Benefits, barriers, and bridges to effective supply chain management

Supply Chain Management (Impact Factor: 1.53). 01/2008; 13(1):35-48. DOI: 10.1108/13598540810850300

ABSTRACT Purpose – The purpose of this article is to provide academics and practitioners a quantitative and qualitative analysis of the benefits, barriers, and bridges to successful collaboration in strategic supply chains. Design/methodology/approach – A triangulation method consisting of a literature review, a cross-functional mail survey, and 51 in-depth case analyses was implemented. Senior managers from purchasing, manufacturing, and logistics were targeted in the mail survey. The break down by channel category interviews is as follows: 14 retailers, 13 finished goods assemblers, 12 first-tier suppliers, three lower-tier suppliers, and nine service providers. Findings – Customer satisfaction and service is perceived as more enduring than cost savings. All managers recognize technology, information, and measurement systems as major barriers to successful supply chain collaboration. However, the people issues – such as culture, trust, aversion to change, and willingness to collaborate – are more intractable. People are the key bridge to successful collaborative innovation and should therefore not be overlooked as companies invest in supply chain enablers such as technology, information, and measurement systems. Research limitations/implications – The average mail-survey response rate was relatively low: 23.5 percent. The case study analyses were not consistent in frequency across channel functions. Although the majority of companies interviewed and surveyed were international, all surveys and interviews were managers based in the US. Practical implications – This study provides new insight into understanding the success and hindering factors of supply chain management. The extensive literature review, the cross-channel analysis, and case studies provide academics and managers a macro picture of the goals, challenges, and strategies for implementing supply chain management. Originality/value – This paper uses triangulation methodology for examining key issues of supply chain management at multiple levels within the supply chain.

1 Bookmark
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: An accurate cost analysis is necessary to evaluate changes in a supply chain; this article shows how a rather simple framework can be used when evaluating changes in a supply chain. The framework is built on a Supply Chain Cost (SCC) model and customer service measurements, delivery precision and lead-time. Both suggested changes in a supply chain and already executed changes can be evaluated by the framework. Two different examples from the company Ericsson are presented to illustrate the framework, which is a 5 step analysis model. The existing, or pre-existing, supply chain is analysed, described and defined. The SCC and performance measures are mea-sured and/or estimated. Improvements are designed and defined. The same measures as before are measured again. The measures from before and after the change of the supply chain are evaluated to decide if the changes are improvements or not. Cutting costs in one area of the supply chain can be a mistake if not the total supply chain is considered and the total SCC. Considering both the SCC part and customer service measures present a wider understanding of the change. It is shown that SCC can be used as a tool to identify cost savings and evaluate if a change project will, or has, resulted in the cost savings the project aims for. Rough standard costs measures should be avoided instead actual costs should be used as much as possible. The used framework hopefully stimulate to similar analyses in other companies with other supply chains.
    Operations and Supply Chain Management. 01/2013; ISSN 1979-3561(6 (3)):94-102.
  • [Show abstract] [Hide abstract]
    ABSTRACT: With over three decades of the use of the term “supply chain management,” five academic and practitioner perspectives of supply chain management are described. Much ink has been devoted to defining and developing the concept and analyzing its use or non-use. The focus of this article is on academic effort, with suggestions of how to proceed in the future. This article is protected by copyright. All rights reserved.
    Journal of Supply Chain Management 12/2013; · 3.72 Impact Factor
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: Setting up efficient supply chain networks is an important aspect of sourcing and supply chain management. We propose an ontology-based, knowledge-assisted platform to collaboratively create, adapt and steer supply chain networks. Such platforms allow reuse of domain knowledge captured in previous supply chain projects and supports simulation of various network configurations.
    POMS 2014 - Production and Operations Management Society, Atlanta; 05/2014

Full-text (2 Sources)

Available from
May 16, 2014