that total cost increases with more buyers but information sharing reduces costs the most, especially for multiple buyers. The number of shipments and delays decreases with information sharing while fill rate increases.
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.
The document discusses virtual supply chains. A virtual supply chain coordinates other companies to do design, production, and distribution without owning physical assets or employees. Dell is used as a case study of a virtual organization that linked suppliers and customers through information sharing over the Internet. This allowed Dell to reduce costs and enhance customer relationships. The conclusion states that virtual supply chains networking all parties through collaboration are inevitable to increase profits and reduce costs in today's digital economy.
This section provides an overview of value chain analysis, service value chain analysis, service profit chain analysis, and cost accounting approaches. It discusses the theoretical background and definitions of each approach, as well as their strengths, weaknesses, and relevance for consulting firms. Specifically, value chain analysis breaks firms' activities into primary and support activities to understand value creation. Service value chain focuses on customer throughput. Service profit chain links profitability to customer and employee satisfaction. Cost accounting provides internal management with decision-making information. The approaches require adjustment for services but can provide transparency and benchmarking opportunities for consulting firms.
Logistics refers to activities within a single organization focused on procurement, distribution, and inventory management. Supply chain management acknowledges these logistics activities but also coordinates networks of companies and includes additional activities like marketing, finance, and customer service. The document then provides definitions and explanations of related terms like logistics management, inbound and outbound logistics, transport and logistics, international logistics, supply chain, and supply chain management. It describes supply chain management as coordinating production, inventory, location, and transportation across a network to balance responsiveness and efficiency.
Managing Material and Logistics Embeddedness: Material Buyers' PerspectiveRuss Merz, Ph.D.
Because an organization's visibility and decision-making abilities in a supply network is limited by its embeddedness, managing the embedded activities may be affected by non-contractual forms of governance and capability. Whatever the organization cannot see, it can't efficiently control. In this paper, the authors have studied non-contractual governance, dependence, and reliance in a manufacturer-vendor dyad in light of logistics, spill-over customer-centric service, and performance. Relational norms (information sharing and flexibility), trust, commitment, and bilateral dependence were hypothesized to explain manufacturers' logistics capability and customer-centric services. Using SEM-PLS (Structural Equation Modeling using Partial Least Squares) approach, all the hypothesized paths were proven with adequate R2 explained for each construct; R2 for financial performance was low.
The document discusses virtual supply chain management. It begins by defining key terms like virtual organizations and virtual integration. It then explains how virtual supply chains operate through flexible networks enabled by information technology. They have no permanent members and can be formed and dissolved easily for specific tasks. The document concludes that virtual supply chains can increase profitability and reduce costs by facilitating collaboration between partners in a supply chain.
Strategic supply chain management and logisticsBhavi Bhatia
3.1 assess how information technology could assist integration of different parts of the supply chain of an organization
3.2 evaluate how information technology has contributed to the management of the supply chain of an organization
3.3 assess the effectiveness of information technology in managing the supply chain of an organization
4.1 explain the role of logistics in supply chain management in an organization
4.2 evaluate procurement practices in an organization
4.3 discuss the factors that must be
considered when improving logistics and procurement practices in an organization
5.1 plan a strategy to improve an organisation’s supply chain
5.2 assess how a supply chain improvement strategy will benefit overall business performance in an organization
5.3 explain how barriers will be overcome in an organization when implementing a supply
chain improvement strategy
Supplier and Buyer Driven Channels in a Two-Stage Supply Chainertekg
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/supplier-and-buyer-driven-channels-in-a-two-stage-supply-chain/
We explore the impact of power structure on price, sensitivity of market price, and profits in a two-stage supply chain with single product, supplier and buyer, and a price sensitive market. We develop and analyze the case where the supplier has dominant bargaining power and the case where the buyer has dominant bargaining power. We consider a pricing scheme for the buyer that involves both a multiplier and a markup. We show that it is optimal for the buyer to set the markup to zero and use only a multiplier. We also show that the market price and its sensitivity are higher when operational costs (namely distribution and inventory) exist. We observe that the sensitivity of the market price increases non-linearly as the wholesale price increases, and derive a lower bound for it. Through experimental analysis, we show that marginal impact of increasing shipment cost and carrying charge (interest rate) on prices and profits are decreasing in both cases. Finally, we show that there exist problem instances where the buyer may prefer supplier-driven case to markup-only buyer-driven and similarly problem instances where the supplier may prefer markup-only buyer-driven case to supplier-driven.
This document discusses the concept of value and the value chain. It provides definitions of value, including that value is determined by the benefits delivered to customers compared to the costs of acquiring those benefits. It also discusses the value chain as a way to analyze the activities involved in delivering value to customers. Specifically, it discusses how the value chain can be used to identify strengths/weaknesses, competitive advantages, and costs. It notes that traditional views of the value chain start with the organization, but that a more effective approach is to start with customer value expectations.
This document discusses various business functions and how information systems support them. It explains that the chapter will identify business functions like accounting, customer relationship management, and enterprise resource planning. It will also discuss how information technology helps manage supply chains by supporting the flow of information between a company's internal business functions and its external partners. Finally, it defines effectiveness as the degree to which a goal is achieved, and efficiency as the relationship between resources used and benefits gained in achieving a goal.
The role of manufacturing operations is the process of beginning a production process to a task of final assem-bly, with increased reliance on a significant number of supply chain participants who have differing objectives, perspectives and processes. However, an effective partnering between companies and their suppliers remains a key to lean supply chain management excel-lence. A lean supply chain offers competitive advantage to the suppliers, therefore the need for the Nigerian mar-ket to embrace the idea of lean based supply chain system. This paper examines the prospects of transforming from the traditional supply chain system to a lean supply chain system in Nigeria. But it is noted that the process could be tasking. It was observed that to succeed in lean supply chain management, organizations must be willing to share risks and rewards, and to build the underlying infrastructure to apply these tools. In this paper it was resounded that the rewards could be in-flaming as various benefits such as a stronger costumer, supplier relationship, increased competitive advantage with velocity of supply etc, applies. It is concluded that, to the Nigerian economy it will be increased cash flow from the costumers and increased market forces.
AN OPTIMIZING INTEGRATED INVENTORY MODEL WITH INVESTMENT FOR QUALITY IMPROVEM...IJITCA Journal
This paper presents a vendor-buyer integrated inventory model. This paper considers the problem of a vendor and buyer integrated production inventory model for the vendor and the buyer optimization model
under quality improvement investment and setup cost reduction in the production system such that the total
profit is maximized. The relationship between demand and price is considered as a linear. Entirety profit is
the supply chain presentation calculate and it is calculated as the dissimilarity among revenue from sales
and total cost, where the last is the sum of the vendor’s and buyer’s setup/order and inventory holding
costs, opportunity in setup cost and opportunity investment cost. This manuscript efforts to conclude the
optimal production run time and capital investments in setup cost reduction and process quality
improvement for production system such that the total profit is maximized. The main focus for this paper is
the setup cost reduction and investment for quality improvement. The proposed model is based on the
integrated total profit for both buyer and vendor which find out the optimal value of order quantity,
opportunity investment cost for quality improvement and setup cost reduction. The solution procedure is
developed in order to find the total profit of the vendor and the buyer which is to be maximized. To conclude, a numerical example is given to demonstrate the solution procedure.
