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1 – 10 of over 5000Dean Elmuti, William Minnis and Michael Abebe
The purpose of this article is to investigate the impact of integrated supply chain management on productivity, efficiency, and performance of participants in the system, in an…
Abstract
Purpose
The purpose of this article is to investigate the impact of integrated supply chain management on productivity, efficiency, and performance of participants in the system, in an industrial setting in the USA.
Design/methodology/approach
This study uses longitudinal and experiment field study. Actual organizational data from the survey firm was used. Follow‐up interviews were conduced with key managers in the manufacturing facility.
Findings
The results show positive and substantial improvements in overall performance as a result of integration and coordination of the internal functions within the firm and effectively linking them with their external suppliers. The results also support the claims that an integrated supply chain involves aligning outsourcing activities to achieve the organizational goal of responding positively to the needs of consumers. Several factors were identified as key contributors to supply chain program success in this firm. These included sharing information through new technologies, established partnerships with key suppliers, and constant communication with employees.
Research limitations/implications
Organizations must realize that integration and coordination in each stage of the supply chain design, planning and operation result in considerable impact on the complete chain. Firms should realize that it takes commitment and skill to implement an integrated supply chain program and reap its benefits. Managers interested in applying an integrated supply chain management system would benefit from this study.
Originality/value
This exploratory empirical study provides insight into the effectiveness of implementing an integrated supply chain management approach for increasing the probability of success in the supply chain management approach and identifies areas that need further investigation.
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Dmitry Ivanov and Boris Sokolov
On modern markets, supply chains (SC) shape the competition landscape. At the same time, considerable research advancements have been recently achieved in the area of…
Abstract
Purpose
On modern markets, supply chains (SC) shape the competition landscape. At the same time, considerable research advancements have been recently achieved in the area of collaborative networks. Trends in information technology progress for networked systems include development of cyber‐physical networks, cloud service environments, etc. The purpose of this paper is to identify an inter‐disciplinary perspective and modelling tools for new generation SCs which will be collaborative cyber‐physical networks.
Design/methodology/approach
This study addresses the above‐mentioned research goal by first, developing a methodical vision of an inter‐disciplinary modelling framework for SCM based on the existing studies on SC operations, control and systems theories; and second, by integrating elements of different structures with structures dynamics within an adaptive framework based upon the authors' own research.
Findings
The inter‐disciplinary modelling framework for multi‐structural SCs has been developed. A new inter‐disciplinary level of model‐based decision‐making support in those SCs is claimed based on the integration of previously isolated problems and modelling tools developed in such disciplines like operations research, control theory, system dynamics, and artificial intelligence.
Originality/value
The novelty of this paper is the consideration of SC modelling in the context of collaborative cyber‐physical systems. This topic is particularly relevant for researchers and practitioners who are interested in future generation SCs. Particular focus is directed towards the multi‐structural SC modelling, structure dynamics, and inter‐disciplinary problems and models in future SCs. Challenges of integrated optimization in the organizational and informational context are discussed.
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Assadej Vanichchinchai and Barbara Igel
The purpose of this paper is to comprehensively review, contrast and compare the differences and similarities between total quality management (TQM) and supply chain management …
Abstract
Purpose
The purpose of this paper is to comprehensively review, contrast and compare the differences and similarities between total quality management (TQM) and supply chain management (SCM).
Design/methodology/approach
An extensive overview of the core concepts of TQM and SCM are examined from the literature and are then compared to explore how the philosophical perspectives, goals, evolution, and integration of these concepts could be further developed.
Findings
TQM and SCM have different starting points and primary goals, which can complicate an integrated implementation. However, they have evolved in similar ways to reach the same ultimate goal: customer satisfaction. TQM emphasizes internal (employee) participation and SCM focuses on external (business partners) partnerships but there is a need to emphasize both internal and external partnerships to further strengthen the emphasis on “total” TQM and the entire supply chain in SCM.
Originality/value
This paper is one of the first to discuss comparisons between TQM and SCM. Although both are critical to organizational competitiveness, research so far has tended to focus on either one or the other. A comparative understanding of the philosophies, goals, evolution, and integration of both approaches therefore could improve opportunities for integrated implementation and further research. Thus, this paper can be used as a basis for future empirical studies.
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Jianlan Zhong, Han Cheng, Hamed Gholami, L. Thiruvarasu Letchumanan and Şura Toptancı
Knowledge management (KM) significantly affects supply chain management (SCM) and its performance in today's highly competitive corporate climate. It is crucial to consider this…
Abstract
Purpose
Knowledge management (KM) significantly affects supply chain management (SCM) and its performance in today's highly competitive corporate climate. It is crucial to consider this relationship to achieve optimal supply chain performance (SCP). This study aims to assess this impact by defining and examining the multi-dimensional relationships between KM Process Elements (KMPEs) and SCP Evaluation Criteria (SCPEC) within a comprehensive theoretical framework.
