Supply Chain Management - Wikipedia, The Free Encyclopedia

8/2/2016
SupplychainmanagementWikipedia,thefreeencyclopedia
Supplychainmanagement
FromWikipedia,thefreeencyclopedia
Incommerce,supplychainmanagement(SCM),themanagementoftheflowofgoodsandservices,[2]
involvesthemovementandstorageofrawmaterials,ofworkinprocessinventory,andoffinishedgoods
frompointoforigintopointofconsumption.Interconnectedorinterlinkednetworks,channelsandnode
businessescombineintheprovisionofproductsandservicesrequiredbyendcustomersinasupply
chain.[3]Supplychainmanagementhasbeendefinedasthe"design,planning,execution,control,and
monitoringofsupplychainactivitieswiththeobjectiveofcreatingnetvalue,buildingacompetitive
infrastructure,leveragingworldwidelogistics,synchronizingsupplywithdemandandmeasuring
performanceglobally."[4]
SCMpracticedrawsheavilyfromtheareasofindustrialengineering,systemsengineering,operations
management,logistics,procurement,andinformationtechnology,andstrivesforanintegratedapproach.
Contents
1
2
3
4
Originofthetermanddefinitions
Functions
Importance
Historicaldevelopments
4.1 Creationera
4.2 Integrationera
4.3 Globalizationera
4.4 Specializationera(phaseI):outsourcedmanufacturinganddistribution
4.5 Specializationera(phaseII):supplychainmanagementasaservice
4.6 Supplychainmanagement2.0(SCM2.0)
5 Businessprocessintegration
6 Theories
7 Supplychaincentroids
8 Taxefficientsupplychainmanagement
9 Sustainabilityandsocialresponsibilityinsupplychains
10 Components
10.1 Managementcomponents
10.2 Reversesupplychain
11 Systemsandvalue
12 Globalapplications
13 Supplychainconsulting
13.1 Companiesinthefield
14 Certification
14.1 Skillsandcompetencies
14.2 Rolesandresponsibilities
14.3 Education
14.4 Organizations
15 Collegeleveleducation
16 Seealso
17 References
18 Furtherreading
19 Externallinks
Supplychainmanagementfieldofoperations:complexanddynamic
supplyanddemandnetworks. [1](cf.Wieland/Wallenburg,2011)
Originofthetermanddefinitions
Theterm"supplychainmanagement"enteredthepublicdomainwhenKeithOliver,aconsultantatBoozAllenHamilton(nowStrategy&(http://www.strategyand.pwc.co
m)),useditinaninterviewfortheFinancialTimesin1982.Thetermwasslowtotakehold.Itgainedcurrencyinthemid1990s,whenaflurryofarticlesandbookscame
outonthesubject.Inthelate1990sitrosetoprominenceasamanagementbuzzword,andoperationsmanagersbegantouseitintheirtitleswithincreasingregularity.[5][6][7]
Commonlyaccepteddefinitionsofsupplychainmanagementinclude:
Themanagementofupstreamanddownstreamvalueaddedflowsofmaterials,finalgoods,andrelatedinformationamongsuppliers,company,resellers,andfinal
consumers.
Thesystematic,strategiccoordinationoftraditionalbusinessfunctionsandtacticsacrossallbusinessfunctionswithinaparticularcompanyandacrossbusinesses
withinthesupplychain,forthepurposesofimprovingthelongtermperformanceoftheindividualcompaniesandthesupplychainasawhole[8]
AcustomerfocuseddefinitionisgivenbyHines(2004:p76):"Supplychainstrategiesrequireatotalsystemsviewofthelinksinthechainthatworktogether
efficientlytocreatecustomersatisfactionattheendpointofdeliverytotheconsumer.Asaconsequence,costsmustbeloweredthroughoutthechainbydrivingout
unnecessaryexpenses,movements,andhandling.Themainfocusisturnedtoefficiencyandaddedvalue,ortheenduser'sperceptionofvalue.Efficiencymustbe
increased,andbottlenecksremoved.Themeasurementofperformancefocusesontotalsystemefficiencyandtheequitablemonetaryrewarddistributiontothose
withinthesupplychain.Thesupplychainsystemmustberesponsivetocustomerrequirements."[9]
Theintegrationofkeybusinessprocessesacrossthesupplychainforthepurposeofcreatingvalueforcustomersandstakeholders(Lambert,2008)[10]
AccordingtotheCouncilofSupplyChainManagementProfessionals(http://cscmp.org/)(CSCMP),supplychainmanagementencompassestheplanningand
managementofallactivitiesinvolvedinsourcing,procurement,conversion,andlogisticsmanagement.Italsoincludescoordinationandcollaborationwithchannel
partners,whichmaybesuppliers,intermediaries,thirdpartyserviceproviders,orcustomers.Supplychainmanagementintegratessupplyanddemandmanagement
withinandacrosscompanies.Morerecently,thelooselycoupled,selforganizingnetworkofbusinessesthatcooperatetoprovideproductandserviceofferingshas
beencalledtheExtendedEnterprise.
https://en.wikipedia.org/wiki/Supply_chain_management#Certification
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Asupplychain,asopposedtosupplychainmanagement,isasetoforganizationsdirectlylinkedbyoneormoreupstreamanddownstreamflowsofproducts,services,
finances,orinformationfromasourcetoacustomer.Supplychainmanagementisthemanagementofsuchachain.[8]
Supplychainmanagementsoftwareincludestoolsormodulesusedtoexecutesupplychaintransactions,managesupplierrelationships,andcontrolassociatedbusiness
processes.
Supplychaineventmanagement(SCEM)considersallpossibleeventsandfactorsthatcandisruptasupplychain.WithSCEM,possiblescenarioscanbecreatedand
solutionsdevised.
Inmanycasesthesupplychainincludesthecollectionofgoodsafterconsumeruseforrecycling.Includingthirdpartylogisticsorothergatheringagenciesaspartofthe
RMrepatriationprocessisawayofillustratingthenewendgamestrategy.
Functions
Supplychainmanagementisacrossfunctionalapproachthatincludesmanagingthemovementofrawmaterialsintoanorganization,certainaspectsoftheinternal
processingofmaterialsintofinishedgoods,andthemovementoffinishedgoodsoutoftheorganizationandtowardtheendconsumer.Asorganizationsstrivetofocuson
corecompetenciesandbecomemoreflexible,theyreducetheirownershipofrawmaterialssourcesanddistributionchannels.Thesefunctionsareincreasinglybeing
outsourcedtootherfirmsthatcanperformtheactivitiesbetterormorecosteffectively.Theeffectistoincreasethenumberoforganizationsinvolvedinsatisfyingcustomer
demand,whilereducingmanagerialcontrolofdailylogisticsoperations.Lesscontrolandmoresupplychainpartnersleadtothecreationoftheconceptofsupplychain
management.Thepurposeofsupplychainmanagementistoimprovetrustandcollaborationamongsupplychainpartners,thusimprovinginventoryvisibilityandthe
velocityofinventorymovement.
