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There exists an association between Supply Chain Quality Management (SCQM) and supply chain competence. To verify such claims, data was collected from Hong Kong based firms. The data showed in most cases an association could be established between SCQM initiatives and the supply chain competence. Some fi rms with SCQM initiatives tend to perform better in terms of customer service or product quality. Supply chains managers may therefore, perform better when their managerial foci are consistent with recognized dimensions of supply chain quality and excellence. In today’s global economy supply chain management is crucial in achieving organizational effectiveness.

Presents a synergy and integration of marketing and operations for continuous quality improvement in a service setting. Discusses measurements, improvements, and responsibilities of service quality. Integrates a service quality evaluation tool (SERVQUAL) and a service quality improvement tool (QFD). Claims that only through this synergy and integration of systems, concepts and tools will the aim of the organization in achieving service quality be reached.

Assesses the relationship between quality management practices and organizational climate. This study uses two well‐developed instruments to assess the relationship. A total of 386 questionnaires were mailed to managers drawn from a list of Taiwan’s top 500 manufacturing corporations. A total of 86 middle line managers returned the questionnaires for this study. Discriminant analysis was used to examine the relationship between quality management practices and organizational climate. The result indicates that high quality‐tendency groups perceive a loose organizational structure, while medium quality‐tendency groups perceive a more bureaucratic organizational structure. Regarding people orientation, finds that medium quality‐tendency groups tend to emphasize that more, followed by high quality‐tendency groups and then low quality‐tendency groups. Also identifies the organizational climate indicators that separate high, medium, and low quality‐tendency organizations.

A two‐stage framework is developed on supply chain quality and technology management. This is based on a survey of the perceptions of practicing managers from Hong Kong’s business corporations. The two‐stage process involves empirical assessment of strategic supply chain quality and technology variables, and then using quality function deployment to deploy them to improve the competitiveness of the supply chain. This will help to achieve synergy among suppliers by focusing on the critical strategic variables to achieve sustainable competitiveness.

Develops a strategic planning framework for long‐range marketing policy making. Uses this framework to explore the relationship between marketing orientation and total quality management and extends Kotler′s model of three types of marketing strategic orientation on the perspective of total quality management. Uses two group consensus management techniques (quality function deployment and analytic hierarchy process) and competitive benchmarking to demonstrate how a particular company can make a decision on which strategic marketing orientation to adopt. Furthermore, shows how a company can evaluate itself relative to its competitors on the basis of strategic marketing orientation.

This paper presents a customer‐centric six sigma quality management as an extension of the traditional six sigma way. It views product quality and process reliability as key to achieving six sigma and adopts a holistic view of quality. The aim is to offer practical guidelines to business leaders, practicing mangers and those interested in quality, the new directions in quality management. It views reliability management as an integral part of any six sigma strategy since the focus in reliability management is on process reliability and dependability. Thus, by bringing both product and process quality together, a customer‐centric six sigma can be achieved.