Supplier Relationship Management (SRM) software from SAP offers comprehensive procurement functionality. It allows employees to create purchase requisitions, approve requests, and track orders. SRM is integrated with SAP ERP for centralized control. The software features catalogs, strategic sourcing, contract management, and supplier self-service portals. It provides tools to manage the entire procure-to-pay process and collaborate with vendors.
Selection of supplier in b2b e commerce using work flow petri netijmvsc
This document summarizes a research paper that models supplier selection in business-to-business e-commerce using Petri nets. It presents a workflow model of e-procurement with entities like procurement, manufacturer orders, and market demand. A Petri net workflow model is used to represent the supplier selection process. Performance is analyzed for a two-supplier generic model and an n-supplier model by calculating throughput and delivery time based on randomly generated times. Test cases show supplier involvement and compare throughput/delivery times to select the best suppliers.
IRJET-Recommendation in E-Commerce using Collaborative FilteringIRJET Journal
This document proposes a recommender system for e-commerce that uses collaborative filtering, K-means clustering, and RFM classification. It first clusters products into high, medium, and low selling stocks using K-means clustering based on sales data. It then classifies customers into high, medium, and low loyalty tiers using RFM classification based on recency, frequency, and monetary value of purchases. Recommendations are generated by matching customer loyalty tiers to appropriate product stock tiers to increase revenue. A weighted page rank algorithm is also used to determine the best pages to display recommendations.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
The International Journal of Engineering and Science (The IJES)theijes
This document summarizes research on optimizing nitrogen species catalyzed (NSC) pressure leaching to treat complex sulfide concentrates. Bench-scale testing was conducted on two composite concentrate samples to evaluate metal recoveries and avoid forming lead-containing residues that are difficult to process. A statistical experimental design was used to optimize leach conditions such as grind time, acid concentration, temperature, and time. The optimized process produced a lead sulfide residue suitable for conventional smelting. Overall, NSC pressure leaching effectively extracted over 90% of silver, zinc, copper, nickel and cobalt into solution while avoiding problematic residues.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The International Journal of Engineering and Science (The IJES)theijes
The document discusses applying the Hansen-Bliek-Rohn method to solve the total least squares problem with interval data input. It begins with an introduction to total least squares and interval arithmetic. It then presents how to compute the mean and variance for statistical data expressed as intervals. Next, it discusses the general linear model for least squares and properties of the covariance matrix. It introduces using component-wise distance as a condition number for the weight matrix. In the following sections it will apply the Hansen-Bliek-Rohn method to a numerical example to solve the resulting interval linear system.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
The International Journal of Engineering and Science (The IJES)theijes
This document summarizes a research paper that proposes a new intrusion detection system (IDS) to identify distributed denial-of-service (DDoS) attacks in multitier web applications. The system models relationships between web server requests and database queries to detect attacks where normal traffic is used maliciously. It handles both deterministic and non-deterministic relationships. For static websites, the system classifies traffic into patterns and builds a mapping model. For dynamic websites, it aims to extract one-to-many mappings despite parameter variations and overlapping operations. The paper also discusses SQL tautology attacks, which exploit input fields to bypass authentication or extract all data.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The papers for publication in The International Journal of Engineering& Science are selected through rigorous peer reviews to ensure originality, timeliness, relevance, and readability.
The International Journal of Engineering and Science (The IJES)theijes
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
The International Journal of Engineering and Science (The IJES)theijes
This document summarizes a research paper that proposes a novel approach to improving the k-means clustering algorithm. The standard k-means algorithm is computationally expensive and produces results that depend heavily on the initial centroid selection. The proposed approach determines initial centroids systematically and uses a heuristic to efficiently assign data points to clusters. It improves both the accuracy and efficiency of k-means clustering by ensuring the entire process takes O(n2) time without sacrificing cluster quality.
This document appears to be a dissertation submitted for a Master's degree that examines risk in reverse logistics. It includes declarations by the student and faculty supervisor. The introduction provides an overview of reverse logistics and outlines the research questions and significance of the study. The literature review discusses concepts of supply chain management and reverse logistics, including the scope and processes involved in reverse logistics. It also examines some of the challenges of reverse logistics, such as costs and network structures, and the potential financial impacts on supply chain performance.
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 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.
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, supply chain management is a strategic tool that can improve customer service and competitiveness by efficiently integrating all parts of the supply chain.
This document provides an introduction to supply chain management. It discusses supply chain management as a network of businesses involved in providing products and services to end customers. The document outlines the components and functions of supply chain management. It also discusses different analytical methods that can be used for supplier selection, including the Analytical Hierarchy Process and Analytical Network Process. The document provides an overview of the subsequent chapters which will apply these methods to a case study of supplier selection.
This document proposes a novel approach using Mamdani Fuzzy Logic to find the Mean Square Error (MSE) in supply chain management and reduce the Bullwhip Effect. It first discusses supply chain management and the Bullwhip Effect. It then reviews literature on quality chain management and related approaches. The document presents a system model using Mamdani Fuzzy Logic to group Mamdani and logical approaches, tune membership functions, and defuzzify results. It applies this approach to an export value forecasting problem using Iranian carpet trade data over 9 years. Simulation results show the approach can forecast reliability, payoffs, and change in variables to minimize price while reconciling customer demand with supplier capabilities.
The document discusses the importance of supply chain integration and management in today's business environment. It states that price is no longer the only indicator of quality, and that evaluating overall supply chain efficiency is now a key part of purchase decisions. It emphasizes the need for close collaboration between suppliers, customers, and across the supply chain. Effective supply chain management can provide a competitive advantage through strategies like jointly negotiating contracts to lower costs, ensure quality and timely deliveries, and increase bargaining power.
Research on the Relation between Quality and Competitive Advantage Based on V...montahasadeq
1) The document explores the relationship between quality and competitive advantage based on value chain analysis. It argues that quality chain and value chain are integrated in the operation chain of enterprises.
2) Analyzing the upstream and downstream value chains can help optimize procurement costs and product life-cycle costs to improve competitive advantage. Looking upstream can optimize input quality and costs from suppliers, while looking downstream can improve customer satisfaction and optimize design/manufacturing to reduce total product costs.
3) Quality is transferred through the value chain from inputs to outputs and customers. Controlling quality at each stage optimizes the quality chain and value chain to establish cost leadership or differentiation advantages.
