New Strategic Tools for Supply Chain Management

International Journal of Physical Distribution & Logistics Management (Impact Factor: 1.8). 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.

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    • "Specifically it is believed that agricultural products have been declared important in respect of consumption and monetary value [20]. Consequently, partners of the agricultural product supply chain have been changing from family based small scale independent firms to more tightly integrated, more dependent players of the whole value chain of production and distribution [21].Therefore, SCM literature focuses on the need of collaboration among successive stakeholders of the supply chain from producer or grower to end consumers in order to superior satisfaction of consumer demand at lowest cost [15] [16]. Perhaps, philosophy of SCM is to identify and breakdown the different sorts of barriers which may exist between different links in the chain in order to ultimately brought reduction in cost and to accomplish substantial improvement in service level [17]. "
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    • "It is an important topic both for business management staff and for researchers because it is considered to be a source of improvement for corporate and supply chain performance as well as competitive advantage (Christopher, 1998). For years the relationship between integration and performance has been widely discussed and supported, from both the theoretical (Shapiro, 1984; Scott & Westbrook, 1991; Byrne & Javad, 1992; Ellram & Cooper, 1993; Gustin et al., 1994) and the empirical point of view (Stock et al., 1998; Frohlich & Westbrook, 2001). "
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    ABSTRACT: Purpose ‐ This work has two main objectives: to obtain a set of scales for measuring the patterns, attitudes and practices of integration that can be extrapolated to different scopes (both internal and external) and participants (supplier and customer) within the supply chain; and to evaluate the relations between the different components of integration. Design/methodology/approach ‐ Based on previous literature on the content, measurement and scope of the concept of integration, a model is presented and tested using structural equation modelling. Data were collected from 450 enterprises from the Spanish construction materials sector. Findings ‐ The authors' results suggest that integration is a multidimensional concept that covers the different organisational levels of the company: corporate through attitudes; strategic through patterns; and operative through practices. These components have a different structure and, although attitudes and patterns behave similarly, practices do not, and so there is no single dimension of integration that includes the three levels. With regard to scope, internal and external integration are related but do not constitute one single concept of integration. It therefore cannot be measured as a single dimension in order to relate the integration of the firm with its (corporate, logistic or marketing) performance. Research limitations/implications ‐ From a methodological point of view, data were collected from a single sector, in a single moment in time and with a single respondent in each company. Practical implications ‐ Patterns and attitudes have a complete, corporative and strategic content, whereas practices are independent from each other and have a more operational vision. Originality/value ‐ Unlike studies that analyse integration and its relationship with outcomes, this work focuses on the concept of integration itself by analysing its three components. Thus, it extends the study of internal and external integration and focuses on the behaviour of the enterprise with two different members of the supply chain (suppliers and customers), thereby extending the analysis beyond the dyad.
    Supply Chain Management 04/2013; 18(3). DOI:10.1108/SCM-04-2012-0116 · 3.50 Impact Factor
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    • "Customer linkage especially sharing product information with customers, receiving customer orders, interact with customers to manage demand, after placing the order system, share the status of orders with customers on scheduling orders, and product delivery stage (Lee, et al, 2007). A firm's customer relationship practices can generate the organizational success in supply chain management practices efforts as well as its performance (Scott and Westbrook, 1991; Ellram, 1991; Turner, 1993). The success of supply chain management encompasses customer integration at the downstream and supplier integration at the upstream, considering that each entity in a supply chain is a supplier as well as a customer (Tan et al., 1999; Thatte, 2007). "
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