Importance
Organizationsincreasinglyfindthattheymustrelyoneffectivesupplychains,ornetworks,tocompeteintheglobalmarketandnetworkedeconomy.[11]InPeterDrucker's
(1998)newmanagementparadigms,thisconceptofbusinessrelationshipsextendsbeyondtraditionalenterpriseboundariesandseekstoorganizeentirebusinessprocesses
throughoutavaluechainofmultiplecompanies.
Inrecentdecades,globalization,outsourcing,andinformationtechnologyhaveenabledmanyorganizations,suchasDellandHewlettPackard,tosuccessfullyoperate
collaborativesupplynetworksinwhicheachspecializedbusinesspartnerfocusesononlyafewkeystrategicactivities(Scott,1993).Thisinterorganisationalsupply
networkcanbeacknowledgedasanewformoforganisation.However,withthecomplicatedinteractionsamongtheplayers,thenetworkstructurefitsneither"market"nor
"hierarchy"categories(Powell,1990).Itisnotclearwhatkindofperformanceimpactsdifferentsupplynetworkstructurescouldhaveonfirms,andlittleisknownaboutthe
coordinationconditionsandtradeoffsthatmayexistamongtheplayers.Fromasystemsperspective,acomplexnetworkstructurecanbedecomposedintoindividual
componentfirms(ZhangandDilts,2004).Traditionally,companiesinasupplynetworkconcentrateontheinputsandoutputsoftheprocesses,withlittleconcernforthe
internalmanagementworkingofotherindividualplayers.Therefore,thechoiceofaninternalmanagementcontrolstructureisknowntoimpactlocalfirmperformance
(Mintzberg,1979).
Inthe21stcentury,changesinthebusinessenvironmenthavecontributedtothedevelopmentofsupplychainnetworks.First,asanoutcomeofglobalizationandthe
proliferationofmultinationalcompanies,jointventures,strategicalliances,andbusinesspartnerships,significantsuccessfactorswereidentified,complementingtheearlier
"justintime",leanmanufacturing,andagilemanufacturingpractices.[12]Second,technologicalchanges,particularlythedramaticfallincommunicationcosts(asignificant
componentoftransactioncosts),haveledtochangesincoordinationamongthemembersofthesupplychainnetwork(Coase,1998).
Manyresearchershaverecognizedsupplynetworkstructuresasaneworganisationalform,usingtermssuchas"Keiretsu","ExtendedEnterprise","VirtualCorporation",
"GlobalProductionNetwork",and"NextGenerationManufacturingSystem".[13]Ingeneral,suchastructurecanbedefinedas"agroupofsemiindependentorganisations,
eachwiththeircapabilities,whichcollaborateineverchangingconstellationstoserveoneormoremarketsinordertoachievesomebusinessgoalspecifictothat
collaboration"(Akkermans,2001).
Supplychainmanagementisalsoimportantfororganizationallearning.Firmswithgeographicallymoreextensivesupplychainsconnectingdiversetradingcliquestendto
becomemoreinnovativeandproductive.[14]
ThesecuritymanagementsystemforsupplychainsisdescribedinISO/IEC28000andISO/IEC28001andrelatedstandardspublishedjointlybytheISOandthe
IEC.SupplyChainManagementdrawsheavilyfromtheareasofoperationsmanagement,logistics,procurement,andinformationtechnology,andstrivesforanintegrated
approach.
Historicaldevelopments
Sixmajormovementscanbeobservedintheevolutionofsupplychainmanagementstudies:creation,integration,andglobalization(Movahedietal.,2009),specialization
phasesoneandtwo,andSCM2.0.
Creationera
Theterm"supplychainmanagement"wasfirstcoinedbyKeithOliverin1982.However,theconceptofasupplychaininmanagementwasofgreatimportancelongbefore,
intheearly20thcentury,especiallywiththecreationoftheassemblyline.Thecharacteristicsofthiseraofsupplychainmanagementincludetheneedforlargescale
changes,reengineering,downsizingdrivenbycostreductionprograms,andwidespreadattentiontoJapanesemanagementpractices.However,thetermbecamewidely
adoptedafterthepublicationoftheseminalbookIntroductiontoSupplyChainManagementin1999byRobertB.HandfieldandErnestL.Nichols,Jr.,[15]whichpublished
over25,000copiesandwastranslatedintoJapanese,Korean,Chinese,andRussian.[16]
Integrationera
Thiseraofsupplychainmanagementstudieswashighlightedwiththedevelopmentofelectronicdatainterchange(EDI)systemsinthe1960s,anddevelopedthroughthe
1990sbytheintroductionofenterpriseresourceplanning(ERP)systems.Thiserahascontinuedtodevelopintothe21stcenturywiththeexpansionofInternetbased
collaborativesystems.Thiseraofsupplychainevolutionischaracterizedbybothincreasingvalueaddedandcostreductionsthroughintegration.
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Asupplychaincanbeclassifiedasastage1,2or3network.Inastage1typesupplychain,systemssuchasproduction,storage,distribution,andmaterialcontrolarenot
linkedandareindependentofeachother.Inastage2supplychain,theseareintegratedunderoneplanandisERPenabled.Astage3supplychainisonethatachieves
verticalintegrationwithupstreamsuppliersanddownstreamcustomers.AnexampleofthiskindofsupplychainisTesco.
Globalizationera
Thethirdmovementofsupplychainmanagementdevelopment,theglobalizationera,canbecharacterizedbytheattentiongiventoglobalsystemsofsupplierrelationships
andtheexpansionofsupplychainsbeyondnationalboundariesandintoothercontinents.Althoughtheuseofglobalsourcesinorganisations'supplychainscanbetraced
backseveraldecades(e.g.,intheoilindustry),itwasnotuntilthelate1980sthataconsiderablenumberoforganizationsstartedtointegrateglobalsourcesintotheircore
business.Thiseraischaracterizedbytheglobalizationofsupplychainmanagementinorganizationswiththegoalofincreasingtheircompetitiveadvantage,addingvalue,
andreducingcoststhroughglobalsourcing.
Specializationera(phaseI):outsourcedmanufacturinganddistribution
Inthe1990s,companiesbegantofocuson"corecompetencies"andspecialization.Theyabandonedverticalintegration,soldoffnoncoreoperations,andoutsourcedthose
functionstoothercompanies.Thischangedmanagementrequirements,byextendingthesupplychainbeyondthecompanywallsanddistributingmanagementacross
specializedsupplychainpartnerships.