The document discusses value chains and supply chains. It defines key terms like value, value chain, supply chain, offshoring, and globalization. It also provides examples of companies' value chains, including Procter & Gamble, Buhrke Industries, Nestle, and Rocky Shoes & Boots. Managing global value chains is more complex due to issues like risk, transportation, purchasing, and legal/regulatory differences between countries.
An application of Supply Chain Managment on present business organizationsDepesh Banik
The document discusses supply chain management and its application in present business organizations. It defines supply chain as a network of facilities working together to procure materials, transform them into products, and distribute the finished products to customers. The objectives are to understand how supply chain concepts are applied, how supply chains work within organizations, and how supply chain adaptations affect organizations. Research was conducted through literature reviews and interviews with supply chain professionals.
Supply chain management (SCM) involves coordinating and integrating the flow of materials, information, and finances between all parties involved in fulfilling a customer request. It includes coordination between a company's internal operations as well as its interactions with suppliers, intermediaries, third-party service providers, and customers. The goal of SCM is to meet customer demands efficiently while reducing costs across the entire supply chain.
Activity-based costing (ABC) is a system that can be used in supply chain management and logistics to optimize costs. ABC breaks down overhead costs across activities like production and supply chain management. It assigns costs to each activity to get a clearer picture of where money is spent. Using ABC, businesses can see which products are truly profitable and identify opportunities to reduce overhead costs, helping to improve overall supply chain economics and competitiveness.
This document provides an overview of supply chain management. It defines a supply chain as a global network used to deliver products and services from raw materials to end customers. A supply chain involves suppliers, manufacturers, transporters, warehouses, retailers, and customers. The three flows in a supply chain are products, information, and money. Supply chain management aims to maximize value by achieving faster delivery, improved quality and services, and reduced costs. It requires coordination across functions and companies. Key considerations for supply chain management include inventory, transportation, facilities, and information flows.
Volume 5 (19) Issue 2 2014 21 New Approaches to S.docxlillie234567
Volume 5 (19) Issue 2 2014
21
New Approaches to Supply Chain Management Concept.
Logistics Integration of "Hub and Spoke" Model
Gheorghe MINCULETE
Polixenia OLAR
“Carol I” National Defense University, Romania
[email protected]
Abstract
In the current modern trade, the integration of economic affairs from design to
completion is an important priority, which determines all economic options of companies
to focus on satisfying the needs of consumers and users to their loyalty.
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a
customer’s request. The supply chain not only includes the manufacturer and suppliers,
but also transporters, warehouses, retailers, and customers themselves.
Within each organization, such as a manufacturer, the supply chain includes all
functions involved in receiving and filling a customer’s request. These functions include,
but are not limited to, new product development, marketing, operations, distribution,
finance, and customer service.
This article stresses the essential aspects of supply chain management in modern
economics affairs, which are integrating under the functional aspect of the "hub and
spoke" model.
Keywords: supply chain management, hub and spoke model, hub and spoke
system, hub and spoke network, e-commerce
JEL Classification: L11, L22
1. Introduction
The management of the supply-delivery chain aims to intensify the processes that
take place from the level of the suppliers of raw materials to that of the end customers. The
aim is to increase the added value and to improve the use of resources and the efficiency of
costs by bringing the required product at the indicated time and place with minimum
manipulations and without delays.
A supply chain means a flow of goods, services, money and information through
different situations (Tan, 2001). These units are legally independent companies, factories
or offices far from each other, geographically speaking, or organizational entities that have
the autonomy to take decisions regarding the information systems.
The concept of management of the supply-delivery chain is closely connected to
Michael Porter's idea (1985), which expresses it as a chain of values based on the
processual vision on organizations. According to this idea, an organization can be seen as a
Valahian Journal of Economic Studies
22
subsystem composed of sub-systems, each of them with inputs, transformation
(conversion) processes and outputs.
Having in mind the logistic field, the management of the supply-delivery chain is
very important, because it covers the aspects that study the flows of materials and
information, the acquisitions and sales from an operative point of view, such as the
transports, orders and packing, but also aspects of a strategic nature, such as the
competition. Although there is a large number of definitions on the management of the
supply chain, th.
Volume 5 (19) Issue 2 2014 21 New Approaches to S.docxjessiehampson
Volume 5 (19) Issue 2 2014
21
New Approaches to Supply Chain Management Concept.
Logistics Integration of "Hub and Spoke" Model
Gheorghe MINCULETE
Polixenia OLAR
“Carol I” National Defense University, Romania
[email protected]
Abstract
In the current modern trade, the integration of economic affairs from design to
completion is an important priority, which determines all economic options of companies
to focus on satisfying the needs of consumers and users to their loyalty.
A supply chain consists of all parties involved, directly or indirectly, in fulfilling a
customer’s request. The supply chain not only includes the manufacturer and suppliers,
but also transporters, warehouses, retailers, and customers themselves.
Within each organization, such as a manufacturer, the supply chain includes all
functions involved in receiving and filling a customer’s request. These functions include,
but are not limited to, new product development, marketing, operations, distribution,
finance, and customer service.
This article stresses the essential aspects of supply chain management in modern
economics affairs, which are integrating under the functional aspect of the "hub and
spoke" model.
Keywords: supply chain management, hub and spoke model, hub and spoke
system, hub and spoke network, e-commerce
JEL Classification: L11, L22
1. Introduction
The management of the supply-delivery chain aims to intensify the processes that
take place from the level of the suppliers of raw materials to that of the end customers. The
aim is to increase the added value and to improve the use of resources and the efficiency of
costs by bringing the required product at the indicated time and place with minimum
manipulations and without delays.
A supply chain means a flow of goods, services, money and information through
different situations (Tan, 2001). These units are legally independent companies, factories
or offices far from each other, geographically speaking, or organizational entities that have
the autonomy to take decisions regarding the information systems.
The concept of management of the supply-delivery chain is closely connected to
Michael Porter's idea (1985), which expresses it as a chain of values based on the
processual vision on organizations. According to this idea, an organization can be seen as a
Valahian Journal of Economic Studies
22
subsystem composed of sub-systems, each of them with inputs, transformation
(conversion) processes and outputs.
Having in mind the logistic field, the management of the supply-delivery chain is
very important, because it covers the aspects that study the flows of materials and
information, the acquisitions and sales from an operative point of view, such as the
transports, orders and packing, but also aspects of a strategic nature, such as the
competition. Although there is a large number of definitions on the management of the
supply chain, th ...
