Article

New Strategic Tools for Supply Chain Management

International Journal of Physical Distribution & Logistics Management (Impact Factor: 1.04). 12/1991; 21(1):23-33. DOI: 10.1108/09600039110002225

ABSTRACT Intense global competition has created a highly demanding customer.
To serve his needs for highvariety, low cost, sound quality and easy
availability, organisations are looking beyond their own boundaries to
the management of their supply chains. In this they have been inspired
by the typical Far Eastern, and the very best Western, practice. But
supply chain management is still a hope not a reality for many
companies. On the one hand there is an array of “panaceas”
on offer for our “sick” businesses; new technology, computer
integrated manufacturing, the Just-in-Time approach, total quality
management, and more besides. On the other hand supply chain management
has few specific tools of its own. To the manager busy holding on to his
market share it is difficult to see where to start the process of making
his operation more competitive. A three-stage approach to help companies
see just which actions are likely to get the supply chain into better
competitive shape is proposed. Also introduced are two simple graphical
tools to help management develop a strategy for enhanced supply chain
effectiveness: the pipeline map and the supplier relationship grid.

0 Bookmarks
 · 
71 Views
  • [Show abstract] [Hide abstract]
    ABSTRACT: In this paper we investigate the key causal linkages in supply chain management. We propose a conceptual framework and test this framework on data from 215 North American manufacturing firms using structural equation modeling techniques. Three major research issues are addressed in this study: Do sourcing decisions affect the degree to which firms achieve manufacturing goals of cost, flexibility, dependability, and quality? Does the degree of manufacturing goal achievement lead to higher customer responsiveness? Does the degree of manufacturing goal achievement lead to higher internal manufacturing performance? The study examines the relationship among sourcing decisions, manufacturing goals, customer responsiveness, and manufacturing performance. The results support the notion that an integrated supply chain involves aligning sourcing decisions to achieve manufacturing goals that are set to respond favorably to the needs of customers.
    Decision Sciences 06/1998; 29(3):579 - 605. · 1.36 Impact Factor
  • [Show abstract] [Hide abstract]
    ABSTRACT: This research applies the construct of bullwhip effect in a non-traditional context. It is explored in intra-organisational echelons. It is argued that the bullwhip effect in a company's inventory management of inbound and outbound logistics flows depends in part upon the gap between the degree of speculation and postponement of business activities. It is also argued that the bullwhip effect is caused by the value adding of business activities in supply chains. The study shows that there is a potential bullwhip effect between companies’ inbound and outbound logistics flows, i.e. two internal stocking levels. A see-saw model of the bullwhip effect, and a typology of the bullwhip effect in intra-organisational echelons, are introduced. The term “reversed bullwhip effect” is also introduced. Finally, a model of the bullwhip effect-scenarios in a dynamic business environment positions these contributions in a wider theoretical and managerial context.
    International Journal of Physical Distribution & Logistics Management 02/2003; 33(2):103-131. · 1.04 Impact Factor
  • [Show abstract] [Hide abstract]
    ABSTRACT: ABSTRACT Manufacturing,companies,place,a,strong,emphasis,on,the,role,of,supply,chain management-the management of supplies, suppliers, inventory and distribution. Supplier management,is key and much,of the literature talks about the trend to reduce supplier,base. Database,analysis,gave,empirical,evidence,of,this trend,in,UK manufacturing,companies-201,companies,from,different industrial sectors,were,all found to have cut their supplier base over the last four years, on average by 9% in the household products sector and approximately 35% in the process, engineering and electronics sectors. Further research at four companies,looked,at their experiences,with suppliers and established that a key reason,for supplier base reduction,is to free time to more,effectively,manage,the,remaining,suppliers. The,criteria used,for,supplier selection and,reasons,why,single-sourcing was,avoided,were,also identified. These