Thistransitionalsorefocusedthefundamentalperspectivesofeachorganization.Originalequipmentmanufacturers(OEMs)becamebrandownersthatrequiredvisibility
deepintotheirsupplybase.Theyhadtocontroltheentiresupplychainfromabove,insteadoffromwithin.Contractmanufacturershadtomanagebillsofmaterialwith
differentpartnumberingschemesfrommultipleOEMsandsupportcustomerrequestsforworkinprocessvisibilityandvendormanagedinventory(VMI).
Thespecializationmodelcreatesmanufacturinganddistributionnetworkscomposedofseveralindividualsupplychainsspecifictoproducers,suppliers,andcustomersthat
worktogethertodesign,manufacture,distribute,market,sell,andserviceaproduct.Thissetofpartnersmaychangeaccordingtoagivenmarket,region,orchannel,
resultinginaproliferationoftradingpartnerenvironments,eachwithitsownuniquecharacteristicsanddemands.
Specializationera(phaseII):supplychainmanagementasaservice
Specializationwithinthesupplychainbeganinthe1980swiththeinceptionoftransportationbrokerages,warehousemanagement(storageandinventory),andnonasset
basedcarriers,andhasmaturedbeyondtransportationandlogisticsintoaspectsofsupplyplanning,collaboration,execution,andperformancemanagement.
Marketforcessometimesdemandrapidchangesfromsuppliers,logisticsproviders,locations,orcustomersintheirroleascomponentsofsupplychainnetworks.This
variabilityhassignificanteffectsonsupplychaininfrastructure,fromthefoundationlayersofestablishingandmanagingelectroniccommunicationbetweentrading
partners,tomorecomplexrequirementssuchastheconfigurationofprocessesandworkflowsthatareessentialtothemanagementofthenetworkitself.
Supplychainspecializationenablescompaniestoimprovetheiroverallcompetenciesinthesamewaythatoutsourcedmanufacturinganddistributionhasdoneitallows
themtofocusontheircorecompetenciesandassemblenetworksofspecific,bestinclasspartnerstocontributetotheoverallvaluechainitself,therebyincreasingoverall
performanceandefficiency.Theabilitytoquicklyobtainanddeploythisdomainspecificsupplychainexpertisewithoutdevelopingandmaintaininganentirelyuniqueand
complexcompetencyinhouseisaleadingreasonwhysupplychainspecializationisgainingpopularity.
Outsourcedtechnologyhostingforsupplychainsolutionsdebutedinthelate1990sandhastakenrootprimarilyintransportationandcollaborationcategories.Thishas
progressedfromtheapplicationserviceprovider(ASP)modelfromroughly1998through2003,totheondemandmodelfromapproximately2003through2006,tothe
softwareasaservice(SaaS)modelcurrentlyinfocustoday.
Supplychainmanagement2.0(SCM2.0)
Buildingonglobalizationandspecialization,theterm"SCM2.0"hasbeencoinedtodescribebothchangeswithinsupplychainsthemselvesaswellastheevolutionof
processes,methods,andtoolstomanagetheminthisnew"era".ThegrowingpopularityofcollaborativeplatformsishighlightedbytheriseofTradeCardssupplychain
collaborationplatform,whichconnectsmultiplebuyersandsupplierswithfinancialinstitutions,enablingthemtoconductautomatedsupplychainfinancetransactions.[17]
Web2.0isatrendintheuseoftheWorldWideWebthatismeanttoincreasecreativity,informationsharing,andcollaborationamongusers.Atitscore,thecommon
attributeofWeb2.0istohelpnavigatethevastinformationavailableontheWebinordertofindwhatisbeingbought.Itisthenotionofausablepathway.SCM2.0
replicatesthisnotioninsupplychainoperations.ItisthepathwaytoSCMresults,acombinationofprocesses,methodologies,tools,anddeliveryoptionstoguide
companiestotheirresultsquicklyasthecomplexityandspeedofthesupplychainincreaseduetoglobalcompetitionrapidpricefluctuationschangingoilpricesshort
productlifecyclesexpandedspecializationnear,far,andoffshoringandtalentscarcity.
SCM2.0leveragessolutionsdesignedtorapidlydeliverresultswiththeagilitytoquicklymanagefuturechangeforcontinuousflexibility,value,andsuccess.Thisis
deliveredthroughcompetencynetworkscomposedofbestofbreedsupplychainexpertisetounderstandwhichelements,bothoperationallyandorganizationally,deliver
results,aswellasthroughintimateunderstandingofhowtomanagetheseelementstoachievethedesiredresults.Thesolutionsaredeliveredinavarietyofoptions,suchas
notouchviabusinessprocessoutsourcing,midtouchviamanagedservicesandsoftwareasaservice(SaaS),orhightouchinthetraditionalsoftwaredeploymentmodel.
Businessprocessintegration
SuccessfulSCMrequiresachangefrommanagingindividualfunctionstointegratingactivitiesintokeysupplychainprocesses.Inanexamplescenario,apurchasing
departmentplacesordersasitsrequirementsbecomeknown.Themarketingdepartment,respondingtocustomerdemand,communicateswithseveraldistributorsand
retailersasitattemptstodeterminewaystosatisfythisdemand.Informationsharedbetweensupplychainpartnerscanonlybefullyleveragedthroughprocessintegration.
Supplychainbusinessprocessintegrationinvolvescollaborativeworkbetweenbuyersandsuppliers,jointproductdevelopment,commonsystems,andsharedinformation.