Value chain methodology: Potential use by the Ethiopian Livestock Feed (ELF) ...ILRI
Presented by Getachew Legese (EIAR) at the inception meeting for the ‘Fodder and feed in livestock value chains in Ethiopia’ project, ILRI, Addis Ababa, 21-22 February 2012
This document discusses approaches to measuring performance in supply chain management. It outlines traditional measures like productivity, quality, customer service and costs. It also describes a contemporary analytical framework for measurement that is process-oriented and identifies linkages. Key tools for performance measurement discussed are the balanced scorecard, activity-based management, economic value added and process-driven metrics like the Supply Chain Operations Reference model. The overall goal of performance measurement in supply chain management is to track operational KPIs, identify opportunities for improved efficiency and effectiveness, and facilitate benchmarking.
This document discusses approaches to measuring performance in supply chain management. It outlines traditional measures like productivity, quality, customer service, and costs. It also describes a contemporary analytical framework for measurement that facilitates root cause analysis and process improvement. Specific tools discussed for performance measurement include the balanced scorecard, activity-based management and costing, economic value added, and the Supply Chain Operations Reference model. The overall goal of performance measurement in supply chain management is to track operational KPIs, identify opportunities for increased efficiency, and enable benchmarking against industry standards.
1. What is supply chain integration? Illustrate the three stages of supply chain integration
2. What is bullwhip effect? How it effects supply chain inefficiency?
3. Illustrate supply chain configuration design for agile supply chain.
4. Discuss the future trends of information technology in supply chain management.
5. Explain i) Agile Supply chain ii) Reverse Supply Chain
6. Describe the importance of E-Business in supply chain
7. Explain supply chain restructuring.
8. Explain building partnership and trust in supply chain.
9. Explain basic approach to forecasting.
10. Explain coordination in supply chain.
11. Explain supply chain mapping
12. Explain supply chain process restructuring.
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The International Journal of Engineering and Science (The IJES)
1. The International Journal Of Engineering And Science (IJES)
||Volume||2 ||Issue|| 11||Pages|| 31-43||2013||
ISSN(e): 2319 – 1813 ISSN(p): 2319 – 1805
The Roles Of Supply Chain Management In A Deregulation Economy
1,
1,
Gbadamosi Olaniyi Mufutau , 2,Osho Victoria Mojisola
Federal Polytechnic Ado –Ekiti School Of Business StudiesDepartment Of Purchasing And Supply
2,
Federal Polytechnics Ado-Ekiti School Of Business Studies Department Of Marketing
---------------------------------------------------ABSTRACT------------------------------------------------------This Study Is All About Appraisal Or The Roles Of Supply Chain Management On A Deregulating Economy,
Also The Study Tended To Find Out The Meaning And Application Of Supply Chain Management In Our
Economy Sector. The Study Discussed The In Depth Of Supply Chain Management And It Roles And
Applications, Also Elucidate The Sound Opinion Of Different Scholars And Researcher On Purchasing And
Supply Chain Management Field. A Quite Number Of Authorities On Supply Chain Management At The
Chartered Institute Of Purchasing And Supply Management Nigerian (CIPSMN) Were Also Cited, The Like Of
ALIYU M.J Abdul Mamman, The Foreign Authority Cited Were The Like Of Lyson C.K., Gattorna, Lamer Lee
And Burt, Strauss G., Osstreft. F And Smith). This Study Recommends An Ideal Structure Of Supply Chain
Management For Better Understanding F The Position Of Supply Chain Management Within The Scope Of The
Best Practice
----------------------------------------------------------------------------------------------------------------------------- ----------Date of Submission: 2 October 2013
Date of Acceptance: 30 November 2013
----------------------------------------------------------------------------------------------------------------------------- ----------
I.
SUPPLY CHAIN MANAGEMENT
The term “Supply Chain” has been defined as “the network of organization that are involved through
upstream and downstream linkages, in the different processes and activities that produce value in the form of
products and services in the hands of the ultimate consumers.The Supply Chain can be likened to a wellbalanced and practiced relay team in which the entire team is co-ordinated to run the race, there are several
points about Supply Chain .According to Aliyu (2006) “It is a concept that can be described as the management
of all activities, information, knowledge and financial resources associated with the flow and transformation of
goods and services up form the raw materials suppliers, component suppliers and other suppliers in such a way
that the expectations of the end users to the company that the expectations of the end users to the company are
been met or passes.Supply Chain management therefore differs from purchasing, in that it encompasses also all
logistics activities. Moreover, it entails the management of relationship not only with the first tier suppliers but
also with lower tiers suppliers. Supply Chain Management can be summarized to mean timely activities that
encompass the processes and functions in purchasing, procurement. Logistics, stores, warehouse and supply
management.Supply Chain emphasize the process approach concerned with how a product or service is
delivered to the customer, this approach is based on the recognition that the customer is concerned that the
required product or service is delivered at the right price and at the right place. Customers are largely
unconcerned with how this is accomplished.A process is simply a „set of logically related tasks performed to
achieve a defined business outcome‟.
II.
SUPPLY CHAIN DIFFER
There is no single supply chain organization from network of chains with common point of
interconnection. Each organization is both a supplier and a customer, as it looks both up and down a particular
chain. Acknowledging the individuality of particular chain does not pre- adopt the concept as a means of
analyzing how operations may be improved Supply Chain are linked to value chains, the first point states that
each activity within a value chain provides inputs. After processing, each input provides added value to the
output which the ultimate customer receives in the form of a product or service of as the aggregate of value at
the end of the value chain, the amount of added value is determined by subtracting the sum of the bought out
materials and services comprising an activity from the increased worth of a product or services at the end of that
activity within the supply chain.Gathering and Walters state that apart from identifying activities, the value
chain indicates the relative importance of activities and that by allocating cost to activities rather than functions
we identify the true costs involved in service delivery. A simple method of value chain analysis is to call the
price charged to the customer, at the end of the supply chain, 100% and by working backwards estimate the
amount of value added by each supply chain activity. Flint point out the that the optimization of the supply
chain costs and as shown on the diagram below, suggest supply chain cost areas where specific ideas for cost
savings can be made.
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Procurement expertise can add value by generating savings and offering improved services to internal
customers. Savings can be achieved not only by price reductions or enhanced value in the prices of bought items
but by such means as reducing the supply base and numbers of purchase orders or accounts
Improved services include times, and paper work, the benefits to be derived by the internal customer
receiving the services should as cannon says be quantified in money terms, as should be cost delivering it. It is
only if there is a net benefit that the service is worth delivering. Cannon also suggests that money based service
levels should be benchmarked against other organization as a further check on the functions effectiveness. Value
analysis can also be sued to determine more accurate costs for providing services to internal customers using the
activity-based costing. Supply Chain costs are linked to time, in the shorter the Supply Chain , the lower costs.
This emphasized the importance of the time compression approach. Supply Chains emphasize cross-functional
teams, Womack, Jones and Roos state that at Toyota and Honda project leaders or Shusas assemble small team
that are assigned to the development project for its life. Team members come from functional departments with
whom they retain links, source their career success depends on moving up through their functional specialty. An
example of cross or intra-functional organization is shown on the figure below.
