...JOURNAL OF BUSINESS LOGISTICS, Vol.22, No. 2, 2001 1 DEFINING SUPPLY CHAIN MANAGEMENT by John T. Mentzer The University of Tennessee William DeWitt The University of Maryland James S. Keebler St. Cloud State University Soonhong Min Georgia Southern University Nancy W. Nix Texas Christian University Carlo D. Smith The University of San Diego and Zach G. Zacharia Texas Christian University “Management is on the verge of a major breakthrough in understanding how industrial company success depends on the interactions between the flows of information, materials, money, manpower, and capital equipment. The way these five flow systems interlock to amplify one another and to cause change and fluctuation will form the basis for anticipating the effects of decisions, policies, organizational forms, and investment choices.” (Forrester 1958, p. 37) Forrester introduced a theory of distribution management that recognized the integrated nature of organizational relationships. Because organizations are so intertwined, he argued that system dynamics can influence the performance of functions such as research, engineering, sales, and promotion. 2 MENTZER, DeWITT, KEEBLER, MIN, NIX, SMITH, AND ZACHARIA He illustrated this phenomena utilizing a computer simulation of order information flow and its influence on production and distribution performance for each supply chain member, as well as the entire supply chain system. More recent replications of this phenomenon include the “Beer...
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...logistics directly contribute? (pg. 3) A: Place and Time 2. What are the types of utility? (pg. 3) A: Possession, Form, Place, Time 3. What is the definition of possession utility? (pg. 3) A: The value or usefulness of a product that comes from a customer being able to take possession of a product. 4. What is the definition of efficiency? (pg. 5) A: how well (or poorly) company resources are used to achieve what a company promises it can do. 5. What is the definition of mass logistics? (pg. 6) A: A one-size-fits-all logistics approach, in which every customer gets the same type and levels of logistics service, will result in come some customers being overserved while others are underserved. 6. What is the definition of the systems approach? (pg. 9) A: A company’s objectives can be realized by recognizing the mutual interdependence of the major functional areas of the firm, such as marketing, production, finance, and logistics. 7. Which departments measure inventories in terms of cost/value and units? (pg. 12) A: Finance: cost or value in dollars. Logistics: units. 8. What are the components if the marketing mix? (pg. 14) A: the four Ps of marketing: Place, Price, Product, and Promotion. CSCMP Glossary (Carmen Articles-wk1) 9. What is the definition of benchmarking (pg. 19) A: Benchmarking: The process of comparing performance against the practices of other leading companies for the purpose of improving...
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...APICS Certified Supply Chain Professional Exam Content Outline I. Supply Chain Management (SCM) Fundamentals (30%) A. Overview of supply chain management 1. Supply chain management process overview 2. Definitions of supply chain, supply chain management, including reverse supply chain 3. Value and benefits of supply chain management (using the supply chain to improve profitability and decrease working capital) a. Key stakeholders in the supply chain 4. Evolution of supply chain management (definition of different stages, recognition, understanding, examples) a. Functional supply chains b. Integrated supply chains (internal and external) c. Value networks B. Aligning supply chain management with corporate strategy 1. Corporate strategy (strategic and financial planning) 2. Competitive priorities and future direction (use of visibility, velocity, and variability) 3. Aligning supply chain strategy and capabilities with corporate strategy 4. Driving supply chain decisions (e.g. processes, capacities, locations, etc.) with competitive priorities and supply chain strategy 5. Using ERP to align operations with...
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...| Bottom of Form Supply Chain Management, SCM, SCRC Supply Chain Resource Cooperative, Poole College of Management, North Carolina State University Tackling real-world supply chain management challenges by applying research, experience and knowledge. ------------------------------------------------- Top of Form Bottom of Form * Partner's Login * SCM Blog * Contact Us * RSS * About the SCRCMission & Team * About SCRC * SCRC Faculty * SCRC Staff * SCRC Partners * Contact SCRC * Industry Partnerships SCRC Partnerships * Industry Partnership * Partner Successes * Our Partners * Executive Education * SCM ConcentrationsMBA/Ugrad Concentrations * SCM Concentrations * Jenkins MBA SC Fellows * Student Testimonies * SCM Faculty ExpertsSCM Subject Matter Experts * SCM Faculty Experts * Cecil Bozarth, Ph.D. * Clyde M. Crider, MBA * Donavon Favre, MA * Tracy Freeman, MBA * Robert Handfield, Ph.D. * Christian Rossetti, Ph.D. * Jeffrey Stonebraker, Ph.D. * Don Warsing, Ph.D. * SCM ProfessionalsSCM Research & Resources * SCM Pro Resources * SCM Articles * SCM White Papers * SCM SCRC Director's Blog * SCM Tutorials * SCM Topics * SCM Research SCRC Article Library: What is Supply Chain Management? What is Supply Chain Management? 78 Published...