AccordingtoLambertandCooper(2000),operatinganintegratedsupplychainrequiresacontinuousinformationflow.However,inmanycompanies,managementhas
concludedthatoptimizingproductflowscannotbeaccomplishedwithoutimplementingaprocessapproach.ThekeysupplychainprocessesstatedbyLambert(2004)[18]
are:
Customerrelationshipmanagement
Customerservicemanagement
Demandmanagementstyle
Orderfulfillment
Manufacturingflowmanagement
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Supplierrelationshipmanagement
Productdevelopmentandcommercialization
Returnsmanagement
Muchhasbeenwrittenaboutdemandmanagement.Bestinclasscompanieshavesimilarcharacteristics,whichincludethefollowing:
Internalandexternalcollaboration
Initiativestoreduceleadtime
Tighterfeedbackfromcustomerandmarketdemand
Customerlevelforecasting
OnecouldsuggestothercriticalsupplybusinessprocessesthatcombinetheseprocessesstatedbyLambert,suchas:
Customerservicemanagementprocess
Customerrelationshipmanagementconcernstherelationshipbetweenanorganizationanditscustomers.Customerserviceisthesourceofcustomerinformation.It
alsoprovidesthecustomerwithrealtimeinformationonschedulingandproductavailabilitythroughinterfaceswiththecompany'sproductionanddistribution
operations.Successfulorganizationsusethefollowingstepstobuildcustomerrelationships:
determinemutuallysatisfyinggoalsfororganizationandcustomers
establishandmaintaincustomerrapport
inducepositivefeelingsintheorganizationandthecustomers
Procurementprocess
Strategicplansaredrawnupwithsupplierstosupportthemanufacturingflowmanagementprocessandthedevelopmentofnewproducts.Infirmswhoseoperations
extendglobally,sourcingmaybemanagedonaglobalbasis.Thedesiredoutcomeisarelationshipwherebothpartiesbenefitandareductioninthetimerequiredfor
theproduct'sdesignanddevelopment.Thepurchasingfunctionmayalsodeveloprapidcommunicationsystems,suchaselectronicdatainterchange(EDI)and
Internetlinkage,toconveypossiblerequirementsmorerapidly.Activitiesrelatedtoobtainingproductsandmaterialsfromoutsidesuppliersinvolveresource
planning,supplysourcing,negotiation,orderplacement,inboundtransportation,storage,handling,andqualityassurance,manyofwhichincludetheresponsibilityto
coordinatewithsuppliersonmattersofscheduling,supplycontinuity(inventory),hedging,andresearchintonewsourcesorprograms.Procurementhasrecentlybeen
recognizedasacoresourceofvalue,drivenlargelybytheincreasingtrendstooutsourceproductsandservices,andthechangesintheglobalecosystemrequiring
strongerrelationshipsbetweenbuyersandsellers.[19]
Productdevelopmentandcommercialization
Here,customersandsuppliersmustbeintegratedintotheproductdevelopmentprocessinordertoreducethetimetomarket.Asproductlifecyclesshorten,the
appropriateproductsmustbedevelopedandsuccessfullylaunchedwithevershortertimeschedulesinorderforfirmstoremaincompetitive.AccordingtoLambert
andCooper(2000),managersoftheproductdevelopmentandcommercializationprocessmust:
1.coordinatewithcustomerrelationshipmanagementtoidentifycustomerarticulatedneeds
2.selectmaterialsandsuppliersinconjunctionwithprocurementand
3.developproductiontechnologyinmanufacturingflowtomanufactureandintegrateintothebestsupplychainflowforthegivencombinationofproductand
markets.
Integrationofsuppliersintothenewproductdevelopmentprocesswasshowntohaveamajorimpactonproducttargetcost,quality,delivery,andmarketshare.Tapping
intosuppliersasasourceofinnovationrequiresanextensiveprocesscharacterizedbydevelopmentoftechnologysharing,butalsoinvolvesmanagingintellectual[20]
propertyissues.
Manufacturingflowmanagementprocess
Themanufacturingprocessproducesandsuppliesproductstothedistributionchannelsbasedonpastforecasts.Manufacturingprocessesmustbeflexibleinorderto
respondtomarketchangesandmustaccommodatemasscustomization.Ordersareprocessesoperatingonajustintime(JIT)basisinminimumlotsizes.Changesin
themanufacturingflowprocessleadtoshortercycletimes,meaningimprovedresponsivenessandefficiencyinmeetingcustomerdemand.Thisprocessmanages
activitiesrelatedtoplanning,scheduling,andsupportingmanufacturingoperations,suchasworkinprocessstorage,handling,transportation,andtimephasingof
components,inventoryatmanufacturingsites,andmaximumflexibilityinthecoordinationofgeographicalandfinalassembliespostponementofphysicaldistribution
operations.
Physicaldistribution
Thisconcernsthemovementofafinishedproductorservicetocustomers.Inphysicaldistribution,thecustomeristhefinaldestinationofamarketingchannel,and
theavailabilityoftheproductorserviceisavitalpartofeachchannelparticipant'smarketingeffort.Itisalsothroughthephysicaldistributionprocessthatthetime
andspaceofcustomerservicebecomeanintegralpartofmarketing.Thusitlinksamarketingchannelwithitscustomers(i.e.,itlinksmanufacturers,wholesalers,and
retailers).
Outsourcing/partnerships
Thisincludesnotjusttheoutsourcingoftheprocurementofmaterialsandcomponents,butalsotheoutsourcingofservicesthattraditionallyhavebeenprovidedin
house.Thelogicofthistrendisthatthecompanywillincreasinglyfocusonthoseactivitiesinthevaluechaininwhichithasadistinctiveadvantageandoutsource
everythingelse.Thismovementhasbeenparticularlyevidentinlogistics,wheretheprovisionoftransport,storage,andinventorycontrolisincreasingly
subcontractedtospecialistsorlogisticspartners.Also,managingandcontrollingthisnetworkofpartnersandsuppliersrequiresablendofcentralandlocal
involvement:strategicdecisionsaretakencentrally,whilethemonitoringandcontrolofsupplierperformanceanddaytodayliaisonwithlogisticspartnersarebest
managedlocally.
Performancemeasurement
Expertsfoundastrongrelationshipfromthelargestarcsofsupplierandcustomerintegrationtomarketshareandprofitability.Takingadvantageofsupplier
capabilitiesandemphasizingalongtermsupplychainperspectiveincustomerrelationshipscanbothbecorrelatedwithafirm'sperformance.Aslogistics
competencybecomesacriticalfactorincreatingandmaintainingcompetitiveadvantage,measuringlogisticsperformancebecomesincreasinglyimportant,because
thedifferencebetweenprofitableandunprofitableoperationsbecomesnarrower.A.T.KearneyConsultants(1985)notedthatfirmsengagingincomprehensive
performancemeasurementrealizedimprovementsinoverallproductivity.Accordingtoexperts,internalmeasuresaregenerallycollectedandanalyzedbythefirm,
includingcost,customerservice,productivity,assetmeasurement,andquality.Externalperformanceismeasuredthroughcustomerperceptionmeasuresand"best
practice"benchmarking.
Warehousingmanagement
Toreduceacompany'scostandexpenses,warehousingmanagementisconcernedwithstorage,reducingmanpowercost,dispatchingauthoritywithontimedelivery,
loading&unloadingfacilitieswithproperarea,inventorymanagementsystemetc.
Workflowmanagement
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Integratingsuppliersandcustomerstightlyintoaworkflow(orbusinessprocess)andtherebyachievinganefficientandeffectivesupplychainisakeygoalof
workflowmanagement.