SUPPLY CHAINS
Definitions
There are many definitions of the term „Supply Chain;, of which the following is typical: a Supply
Chain is that network of organization that are involved, through upstream and downstream linkages, in the form
of products and services in the hands of the ultimate customer or consumer. Author. The above definition
emphasizes key characters of supply chain:
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SUPPLY CHAINS ARE NETWORK: Traditionally Supply Chain where loosely linked associations of
discrete business. The network concept implies some coordination of cow to customer processes ad
relationships. An alternative definition is that a supply chain is:
A network of connected and interdependent organizations mutually and cooperatively working together to
control, manage an improve the flow of materials and information from suppliers to end users.
Networks are further considered in section 4.3
Supply Chain linkages are upstream and downstream: Upstream means against the current and relate in
relationships between an enterprise and its suppliers. Downstream is with the current and relates to the
relationship between an enterprise and its customers. There can also be upstream-downstream, as is the case
with organizations that have returnable containers pallets, drums and so on or trade-in products.
LINKAGES: The coordination of supply chain process and relationships. A supply chain is only as strong
as its weakest
PROCESSES: In the context of a business, a process is defined by Cooer et al, as: a specific ordering of
work activities across a time place with a beginning and as end and clearly identified inputs and outputs, a
structure of action.
From a purchasing standpoint, the processes that comprise the supply chain are shown if figure 3.6
Figure 3.6. supplier chain processes from a purchasing perspective
Search
Acquire
Use
Maintain
Dispose
Source not seen
From a supplier‟s standpoint the process are shown in figure 3.7
VALUE is defined by Porter (2005) as what buyers are willing to pay‟. Superior value stems from offering
lower price for equivalent benefits or providing unique benefits that are more than offset a higher price.
THE ULTIMATE CUSTOMERS: A customer is simply the recipient of the goods or services that result
from all the processes and activities of the supply chain. A function or subsystem can be the customer of the
preceding or succeeding link in a supply chain.
Figure 3.7. Supply chain process from a supplier‟s perspective
Research
Design
Manufacture Or Provide
Sell
Service
Customers may be either internal or external. The definition refers to the „ultimate customer or
consumer‟s so that the supply chain may extend beyond the customers from whom the direct order for goods or
service emanate.
3.4.2
Types of Supply Chain
Supply chain can be classified in numerous ways. An organization such as a food retailer will have
many types of supply chains reflecting difference in products, services, production and distribution methods,
customer-supplier relationships and information flows. Supply chain may be roughly classified according to
four customer-supplier characteristic and also in relation to virtually, scope, service, complexity, products,
purpose and value.
Customer-supplier characteristics
These may give rise to:
Concentrated chains found in businesses such as the automotive industry that have:
o Few customers but many suppliers
o Customers with demanding requirements
o EDI systems or a requirement for JIT deliveries
Batch manufacture chains that have:
Many customers and many suppliers
Complicated relationship webs – an undertaking with which an enterprise is in contact may, at different
times. Be a customer, supplier, and competitor orally.
Retail and distribution chains that have:
Customized methods, such as vendor-managed inventory (VMI) of facilitating dealings with suppliers.
Service chains that implement the mission statement of organizations such as hospitals, libraries and banks
concerned with the delivery of services, books, information and financial service or restaurants and cinemas
delivering food and entertainment, for example-essentially services chains are not different
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frommanufacturing chains as every service involves people, something physical (an asset or part something
performed), an action and a time element.
Other characteristics
Virtuality: Virtual is the opposite of real. Thus, a „virtual‟ enterprise is the counterpart of a real, tangible
business. As Christopher (2006) „a virtual supply chain is in effect, a series of relationships between
partners that is based upon the value added exchange of information‟s‟. In a virtual supply chain,
information replace the need for inventories. A mail-order business may have no inventory and simply call
for supplies from the manufacturer when orders are received from customers.
Scope supply chains be local, regional and international in scope. Some suppliers of gas, such as BP, for
example, have the ability to put together delivery chains to bring gas suppliers from Trinidad to Spain, from
Siberia to China and from North Africa to Southern Europe.
Complexity Mentzer et al. (2008) identify three degrees of supply chain complexity: „direct‟, „extended‟
and „ultimate‟. A direct supply chain, as shown in Figure 3.8, is comprised of a company or supplier and a
customer involved in the upstream and/or downstream flow of products services, finances and information.
Figure 3.8 Direct supply chain
Supplier
Organization
Customer
An extended supply chains, as shown in Figure 3.9. Includes suppliers of the immediate supplier and customers
of the immediate customers.
Figure 3.9 Extended supply chains
Suppliers‟
Supplier
Suplliers
Organization
Customer
Customers
Customer
An ultimate
supply chain, as shown in Figure 3.10, includes all the organizations involved in all the upstream flows of
products, services, finances and information.
From the ultimate supplier to the ultimate customer.
Figure 3.10 Ultimate Supply
Chain
Purpose: A purpose can be made between efficient and responsive supply chains. Efficient supply is primarily
concerned with reducing the cost of operations, as in lean supply chains.
These work best when forecast accuracy is high and product variety low. Responsive supply chain are
primarily concerned with minimizing the delivery circle time, as in agile supply chain. These work best
when forecast accuracy is low and product variety high.
Products supply chains vary widely according to the end product. Examples are build-to-forecast and buildto-order supply chains and ones for innovative and functional product.
VALUE CHAINS ANALYSIS
Value supply chains is concerned with a detailed examination of each subsystem in a supply chain and
every activity these subsystem with a view to delivering maximum value at the possible total cost, thereby
enhancing value and synergy throughout the entire chain.
Porter (2007) sates that there are two ways in which an enterprise can obtain a sustained competitive
advantages: fist cost and, second, differentiation.Cost analysis with regard to value chains is performed by
assigning costs to the value chain activities. The approach of activity-based costing (ABC) is, as stated above,
of particular relevance in this context.Porter (2006) identifies ten major cost divers that determine the value or
cost of activities.
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Economic or diseconomies of scale: Fixed costs spread over a large volume of production are more costeffective that producing small quantities of an item. Diseconomies of scale in procurement can occur if
large requirements meet an inelastic supply, forcing up input prices.
Learning and Spillovers: learning can reduce costs and can spill over from one industry to another via
suppliers, ex-employees and reports of representative.
Capacity utilization: Changes in the level of capacity utilization will involve costs or expanding or
contracting.
Linkages between activities: The cost or value of an activity is frequently affected by how other activities
are performed. Linkages with suppliers centre on the suppliers products design characteristics, such as
service and quality. The way in which a supplier performs activities within the value chain can raise or
lower the purchasers‟ costs.
Interrelation Sharing: A value activity with another business unit can reduce costs. Certain raw materials
can be procured more cheaply by combining units requirement.