Design/methodology/approach
Integrating KMPEs and SCPEC becomes an uncertain decision-making problem due to data deficiency and the vagueness of decision-makers’ judgments. To address uncertainties, this study uses interval-valued neutrosophic (IVN) sets and proposes an IVN model consisting of SWARA, which is one of the effective multi-criteria decision-making (MCDM) approaches, and house of quality (HOQ) methods. IVN-SWARA is used to weight the SCPEC while IVN-HOQ establishes relationships and prioritizes the KMPEs and SCPEC.
Findings
The results show that reliability is the most significant SCP evaluation criterion. Among the KMPEs, capitalization, sharing, and transfer exhibit stronger associations with the SCPEC compared to the other elements. Capitalization as one of the KMPEs was found to be the most critical one, and efficiency is the criterion most affected by all elements of the KM process.
Originality/value
This study uses innovative methodologies to evaluate the adoption of KM processes on SCP under uncertain environments and involving multi-decision-makers. The proposed integrated model demonstrates flexibility and practicality in combining KM and SCM, leading to improved SCP. Notably, this study presents the development of IVN-SWARA and the use of the integrated IVN-SWARA - IVN-HOQ decision tool, which are novel contributions to the existing literature.
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Trish Gibson, Donald Kerr and Ron Fisher
There is an acknowledged need to advance the supply chain management (SCM) learning agenda, with an emphasis on integration. This paper discuss an Australian university–industry…
Abstract
Purpose
There is an acknowledged need to advance the supply chain management (SCM) learning agenda, with an emphasis on integration. This paper discuss an Australian university–industry collaboration aimed at accelerating SCM learning and offers some insight into models for building a forward-looking SCM.
Design/methodology/approach
The research is an exploratory case study of the industry–university collaboration, using grounded theory procedures. The primary data involved 25 interviews with key participants from the university and industry partners, and from the first cohort of students in the undergraduate program developed within the collaboration.
Findings
A theoretical framework for accelerating SCM learning was developed from the case study data; it comprises six constructs that influence, at strategic and operational levels, the acceleration of SCM learning. Four cross-construct concepts from the framework that form the cornerstones of accelerated learning are discussed in some detail.
Research limitations/implications
The framework facilitates an examination of successes and shortfalls in the case study collaboration and generates a deeper understanding of critical elements for progressing the SCM learning agenda, and expanding SCM education. As with all qualitative research, the results may not be generalisable; testing the relevance and usefulness of the framework with the field will be an important next step.
Practical implications
As the framework identifies conditions, characteristics and capacities of organisations and individuals that support the acceleration of SCM learning, it can provide assistance in designing future university–industry collaborations for advancing SCM learning.
Originality/value
The framework identifies critical success factors for alliances and partnerships aimed at accelerating learning in an emerging body of knowledge such as SCM.
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V.M. Rao Tummala, Cheryl L.M. Phillips and Melanie Johnson
The purpose of this study is to examine important operational issues related to strategic success factors that are necessary when implementing SCM plans in an organization.
Abstract
Purpose
The purpose of this study is to examine important operational issues related to strategic success factors that are necessary when implementing SCM plans in an organization.
Design/methodology/approach
A questionnaire was distributed to top and middle management within a large manufacturing firm, specializing in producing consumer and building products, to examine the importance and the extent to which the selected manufacturing company practiced the strategies based on these identified operational issues.
Findings
Reducing cost of operations, improving inventory, lead times and customer satisfaction, increasing flexibility and cross‐functional communication, and remaining competitive appear to be the most important objectives to implement SCM strategies. The responses by the survey respondents indicate that not enough resources were allocated to implement and support SCM initiatives in their divisions. In addition, they perceived that resource allocation could be improved in the areas of better information systems, greater commitment, setting clear‐cut goals, increased training, more personnel, and aligning SCM initiatives with current priorities and resource commitments.
Practical implications
The results will help to provide greater understanding of strategic and operational issues that support SCM framework and implementing SCM strategies to reduce supply chain‐wide costs and meeting customer service levels.
Originality/value
The results will be useful for business managers to understand and implement SCM plans in terms of their importance and the company's culture.
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Moh’d Anwer Radwan Al-Shboul, Kevin D. Barber, Jose Arturo Garza-Reyes, Vikas Kumar and M. Reza Abdi
The purpose of this paper is to theorise and develop seven dimensions (strategic supplier partnership, level of information sharing, quality of information sharing, customer…
Abstract
Purpose
The purpose of this paper is to theorise and develop seven dimensions (strategic supplier partnership, level of information sharing, quality of information sharing, customer service management, internal lean practices, postponement and total quality management) into a supply chain management (SCM) practices (SCMPs) construct and studies its causal relationship with the conceptualised constructs of supply chain performance (SCP) and manufacturing firms’ performance (MFP). The study also explores the causal relationship between SCP and MFP.