Theories
Therearegapsintheliteratureonsupplychainmanagementstudiesatpresent(2015):thereisnotheoreticalsupportforexplainingtheexistenceortheboundariesofsupply
chainmanagement.Afewauthors,suchasHalldorssonetal.(2003),KetchenandHult(2006),andLavassanietal.(2009),havetriedtoprovidetheoreticalfoundationsfor
differentareasrelatedtosupplychainbyemployingorganizationaltheories,whichmayincludethefollowing:
Resourcebasedview(RBV)
Transactioncostanalysis(TCA)
Knowledgebasedview(KBV)
Strategicchoicetheory(SCT)
Agencytheory(AT)
Channelcoordination
Institutionaltheory(InT)
Systemstheory(ST)
Networkperspective(NP)
Materialslogisticsmanagement(MLM)
Justintime(JIT)
Materialrequirementsplanning(MRP)
Theoryofconstraints(TOC)
Totalqualitymanagement(TQM)
Agilemanufacturing
Timebasedcompetition(TBC)
Quickresponsemanufacturing(QRM)
Customerrelationshipmanagement(CRM)
Requirementschainmanagement(RCM)
Availabletopromise(ATP)
SupplyChainRoadmap[21]
However,theunitofanalysisofmostofthesetheoriesisnotthesupplychainbutratheranothersystem,suchasthefirmorthesupplierbuyerrelationship.Amongthefew
exceptionsistherelationalview,whichoutlinesatheoryforconsideringdyadsandnetworksoffirmsasakeyunitofanalysisforexplainingsuperiorindividualfirm
performance(DyerandSingh,1998).[22]
Supplychaincentroids
Inthestudyofsupplychainmanagement,theconceptofcentroidshasbecomeanimportanteconomicconsideration.Acentroidisalocationthathasahighproportionofa
country'spopulationandahighproportionofitsmanufacturing,generallywithin500mi(805km).IntheUS,twomajorsupplychaincentroidshavebeendefined,onenear
Dayton,Ohio,andasecondnearRiverside,California.
ThecentroidnearDaytonisparticularlyimportantbecauseitisclosesttothepopulationcenteroftheUSandCanada.Daytoniswithin500milesof60%oftheUS
populationandmanufacturingcapacity,aswellas60%ofCanada'spopulation.[23]TheregionincludestheinterchangebetweenI70andI75,oneofthebusiestinthe
nation,with154,000vehiclespassingthroughperday,3035%ofwhicharetruckshaulinggoods.Inaddition,theI75corridorishometothebusiestnorthsouthrailroute
eastoftheMississippiRiver.[23]
Taxefficientsupplychainmanagement
Taxefficientsupplychainmanagementisabusinessmodelthatconsiderstheeffectoftaxinthedesignandimplementationofsupplychainmanagement.Asthe
consequenceofglobalization,crossnationalbusinessespaydifferenttaxratesindifferentcountries.Duetothesedifferences,theymaylegallyoptimizetheirsupplychain
andincreaseprofitsbasedontaxefficiency.[24]
Sustainabilityandsocialresponsibilityinsupplychains
Supplychainsustainabilityisabusinessissueaffectinganorganization'ssupplychainorlogisticsnetwork,andisfrequentlyquantifiedbycomparisonwithSECHratings,
whichusesatriplebottomlineincorporatingeconomic,social,andenvironmentalaspects.[25]SECHratingsaredefinedassocial,ethical,cultural,andhealth'footprints.
Consumershavebecomemoreawareoftheenvironmentalimpactoftheirpurchasesandcompanies'SECHratingsand,alongwithnongovernmentalorganizations
(NGOs),aresettingtheagendafortransitionstoorganicallygrownfoods,antisweatshoplaborcodes,andlocallyproducedgoodsthatsupportindependentandsmall
businesses.Becausesupplychainsmayaccountforover75%ofacompany'scarbonfootprint,manyorganizationsareexploringwaystoreducethisandthusimprovetheir
SECHrating.
Forexample,inJuly2009,WalMartannounceditsintentionstocreateaglobalsustainabilityindexthatwouldrateproductsaccordingtotheenvironmentalandsocial
impactsoftheirmanufacturinganddistribution.TheindexisintendedtocreateenvironmentalaccountabilityinWalMart'ssupplychainandtoprovidemotivationand
infrastructureforotherretailcompaniestodothesame.[26]
Ithasbeenreportedthatcompaniesareincreasinglytakingenvironmentalperformanceintoaccountwhenselectingsuppliers.A2011surveybytheCarbonTrustfoundthat
50%ofmultinationalsexpecttoselecttheirsuppliersbaseduponcarbonperformanceinthefutureand29%ofsupplierscouldlosetheirplaceson'greensupplychains'if
theydonothaveadequateperformancerecordsoncarbon.[27]
TheUSDoddFrankWallStreetReformandConsumerProtectionAct,signedintolawbyPresidentObamainJuly2010,containedasupplychainsustainabilityprovision
intheformoftheConflictMineralslaw.ThislawrequiresSECregulatedcompaniestoconductthirdpartyauditsoftheirsupplychainsinordertodeterminewhetherany
tin,tantalum,tungsten,orgold(togetherreferredtoasconflictminerals)isminedorsourcedfromtheDemocraticRepublicoftheCongo,andcreateareport(availableto
thegeneralpublicandSEC)detailingtheduediligenceeffortstakenandtheresultsoftheaudit.Thechainofsuppliersandvendorstothesereportingcompanieswillbe
expectedtoprovideappropriatesupportinginformation.
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Incidentslikethe2013Savarbuildingcollapsewithmorethan1,100victimshaveledtowidespreaddiscussionsaboutcorporatesocialresponsibilityacrossglobalsupply
chains.WielandandHandfield(2013)suggestthatcompaniesneedtoauditproductsandsuppliersandthatsupplierauditingneedstogobeyonddirectrelationshipswith
firsttiersuppliers.Theyalsodemonstratethatvisibilityneedstobeimprovedifsupplycannotbedirectlycontrolledandthatsmartandelectronictechnologiesplayakey
roletoimprovevisibility.Finally,theyhighlightthatcollaborationwithlocalpartners,acrosstheindustryandwithuniversitiesiscrucialtosuccessfullymanagingsocial
responsibilityinsupplychains.[28]
Components
Managementcomponents
SCMcomponentsarethethirdelementofthefoursquarecirculationframework.Thelevelofintegrationandmanagementofabusinessprocesslinkisafunctionofthe
numberandlevelofcomponentsaddedtothelink(EllramandCooper,1990Houlihan,1985).Consequently,addingmoremanagementcomponentsorincreasingthelevel
ofeachcomponentcanincreasethelevelofintegrationofthebusinessprocesslink.
Literatureonbusinessprocessreengineering[29]buyersupplierrelationships,[30]andSCM[31]suggestsvariouspossiblecomponentsthatshouldreceivemanagerial
attentionwhenmanagingsupplyrelationships.LambertandCooper(2000)identifiedthefollowingcomponents:
Planningandcontrol
Workstructure
Organizationstructure
Productflowfacilitystructure
Informationflowfacilitystructure
Managementmethods
Powerandleadershipstructure
Riskandrewardstructure
Cultureandattitude
However,amorecarefulexaminationoftheexistingliterature[32]leadstoamorecomprehensiveunderstandingofwhatshouldbethekeycriticalsupplychaincomponents,
or"branches"ofthepreviouslyidentifiedsupplychainbusinessprocessesthatis,whatkindofrelationshipthecomponentsmayhavethatarerelatedtosuppliersand
customers.BowersoxandCloss(1996)statethattheemphasisoncooperationrepresentsthesynergismleadingtothehighestlevelofjointachievement.Aprimarylevel
channelparticipantisabusinessthatiswillingtoparticipateinresponsibilityforinventoryownershiporassumeotherfinancialrisks,thusincludingprimarylevel
components(BowersoxandCloss,1996).Asecondarylevelparticipant(specialized)isabusinessthatparticipatesinchannelrelationshipsbyperformingessentialservices
forprimaryparticipants,includingsecondarylevelcomponents,whichsupportprimaryparticipants.Thirdlevelchannelparticipantsandcomponentsthatsupportprimary
levelchannelparticipantsandarethefundamentalbranchesofsecondarylevelcomponentsmayalsobeincluded.