Degree of vertical Integration: Every value activity employs purchased inputs and thus poses integration
choices. The cost of an out bound logistics activity may vary depending on whether or not the enterprise
owns its own vehicles.
Timing of market entry: An enterprise may gain an advantage from being the first to take a particular
action.
Firm’s policy of cost or differentiation: The cost of a value activity od always affected by policy choices
firm makes independently of other cost drivers. Policy choices reflect a firm‟s strategy and often deliberate
trade-offs between cost and differentiation.
Geographic factors: Location relative to suppliers is an important factor in inbound logistical cost.
Institutional factors: Government regulations, taxation, unionization, traffic and levies constitute major
costs.
An enterprise that controls the above drivers better than its rivals will secure a competitive advantage can also
be gained by reconfiguring the value chain so that it is significantly different from those of competitor. Such
configuring chains can derive from deferring production processes, automation, direct instead of indirect sales,
new raw materials or distribution channels and shifting the location of facilities relative to suppliers and
customers.
DIFFERENTIATION
Porter (20060 states that a firm differentiates itself from its competitors when it provides something unique that
is valuable to buyers beyond simply offspring a new price. A differentiation advantages can be obtained either
by enhancing the sources of uniqueness or reconfiguring the value chain.
The drivers of uniqueness are often similar to the cost drivers listed and include:
Policy choices: about what activities to perform and how to perform them, such as what product features to
include, services to provide, technology to employ or quality of outputs.
Linkages between activities such as delivery time, which is often influenced not only by outbound logistics
but also by the speed of order processing.
Timing being the first to adopt a product image may pre-empt others doing so.
Location convenience of use for customers and other such factors.
Interrelationships sharing technologies or sales effort, for example
Leaning and spillovers learning how to perform an activity better-Porter (2008) observes that only
proprietary learning leads to sustainable differentiation.
Integration providing a serve in-house instead of leaving it to supplier may means, that the organization is
the only one to offer the service or provide the service in unique way.
Scale large –scale operation ca allow an activity to be performed in a unique way not possible at a smaller
volume.
Institutional factors goods union relationships may avoid losses in production time due to strikes and so
on.Reconfiguring a value chain to create uniqueness can involve deserving a new distribution chain or
selling approach, forward integration to enhance quality and the adoption of new production technologies.
THE MAIN STEPS IN VALUE CHAIN ANALYSIS
Porter (2006) provides lists of the main steps in strategies cost analysis and differentiation analysis.
[1] Identify the appropriation value chain and assign costs and assets to it.
[2] Diagnose the cost drivers of each value activity and how they interact.
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[3] Identified competitor‟s value chains and determine the relative costs competitors and the sources of cost
difference.
[4] Develop a strategy to lower your relative cost position by controlling cost drivers or reconfiguring the value
chain and/or downstream value.
[5] Ensure that cost reduction efforts do not erode differentiation or make a conscious choice to do so.
Test the cost reduction strategy for sustainability.
Porter report the following rang of expenditure as percentage of sales
dollar for sample of USA manufacturing organization.
Purchasing
Transport
Labour
Inventory
System and Administration
Facilities
55-65 percent
3.5 percent
2.5 6 percent
3-9 percent
1.5 -3 percent
0.7-2 percent
Porter observes that, although c costs could be reduced in almost
every category, most paled in comparison to purchasing, Dramatics
results were recorded as organization focused some of their best
talent on this, most costly segment.
Supply Chain Optimization
Supply chain optimization is different from SGM. The latter concentrates on controlling the various
elements in the supply chain. Optimization is about removing the non-value added steps that have infiltrated or
been designed into the link or process that constitutes a particular supply chain. Optimization is concerned with
the removal of supply chain inefficiencies and been defined as:
The management of implication supply chains in their entirely with the objectives of synchronizing all valueadding production and distribution activities and the elimination of such activities that do not add value.
The objectives of Supply Chain Optimization
The above definition emphasizes the importance of:
Synchronizing all value adding production and distribution activities.
Eliminating activities that do not add value.
Other objectives include the following
Providing the highest possible levels of customer service. Research shows a strong relationship between
customer satisfaction and customer loyalty. Customer service levels should aim to create delighted
customers by exceeding customers expectations. Such expectations include responsiveness and value.
Achieving cost- effectiveness: Cost effectiveness is also referred to as value for money and may be
expressed as ratio:
Value of benefit received
Cost of the benefit
Achieving maximum productivity from resources expended or assets employed. Productivity is also a ratio,
relation, outputs to one or more inputs. An increase in output per unit is an increase in productivity. Thus,
the total productivity of a supply chain is:
Total output
Total input
The challenge is to increase the value of output relative to the cost of input. Productivity also increase when the
same output is achieved with less inputs.
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Optimizing enterprise profit Cudahy, (2007) points out that the logic and aim of enterprise profit
optimization (EPO) is the simultaneous optimization of the supply and demand sides of a business both
within an enterprise and throughout its trading network. Thus by simultaneously improving operational
efficiency and achieving profitable growth, EPO can enhance revenue and thereby complement cost
reduction and asset productivity as a means of enhancing profitability.
Cudahy (2007) states that the introduction of a pricing and revenue optimization (PRO0 system involves the
following four basic steps:
Step 1: Segmenting that market identifying from historical transaction data the selection of groups of
people who will be most receptive to a product. Frequent segmentation methods include demographic
variable, such as age, sex, rage, income and occupation, and psychographic variable. Such as lifestyle,
activities, interest and opinions.
Step 2: calculating customer demand use of pricing software to predict how a customer or micro segment
will respond to products and prices based on current market and other conditions.
Step 3: Optimizing prices. This is concerned with deciding what prices to offer to a particular customer to
maximize a particular profit objective, market share on other strategic goals. Based on an analysis of cost,
demand, market position, price elasticity and competitive pressures, it recommends optimum- not lowest
prices to achieve these goals.
Step 4: Recalibration prices: This is the fine-tuning of prices to customer buying behavior.
Cudahy (2006) observes that pricing and revenue optimization are not about competition on price but extracting
the maximum value from a company‟s products and capacity.
Achieving maximum time compression: Time compression is an important aspect in achieving customer
satisfaction, cost effectiveness and productivity. Welding (2008) rightly observes that while cost and
transfer price comparisons are across all supply chain partners. Speeding up the flow or materials
productivity, provides competitive advantage by virtue of rapidly responding to customers requirement and
eliminates non- value adding process time. Beesley (2007) claims that at least 95 percent of process time is
accounted for by non-value –adding activities. The compression has implications for all aspects of the
supply chain but is of particular importance as, unlike material, time waste cannot be replaced. In general,
non-value-adding activities relating to time can be categorized as:
Quenching time-material s waiting to be processed ]
Rework time- rectifying errors
Time wasted due to managerial decisions (or indecisions)
Cost of inventory in the supply chain.