Design/methodology/approach
Data were collected through a survey questionnaire responded by 249 Jordanian manufacturing firms. The relationships proposed in the developed theoretical framework were represented through three hypotheses: H1 – there is a significant relationship between SCMPs and SCP; H2 – there is a significant relationship between SCMPs and MFP; and H3 – there is a significant relationship between SCP and MFP. Linear regression, ANOVA and Pearson correlation were used to test the hypotheses. The results were further validated using structural equation modelling.
Findings
The results indicate that SCMPs have a positive effect on SCP (H1), which in turn also positively affect MFP (H3). Despite this intermediary positive effect of SCMP on MFP through SCP, the study also suggests that SCMPs have a direct and positive effect on MFP (H2).
Practical implications
This study provides hard evidence indicating that higher levels of SCMPs can lead to enhanced supply chain and firms’ performance. It also provides SC managers of manufacturing firms with a multi-dimensional operational measure of the construct of SCMPs for assessing the comprehensiveness of the SCMPs of their firms.
Originality/value
This study is among the very first SCM researches conducted on the Jordanian manufacturing sector, particularly, in relation to the practices that manufacturing firms in this country need to adopt to make their supply chains a solid competitive vehicle for their development. The results have broader implications for all manufacturing companies, particularly in developing economies where the growth of manufacturing and the development of integrated supply chains are key stages in economic development.
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Bang‐Ning Hwang and Ta‐ping Lu
The semiconductor market exceeded US$250 billion worldwide in 2010 and has had a double‐digit compound annual growth rate (CAGR) in the last 20 years. As it is located far…
Abstract
Purpose
The semiconductor market exceeded US$250 billion worldwide in 2010 and has had a double‐digit compound annual growth rate (CAGR) in the last 20 years. As it is located far upstream of the electronic product market, the semiconductor industry has suffered severely from the “bullwhip” effect. Therefore, effective e‐based supply chain management (e‐SCM) has become imperative for the efficient operation of semiconductor manufacturing (SM) companies. The purpose of this research is to define and analyze the key success factors (KSF) for e‐SCM system implementation in the semiconductor industry.
Design/methodology/approach
A hierarchy of KSFs is defined first by a combination of a literature review and a focus group discussion with experts who successfully implemented an inter‐organizational e‐SCM project. Fuzzy analytic hierarchy process (FAHP) is then employed to rank the importance of these identified KSFs. To confirm the research result and further explore the managerial implications, a second in‐depth interview with the e‐SCM project executives is conducted.
Findings
The KSF hierarchy is constructed with two levels: a top‐level consisting of four dimensions and a detailed‐level consisting of 15 individual factors. The research shows that, in the top‐level, strategy is the most critically successful dimension followed by process, organization, and technical; whereas in the detailed‐level, the top management commitment, clear project goal and business requirements, and business process re‐engineering are the top three critical successful factors.
Research limitations/implications
Research surveys and interviews were conducted with two leading companies: Taiwan Semiconductor Manufacturing Company (TSMC) and ASE; they are the largest front‐end and back‐end SM companies in the world, respectively. Although the data collected was primarily based on the experience of one successful e‐SCM project, the significant roles of these two companies and compelling contribution made by the e‐SCM project leading to the research resulted in valuable guidelines for the companies in the semiconductor industry and a useful reference for companies in other manufacturing industries.
Originality/value
e‐SCM system has a high failure rate and there is little literature discussing the KSF of e‐SCM implementation from a holistic view for certain industries. This paper not only provides a structured and comprehensive list of KSFs but also illustrates the application of the most critical factors by examples. In addition to the contributions made to industries, the research results can also serve as a foundation for related academic research when comparing the KSFs of implementing e‐SCM by different industries.
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Edward Sweeney, David B. Grant and D. John Mangan
The purpose of this paper is to develop a thorough understanding of the adoption of logistics and supply chain management (SCM) in practice, particularly at a strategic level…
Abstract
Purpose
The purpose of this paper is to develop a thorough understanding of the adoption of logistics and supply chain management (SCM) in practice, particularly at a strategic level, through an investigation of the four perspectives taxonomy of the relationship between logistics and SCM.
Design/methodology/approach
Based on a comprehensive literature review, three specific research questions are proposed. The empirical work addresses these questions and comprised three phases: focussed interviews, a questionnaire survey and focus groups.
Findings
The findings provide a usage profile of the four perspectives and indicate a divergence between the understanding and adoption of logistics and SCM principles and concepts at a strategic level in firms. The findings also identify the critical success factors (CSFs) and inhibitors to success in addressing this divergence.
Research limitations/implications
The insights generated using the authors’ methodologically pluralist research design could be built upon to include case studies, grounded theory and action research. Replicating the research in other geographical areas could facilitate international comparisons.
Practical implications
The findings allow practitioners to compare their perspectives on the relationship between logistics and SCM with those of their peers. The CSFs and inhibitors to success provide a rational basis for realising the strategic potential of logistics and SCM in practice.
Originality/value
New insights are generated into practitioner perspectives vis-à-vis logistics vs SCM. A fresh understanding of those factors which drive and hinder the adoption of strategic SCM is also developed and presented.
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