Consequently,LambertandCooper'sframeworkofsupplychaincomponentsdoesnotleadtoanyconclusionaboutwhataretheprimaryorsecondarylevel(specialized)
supplychaincomponents(seeBowersoxandCloss,1996,p.93)thatis,whichsupplychaincomponentsshouldbeviewedasprimaryorsecondary,howthese
componentsshouldbestructuredinordertoachieveamorecomprehensivesupplychainstructure,andhowtoexaminethesupplychainasanintegrativeone(Seeabove
sections2.1and3.1).
Reversesupplychain
Reverselogisticsistheprocessofmanagingthereturnofgoods.Itisalsoreferredtoas"aftermarketcustomerservices".Anytimemoneyistakenfromacompany's
warrantyreserveorservicelogisticsbudget,onecanspeakofareverselogisticsoperation.Reverselogisticsisalsotheprocessofmanagingthereturnofgoodsfromstore,
whichthereturnedgoodsaresentbacktowarehouseandafterthateitherwarehousescrapthegoodsorsendthembacktosupplierforreplacementdependingonthe
warrantyofthemerchandise.
Systemsandvalue
Supplychainsystemsconfigurevalueforthosethatorganizethenetworks.Valueistheadditionalrevenueoverandabovethecostsofbuildingthenetwork.Cocreating
valueandsharingthebenefitsappropriatelytoencourageeffectiveparticipationisakeychallengeforanysupplysystem.TonyHinesdefinesvalueasfollows:"Ultimately
itisthecustomerwhopaysthepriceforservicedeliveredthatconfirmsvalueandnottheproducerwhosimplyaddscostuntilthatpoint".[9]
Globalapplications
Globalsupplychainsposechallengesregardingbothquantityandvalue.Supplyandvaluechaintrendsinclude:
Globalization
Increasedcrossbordersourcing
Collaborationforpartsofvaluechainwithlowcostproviders
Sharedservicecentersforlogisticalandadministrativefunctions
Increasinglyglobaloperations,whichrequireincreasinglyglobalcoordinationandplanningtoachieveglobaloptimums
Complexproblemsinvolvealsomidsizedcompaniestoanincreasingdegree
Thesetrendshavemanybenefitsformanufacturersbecausetheymakepossiblelargerlotsizes,lowertaxes,andbetterenvironments(e.g.,culture,infrastructure,specialtax
zones,orsophisticatedOEM)fortheirproducts.Therearemanyadditionalchallengeswhenthescopeofsupplychainsisglobal.Thisisbecausewithasupplychainofa
largerscope,theleadtimeismuchlonger,andbecausetherearemoreissuesinvolved,suchasmultiplecurrencies,policies,andlaws.Theconsequentproblemsinclude
differentcurrenciesandvaluationsindifferentcountries,differenttaxlaws,differenttradingprotocols,andlackoftransparencyofcostandprofit.
Supplychainconsulting
Supplychainconsultingistheprovidingofexpertknowledgeinordertoassesstheproductivityofasupplychainand,ideally,toenhancetheproductivity.[33]
6/11
8/2/2016
SupplychainConsultingisaserviceinvolvedintransferofknowledgeonhowtoexploitexistingassetsthroughimprovedcoordinationandcanhencebeasourceof
competitiveadvantageHerebytheroleoftheconsultantistohelpmanagementbyaddingvaluetothewholeprocessthroughthevarioussectorsfromtheorderingofthe
rawmaterialstothefinalproduct.[34]
Onthisregard,firmseitherbuildinternalteamsofconsultantstotackletheissueoruseexternalones,(companieschoosebetweenthesetwoapproachestakinginto
considerationvariousfactors).[35]
Theuseofexternalconsultantsisacommonpracticeamongcompanies.[36]Thewholeconsultingprocessgenerallyinvolvestheanalysisoftheentiresupplychainprocess,
includingthecountermeasuresorcorrectivestotaketoachieveabetteroverallperformance.[37]
Companiesinthefield
Supplychainconsultanciesvaryintheirrangesofservicesandsizes,majorplayersinthefieldinclude:[38]
Accenture
A.T.Kearney
AverittExpress
BearingPoint
BoozAllenHamilton
Capgemini
DeloitteConsulting
DHLConsulting
GrantThornton
GEP
HitachiConsulting
IBMGlobalBusinessServices
InspirageSoftwareConsultingPvtLtd
Lytica,Inc.
McKinsey&Company
WestMonroePartners
DBSchenker
Certification
Skillsandcompetencies
Supplychainprofessionalsneedtohaveknowledgeofmanagingsupplychainfunctionssuchastransportation,warehousing,inventorymanagement,andproduction
planning.Inthepast,supplychainprofessionalsemphasizedlogisticsskills,suchasknowledgeofshippingroutes,familiaritywithwarehousingequipmentanddistribution
centerlocationsandfootprints,andasolidgraspoffreightratesandfuelcosts.Morerecently,supplychainmanagementextendstologisticalsupportacrossfirmsand
managementofglobalsupplychains.[39]Supplychainprofessionalsneedtohaveanunderstandingofbusinesscontinuitybasicsandstrategies.[40]
Rolesandresponsibilities
Supplychainprofessionalsplaymajorrolesinthedesignandmanagementofsupplychains.Inthedesignofsupplychains,theyhelpdeterminewhetheraproductor
serviceisprovidedbythefirmitself(insourcing)orbyanotherfirmelsewhere(outsourcing).Inthemanagementofsupplychains,supplychainprofessionalscoordinate
productionamongmultipleproviders,ensuringthatproductionandtransportofgoodshappenwithminimalqualitycontrolorinventoryproblems.Onegoalofawell
designedandmaintainedsupplychainforaproductistosuccessfullybuildtheproductatminimalcost.Suchasupplychaincouldbeconsideredacompetitiveadvantage
forafirm.[41][42]
Beyonddesignandmaintenanceofasupplychainitself,supplychainprofessionalsparticipateinaspectsofbusinessthathaveabearingonsupplychains,suchassales
forecasting,qualitymanagement,strategydevelopment,customerservice,andsystemsanalysis.Productionofagoodmayevolveovertime,renderinganexistingsupply
chaindesignobsolete.Supplychainprofessionalsneedtobeawareofchangesinproductionandbusinessclimatethataffectsupplychainsandcreatealternativesupply
chainsastheneedarises.[41]Individualsworkinginsupplychainmanagementcanattainaprofessionalcertificationbypassinganexamdevelopedbyathirdparty
certificationorganizations.Thepurposeofcertificationistoguaranteeacertainlevelofexpertiseinthefield.