Regarding inventory, Beesley (2007) claims “as a general rule the volume of inventory held in a supply
chain is proportional to the length of time expressed as the total time to customer.” If the supply chain is
compressed work-in-progress, cycle and buffer stocks are reduced, with consequent lower overhead, capital and
operating costs.
Factors In Supply Chain Optimization
The important factors in supply chain optimization are described below:
Reduction of Uncertainty
Davis (2006) refers to three distinct sources of uncertainty that plague supply chain:
Suppliers failure to fulfill delivery promise
Manufacturing machine breakdown, computer foul-ups that route materials to the wrong place and so on.
Customers uncertainty regarding order quantities and the bullwhip effect or increase in demand variability
further up the supply chain,
III. MATERIALS MANAGEMENT
(a)
Introduction: A close analogy exists between materials management (MM) and marketing. With the
latter the aim is to co-ordinate effectively a number of related activities. i.e market research, product,
sales analysis, forecasting, promotion and selling, under one executive. MM seeks a similar coordination of activities relation to materials. The essence of the MM approach is shown by Dean S.
Ammer in Figure 3.12, where (a) and (b) represent the pre-MM and MM approaches respectively.
(b)
(i)
Definitions
Materials management is concerned with the flow of materials to and from the manufacturing
department.‟ (Dean S. Ammer) (16)
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(ii)
(iii)
Materials management is a co-ordinating function responsible for the planning and controlling of
materials flow. Its objectives are as follows:
Maximize the use of the firm‟s resources
Provide the required level of customer service (Arnold) (17).
The management process which integrates the flow of suppliers into, through and out of an
organization to achieve a level of service which ensures that the right materials are available at the right
place at the right time, of the right quantity and quality and at the right cost.
It include the functions of procurement, materials handling and storage, production and inventory
control, packaging, transport and associated information systems and their application throughout the
supply, manufacturing. Service and distribution sectors.‟ (The institute of Logistics (GB).
(c) Activities assigned to materials management. The above definitions confirm Ammer‟s statement that
there is no general agreement about precisely what activities are embraced in materials management (16). He
restricts the activity as extending to the point where manufacturing coverts it (material) into a product‟, although
he later concedes that the materials manager may also provide warehousing, traffic and transportation services
for manufacturing and purchasing. The institute og Logistics includes „finished products‟ and distribution
sectors‟.
Some aspects of MM that may be included under one or other of the five principal stages of the materials „flow‟
are:
Materials flow
Typical activities
Planning
Preparation of materials budgets, product research a development, value engineering
and analysis, standardization of specifications.
Procurement
Determining order quantities, processing of work and
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stores requisitions, issue of enquiries, evaluation of quotations, supplier appraisal , negotiation, pacing of
contracts, progressing of deliveries, certifying payments, vendor rating.
Storage
Stores location layout and equipment, mechanical handling, stores classification,
coding and cataloguing, receipt of purchased items, inspection, storage or return,
protection of stores, issues to production, provision of cost data, stock records, disposal
of obsolete, surplus or scrap material.
Production control
Forward ordering arrangements for materials, preparation of production schedules and
sequences, issue of orders to production, emergency action to meet material shortage,
make or buy decisions, quality and reliability feedback and adjustment of suppliers
flow to production line or sales trends.
Distribution
Warehousing, packaging, external transportation.
Some factors influencing the activities assigned to MM include the following:
(i)
(ii)
(d)
Purchasing is frequently the „key‟ activity.
Production planning and control may be assigned to MM or manufacturing. The former tends to apply
when production is material oriented, e.g in an assembly factory; the latter when production is
machine/process oriented.
Appraising materials management. In general, the MM approach is especially applicable when:
Materials cots make up a large part of total costs
Purchasing is regarded as a profit-oriented rather than a service
The advantages claimed for MM include the following:
(i)
Improved co-ordination of related functions and a reduction in conflict between activities which, if
departmentalized, might have differing objectives.
(ii)
The MM approach facilitates the introduction of data processing and operational research techniques
which improve decision-making, co-ordination and control. The growth of materials administration as a
development of the increase in computer-oriented thinking in a large part of industry‟ (Ericsson).
(iii)
Materials management encourage the co-ordination of materials „flow‟ from the supplier to the plant
once within the plant.
(iv)
Reduction in costs of purchased items, inventory, materials handling, transportation, derical procedures
and staff.
(v)
Improved supplier relations.
(vi)
Improved customer services due to smoother scheduling of requirements and purchases.
(vii)
Improved morale, especially for smaller subfunctions which recognize more clearly their contribution
to the effectiveness of the organization.
Some possible disadvantages are as follows:
(i)
MM may be unsuitable for some undertakings, e.g industries which process basic raw materials such as
sugar where material prices are subject to frequent fluctuation and material quality is crucial.
(ii)
Co-ordination between activities such as purchasing and production can liaison personnel such as
purchase liason engineers. Such co-ordination, however, may be non-value adding.
(iii)
Materials managers having a sound grasp of all the diverse activites involved are difficult to recruit.
(a)
(i)
(ii)
(iii)
(iv)
(v)
LOGISTICS MANAGEMENT
Definitions
The process of strategically managing the acquisition, movement and storage of materials, parts and
finished inventory (and the related information flows) through the organization and its marketing
channels in such a way that current and future profitability is maximized through the cost-effective
fulfillment of orders. Gattorna. (18).
Logistics is the total management of the key operational functions in the supply chain- procurement,
production and distribution. Procurement includes purchasing and product development. The
production function includes manufacturing and assembling, while the distribution function involves
warehousing, inventory, transport and delivery. (Knight wendling) (19)
Logistics systems consist of the integration of procurement, transportation, inventory management and
warehouse activities to provide the most cost-effective means of meeting internal and external
customer requirements (20).
The process of managing both the movement and storage of goods and materials from the source to the
point of ultimate consumptions and the associated information flow (21).
The time –related positioning of resources (22).
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(b)
The Logistics Concept
Logistic, from the French verb larger (to lodge or quarter), was initially a military term referring to the
techniques of moving and quartering armies ( i.e quartermaster‟s work). Later, the expression was widened to
mean the organization of supplies.Some definitions of both material management (MM) and logistics
management (LM) make it difficult to distinguish the activities that may be assigned to each filed. It is however,
useful to differentiate between MM and physical distribution management (PDM). The former refers to be input
phase of moving bought-out items such as raw materials and components from suppliers to production; the latter
relates to the output phase of moving finished goods from the factory through the appropriate channels of
distribution to the ultimate consumer. Figure 3.13 shows that activities such as storage, inventory, control and
transportation are common to both the input (MM) and output (PDM) phases and that logistics management
subsumes both:It has been stated that the perspective of the logistician is what flows can be made to flow faster‟.