Education
Theknowledgeneededtopassacertificationexammaybegainedfromseveralsources.Someknowledgemaycomefromcollegecourses,butmostofitisacquiredfroma
mixofonthejoblearningexperiences,attendingindustryevents,learningbestpracticeswiththeirpeers,andreadingbooksandarticlesinthefield.[43]Certification
organizationsmayprovidecertificationworkshopstailoredtotheirexams.[44]Therearealsofreewebsites(http://scm.ncsu.edu)thatprovideasignificantamountof
educationalarticles,aswellasblogs(http://scm.ncsu.edu/blog)thatareinternationallyrecognizedwhichprovidegoodsourcesofnewsandupdates.
Organizations
Thereareanumberoforganizationsthatprovidecertificationexams,suchasCSCMP(CouncilofSupplyChainManagementProfessionals),IIPMR(InternationalInstitute
forProcurementandMarketResearch),APICS(theAssociationforOperationsManagement),ISCEA(TheInternationalSupplyChainEducationAlliance)andIOSCM
(InstituteofSupplyChainManagement).APICS'certificationiscalledCertifiedSupplyChainProfessional,orCSCP,andISCEA'ScertificationiscalledtheCertified
SupplyChainManager(CSCM),CISCM(CharteredInstituteofSupplyChainManagement)awardscertificateasCharteredSupplyChainManagementProfessional
(CSCMP).Another,theInstituteforSupplyManagement,isdevelopingonecalledtheCertifiedProfessionalinSupplyManagement(CPSM)[45]focusedonthe
procurementandsourcingareasofsupplychainmanagement.TheSupplyChainManagementAssociation(SCMA)isthemaincertifyingbodyforCanadawiththe
designationshavingglobalreciprocity.ThedesignationSupplyChainManagementProfessional(SCMP)isthetitleofthesupplychainleadershipdesignation.
Topicsaddressedbyselectedprofessionalsupplychaincertificationprogrammes:[45][46][47][48][49][50]
7/11
8/2/2016
Awarding
Body
Supply
Chain
Management
Association
(SCMA)
Supply
Chain
Management
Professional
(SCMP)
International
Institutefor
Procurement
andMarket
Research
(IIPMR)
Certified
Supply
Chain
Specialist
(CSCS)and
Certified
Procurement
Professional
(CPP)
Procurement
High
Strategic
Sourcing
Institutefor
Supply
Management
(ISM)
Certified
Professional
inSupply
Management
(CPSM)
The
Association
for
Operations
Management
(APICS)
Certified
Supply
Chain
Professional
(CSCP)
International
Supply
Chain
Education
Alliance
(ISCEA)
Certified
Supply
Chain
Manager
(CSCM)
American
Societyof
Transportation
andLogistics
(AST&L)
Certification
in
Transportation
andLogistics
(CTL)
The
Association
for
Operations
Management
(APICS)
Certified
Production
and
Inventory
Management
(CPIM)
International
Supply
Chain
Education
Alliance
(ISCEA)
Certified
Supply
Chain
Analyst
(CSCA)
Instituteof
Supply
Chain
Management
(IOSCM)
High
High
High
High
Low
Low
High
High
High
High
High
Low
High
Low
Low
Low
Low
NewProduct
Low
Development
High
High
High
Low
Low
Low
Low
Low
Production,
LotSizing
Low
Low
Low
Low
Low
High
High
Low
High
Quality
High
High
High
High
Low
Low
High
Low
High
LeanSix
Sigma
Low
High
Low
Low
High
Low
Low
High
Low
Inventory
Management
High
High
High
High
High
High
High
High
High
Warehouse
Management
Low
Low
Low
Low
Low
High
Low
High
High
Network
Design
Low
Low
Low
Low
High
High
High
High
Low
Transportation High
High
Low
Low
High
High
High
High
High
Demand
Management, Low
S&OP
High
High
High
High
High
High
High
High
Integrated
SCM
High
High
Low
High
High
High
Low
High
High
CRM,
Customer
Service
High
Low
Low
High
High
Low
Low
Low
High
Pricing
High
High
Low
High
High
Low
Low
Low
Low
Risk
Management
High
High
High
Low
Low
Low
High
Low
High
Project
Management
Low
High
High
Low
High
Low
High
Low
High
Leadership,
People
Management
High
High
High
Low
High
Low
High
Low
High
Technology
High
High
Low
High
High
High
Low
High
High
Theoryof
Constraints
High
Low
Low
Low
High
Low
Low
High
Low
Operational
Accounting
High
High
High
Low
High
Low
Low
Low
Low
Collegeleveleducation
SCMprogramsareofferedatundergraduateandgraduatelevels,andmanyaredelivered100%online.
UnitedStates[51]UniversityofAlabama
ArizonaStateUniversity(W.P.CareySchoolofBusiness)(https://wpcarey.asu.edu/supplychainmanagementdegrees/)
AuburnUniversity[2](http://harbert.auburn.edu/academics/undergraduate/supplychainmanagement/)
BrighamYoungUniversity(MarriotSchool)(http://marriottschool.byu.edu/bsmgt/emphasis/opsmgt/)
BowlingGreenStateUniversity
EmbryRiddleAeronauticalUniversity(http://worldwide.erau.edu/degreesprograms/programs/masters/logisticsandsupplychainmanagement/)
GeorgiaTech(StewartSchoolofIndustrial&SystemsEngineering)(https://www.scl.gatech.edu/)
UniversityofHouston(http://www.uh.edu/technology/programs/undergraduate/supplychainandlogisticstechnology/)
IndianaUniversity(KelleySchoolofBusiness)(http://kelley.iu.edu/)
UniversityofMaryland(RobertH.SmithSchoolofBusiness)(http://www.rhsmith.umd.edu/programs/msprograms/supplychainmanagement/)
MassachusettsInstituteofTechnology(http://scm.mit.edu/)
UniversityofMichigan(RossSchoolofBusiness)(https://michiganross.umich.edu/mscm/)
MichiganStateUniversity(EliBroadSchoolofBusiness)(https://supplychain.broad.msu.edu/)
8/11
8/2/2016
UniversityofNebraskaLincoln(http://cba.unl.edu/academicprograms/programsanddegrees/supplychainmanagement/)
NortheasternUniversity(D'AmoreMcKimSchoolofBusiness)(http://www.damoremckim.northeastern.edu/facultyandresearch/academicgroups/supplychainand
informationmanagement/)
NorthCarolinaStateUniversity(PooleCollegeofManagement)(http://scm.ncsu.edu)
UniversityofNorthTexas(http://www.unt.edu/majors/ulogi.htm)
OhioStateUniversity(FisherCollegeofBusiness)(http://fisher.osu.edu/centers/scm/executiveeducation)
PennsylvaniaStateUniversity(SmealCollegeofBusiness)(http://www.smeal.psu.edu/psep/open/supplychain)
PurdueUniversity(KrannertSchoolofManagement)(https://www.krannert.purdue.edu/masters/programs/globalsupplychainmanagement/home.asp)
RutgersUniversity(http://www.business.rutgers.edu/scm)
UniversityofSouthCarolina(DarlaMooreSchoolofBusiness)(http://moore.sc.edu/facultyresearch/researchcenters/centerforglobalsupplychainprocessmanagement.a
spx)
UniversityofTennessee(http://mscm.bus.utk.edu/)
UniversityofTexasatDallas(NaveenJindalSchoolofManagement)(http://jindal.utdallas.edu/isom/operationsscmprograms/msscm/)
TexasA&M(MaysBusinessSchool)(http://mays.tamu.edu/bbasupplychainmanagement/overview/)
VirginiaTech(PamplinCollegeofBusiness)(http://www.bit.vt.edu/academics/osm_index.html)
WayneStateUniversity(http://ilitchbusiness.wayne.edu/supplychain/)
WesternIllinoisUniversity(http://www.wiu.edu/cbt/management_and_marketing/supply_chain/)
WesternMichiganUniversity(http://wmich.edu/supplychain)
WesternWashingtonUniversity
Canada[52]
JohnMolsonSchoolofBusiness
GeorgeBrownCollege
HECMontreal
France[53]
InstitutSuprieurdeLogistiqueIndustrielle(KEDGEBusinessSchool)
ESSECBusinessSchool
ESCPEurope
Spain
MITGlobalSCALENetwork
UnitedKingdom[54]
CranfieldUniversity
HuddersfieldUniversity
NorthumbriaUniversity
UniversityofSunderland
UniversityofLiverpool
UniversityofLincoln
UniversityofBirmingham
UniversityofHull
UniversityofCentralLancashire
BrunelUniversity
UniversityofWestminster
Seealso
Beerdistributiongame
Bullwhipeffect
Calculatingdemandforecastaccuracy
Coldchain
Customerdrivensupplychain
Customerrelationshipmanagement
Demandchainmanagement
Distribution
Documentautomation
Ecodesk
Enterpriseplanningsystems
Enterpriseresourceplanning
Industrialengineering
Informationtechnologymanagement
Integratedbusinessplanning
Inventory
Inventorycontrolsystem
Inventorymanagementsoftware
LARGSCM
Liquidlogistics
Logisticengineering
Logistics
Logisticsmanagement
LogisticsOfficer
Managementaccountinginsupplychains
Managementinformationsystem
Associations
Managementinformationsystem
MasterofScienceinSupplyChainManagement
Militarysupplychainmanagement
Netchainanalysis
OffshoringResearchNetwork
Operationsmanagement
Orderfulfillment
Procurement
Procurementoutsourcing
Radiofrequencyidentification
Reverselogistics
Servicemanagement
Strategicinformationsystem
Supplychainmanagementsoftware
Supplychainnetwork
Supplychainsecurity
Supplychain
Supplymanagement
Valuechain
Valuegrid
Vendormanagedinventory
Warehouse
Warehousemanagementsystem
INFORMS
9/11
8/2/2016
InstituteofIndustrialEngineers
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CorporatePerformance(TheEconomistBooks),BloombergPress1stedition,ISBN
9781576603451.Chapter10,Organising,traininganddevelopingstaff
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Furtherreading
FerencSzidarovszkyandSndorMolnr(2002)IntroductiontoMatrixTheory:WithApplicationstoBusinessandEconomics,WorldScientificPublishing.
Description(http://www.worldscientific.com/worldscibooks/10.1142/4595)andpreview(http://www.worldscientific.com/doi/suppl/10.1142/4595/suppl_file/4595_ch
ap01.pdf).
Cooper,M.C.,Lambert,D.M.,&Pagh,J.(1997)SupplyChainManagement:MoreThanaNewNameforLogistics.TheInternationalJournalofLogistics
ManagementVol8,Iss1,pp114
FAO,2007,Agroindustrialsupplychainmanagement:Conceptsandapplications.AGSFOccasionalPaper17Rome.(http://www.fao.org/ag/ags/publications/docs/A
GSF_OccassionalPapers/agsfop17.pdf)
Haag,S.,Cummings,M.,McCubbrey,D.,Pinsonneault,A.,&Donovan,R.(2006),ManagementInformationSystemsFortheInformationAge(3rdCanadianEd.),
Canada:McGrawHillRyersonISBN0072819472
Halldorsson,Arni,HerbertKotzab&TageSkjottLarsen(2003).InterorganizationaltheoriesbehindSupplyChainManagementdiscussionandapplications,In
Seuring,Stefanetal.(eds.),StrategyandOrganizationinSupplyChains,PhysicaVerlag.
Halldorsson,A.,Kotzab,H.,Mikkola,J.H.,SkjoettLarsen,T.(2007).Complementarytheoriestosupplychainmanagement.SupplyChainManagement:An
InternationalJournal,Volume12Issue4,284296.
Handfield,R.,andNichols,E.,(1999),IntroductiontoSupplyChainManagement.PrenticeHall,UpperSaddleRiver,NJ.
Hines,T.(2004).Supplychainstrategies:Customerdrivenandcustomerfocused.Oxford:Elsevier.
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8/2/2016
Hopp,W.(2011).SupplyChainScience.Chicago:WavelandPress.
Kallrath,J.,Maindl,T.I.(2006):RealOptimizationwithSAPAPO.SpringerISBN3540225617.
KaushikK.D.,&Cooper,M.(2000).IndustrialMarketingManagement.Volume29,Issue1,January2000,Pages6583
KetchenJr.,G.,&Hult,T.M.(2006).Bridgingorganizationtheoryandsupplychainmanagement:Thecaseofbestvaluesupplychains.JournalofOperations
Management,25(2)573580.
Kouvelis,P.Chambers,C.Wang,H.(2006):SupplyChainManagementResearchandProductionandOperationsManagement:Review,Trends,andOpportunities.
In:ProductionandOperationsManagement,Vol.15,No.3,pp.449469.
Larson,P.D.andHalldorsson,A.(2004).Logisticsversussupplychainmanagement:aninternationalsurvey.InternationalJournalofLogistics:Research&
Application,Vol.7,Issue1,1731.
MovahediB.,LavassaniK.,KumarV.(2009)TransitiontoB2BeMarketplaceEnabledSupplyChain:ReadinessAssessmentandSuccessFactors,TheInternational
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SupplyChainManagementDefinitionandSolutionsCIOMagazine(http://www.cio.com/article/40940)
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