From this standpoint, the logistician studies the costs incurred, beginning with the initial input factor, spanning
the production process, and terminating when the customer pays for the product or service received. The longer
the time at each stage of the supply chain, the higher the costs incurred by the enterprise. A reduction in the time
at any stage will provide an opportunity of cost reduction which can, in turn, lead to a reduction in price. This
can be explained by the cost value curve shown in figure 3.14.
(i)
(ii)
(iii)
(iv)
The lowest cost value is at the procurement stage when suppliers are purchased.
During transportation of supplies, value remains low because little capital is invested until raw
materials and components enter production; the only costs incurred refer to acquisition and holding
costs.
The curve becomes steeper as raw materials and components are gradually incorporated into the final
product. This is because are accumulated manufacturing cost and increasing interest costs that reflect
the value of the capital invested.
The curve becomes flatter at the end of the production process because no more manufacturing costs
apply. At this stage the invested capital is at its highest value and the cost of stocking finished goods
instead of selling them involves higher opportunity costs than holding the initial suppliers. This shows
why the logistician is, if anything, more concerned with PDM than MM, since the potential for cost
reduction is the highest at this point of the total supply chain. Cost reduction by speeding flows of
materials, work-in-progress and finished products is not the only concern of the logistician. Logistics
management involves tow flows. The fist, as stated above, is the flow of materials and work in progress
across the organization to the ultimate customer. The second, as shown in Figure 3.15, is a reverse flow
of information in the form of orders or other indicators on which future demand forecasts can be based.
Such forecasts, as Gatterna (2008) states, can in turn „trigger replenishment order which produce
inventories at distribution cnetres. These order influence production schedules which, in turn, help
determine the timing and quantities with which raw materials are procured.
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Logistics management should be regarded as a total system rather than a function. Essentially it is a way of
thinking about, planning and synchronizing related activities. Figure 3.15 also shows how logistics management
crosses conventional functions.
(c)
Some important logistics concept
(i)
Total systems management, emphasizing a total than a limited department viewpoint. Total systems
management has been facilitated by the availability of information technology.
(ii)
Trade –offs. A trade-off is where an increased cost in one area is more than offset by a cost reduction in
another, so that the whole system benefits. This may give rise to interdepartmental conflicts due to
different objectives. Thus, purchasing may discounts. This policy might be opposed by finance because
of money tied up in working capital and by inventory because of the increased cost of warehousing.
The conflict should be settled on the basis of which policy yields the greater trade-off. Similarly,
purchasing may have to consider whether the security of supply consequent on having a number of
suppliers is offset by the economics resulting from lower ordering costs and larger production runs
obtained from single-source buying. Thus the effect of trade-offs may be assessed by their impacts on
total systems cost and sales revenue.
Purchasing Production Finance Marketing Distribution
Thus, higher inventory costs may result from increased stocks, yet quicker delivery may increase total
sales revenue. Obtaining the information to computer trade-off requires the breaking down of
functional information sharing.
(iv) Co-opeative planning. This can work forwards to customers and backwards to suppliers. The change
from product to customer oriented supply chain, and thus faster supply responses, can with alternatives
such as make to stock, make to order and finish to order. Conversely, from the inward supply side,
effective co-operative planning may relate to zero defects, on-time delivery, shared products and
information exchanges relating to such matters as shared specification, design support, multi-year
commitments, technology exchange. Overall, both supply and customer can benefit from reduced costs
of inventory, capacity, order-handling and administration. This utilizes, as appropriate manufacturing
and scheduling techniques including:
Manufacturing
Computer Aided Design (CAD)
Computer Integrated Manufacture (CIM)
Flexible Manufacturing Systems (FMS)
Materials Requirements Planning (MRP)
Manufacturing resources Planning (MRP II)
Optimized Production Technology (OPT)
Strategic Lead Time Management (STM)
Production
Just-in-Time (JIT)
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Materials Requirement Planning (MRP)
Manufacturing resources Planning (MRP II)
(d)
Logistics management objectives. The whole purpose of logistics is to provide „availability‟. Everyone
will be familiar with the old cliche, the right product in the right place at the right time‟. If one adds at
the least cost‟ than that is precisely the objective of logistics management.
Apart from reduced costs and increased availability, logistics management seeks to:
[1]
Reduce conflict and promote co-operation and co-ordination between subsystems concerned with
material and information flows, based on the recognition that their activities are interrelated and
interdependent.
[2]
Reduce the time spent at every stage of the chain from procurement to delivery to the customer, i.e lead
time, production time, transportation time.
[3]
Add value at every step of the logistics „pipeline‟
[4]
Ensure the highest possible level of customer service and satisfaction by achieving the right combination
of product availability and dependability.
[5]
Control and, where possible, reduce inventory of materials, work in progress and finished goods to
provide stock level at which the costs of stockholding are balanced by production requirements and
customer service.
[6]
Encourage a commitment to quality improvement so that both bought-out suppliers and the products in
which they are incorporated are right first time, every time.
(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
THE CONTRIBUTION OF PURCHASING TO SUPPLY CHAIN MANAGEMENT
Purchasing can contribute to supply chain management by:
Providing expert analysis of forecasting, servicing, delivery and supplier information throughout the
supply chain.
Providing critical information to strategic management on material price, availability and suppliers
issues.
Rationalizing the number of suppliers
Forging effective long term partnership with key suppliers and resolving problems that may arise.
Providing suppliers with accurate forecasts of requirements and facilitating such approaches such as
MRPI, MRP II and JIT.
Securing the maximum possible value in materials cost through the implementation of value engineering
and analysis.
Negotiating the best possible terms in respect of transportation and distribution.
Advising on make or buy decisions, outsourcing, leasing and similar strategies.
Reducing costs, throughout rimes and manual paperwork through EDI supported purchasing planning,
information and disposition systems.
Ensuring that purchasing staff training provides an understanding of all the elements in the supply chain
systems, and the specialized aspects of global purchasing.
IV. RECOMMENDATION & CONCLUSION
The purchasing process has four major components. One of the most crucial is the selection of the right
sources. The right source provides the right quality, on time, at the right price, and with right level of service.
Selection of the right source is more important now- adays than ever before, since more firms are entering into
long-term partnerships with a single source of supply chain. The benefit of such partnership is many, but the
risks are great. Careful selection of suppliers and the professional management of the relationships within the
supply chain is very essential
V.
ACKNOWLEDGMENT
I acknowlegde the authors of books, journals, and other references materials used in the process of this
paper work, and also to the peoples who stood by us in time of challenges, equally, deserving recognition is our
publisher. The International Journal of Engineering and Sciences whose advice and guidance contributed
immensely to the quality of this paper indeed all their assistance will always be remembered.
REFERENCE
www.theijes.com
The IJES
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