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...2 Value Chain Management The theoretical background is defined around the central term value chain. Chapter 2 presents research concepts to manage the value chain structured by their area of specialization either on supply, demand or values. Secondly, within an integrated framework, the results of the specialized disciplines are combined with the objective to manage sales and supply by values and volume. Value chain management is defined and positioned with respect to other authors’ definitions. A value chain management framework is established with a strategy process on the strategic level, a planning process on the tactical level and operations processes on the operational level. These management levels are detailed and interfaces between the levels are defined. Since the considered problem is a planning problem, the framework serves for structuring planning requirements as well as the model development in the following chapters. 2.1 Value Chain Value chain as a term was created by Porter (1985), pp. 33-40. A value chain “disaggregates a firm into its strategically relevant activities in order to understand the behavior of costs and the existing and potential sources of differentiation”. Porter’s value chain consists of a “set of activities that are performed to design, produce and market, deliver and support its product”. Porter distinguishes between • primary activities: inbound logistics, operations, outbound logistics, marketing and sales, service in the core value...
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...March 17 - 19, 2010, Hong Kong Supply Chain Integration: Definition and Challenges Hussain A.H Awad, Mohammad Othman Nassar Abstract—Ever Since the Council of Supply Chain Management Professionals (CSCMP) Defined Supply Chain Management and the Council of Logistics Management (CLM) adopted the definition of logistics in 1984, the integration of a supply chain processes or activities became obligatory definition. Many firms have extended their chain from upstream and downstream to include other vendors, agents of vendor, and customers. These firms have successfully implemented the concept of supply chain integration with spectacular results after they recognize and manage the integration challenges of supply chain. This research is a humble scientific attempt to shed more on the challenges and the obstacles that those companies faced during their success journey stand behind finding integration in their supply chain. By reviewing the available literature about the supply chain integration challenges we didn’t find a single source able to present all these challenges that may face the organization during its implementation of supply chain integration. The main contributions for this paper are integrating all the of supply chain integration challenges in one source. These contributions will be very helpful for the organizations that establish the integration in their supply chain Index Terms— Supply chain integration, Challenges of supply chain integration. I. INTRODUCTION...
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...Developing a consensus definition of supply chain management: a qualitative study James R. Stock Stefanie L. Boyer Существует 173 определения SCM, и такая путаница не очень хороша, ибо путаница мешает и действующим сапплай-чейн-менеджерам, и теоретикам-исследователям в этой области. Автор статьи попытается придти к консенсусу в определении. В середине девяностых очень быстро начали появляться публикации по саплайчейну. В том числе на эту тему начали защищаться диссертации. И все определения были различны, но в целом все сходились на том, что это больше, чем просто логистика. В 2001м небезызвестный Ментцер собрал в кучу некоторое количество определений и интервью с директорами по логистике компаний и выдал следующее определение: the systematic, strategic coordination of the traditional business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole. Возможно, стоит отметить, что Council of Supply Chain Management Professionals отдельно разделял определение логистики и SCM. Это достаточно важное, потому что это определение достаточно долго использовалось как лучшее. More recently, CSCMP proposed separate definitions for SCM and logistics management that again reiterated the distinct differences between the two. CSCMP currently defines logistics management as: [. . .] that part of Supply Chain Management that plans, implements...
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...Exploring efficiency and effectiveness in the supply chain A conceptual analysis Benedikte Borgström Jönköping International Business School P.O. Box 1026, SE- 551 11 Jönköping Sweden bobe@jibs.hj.se Abstract Firms struggle for efficiency and effectiveness. Strategies involving collaboration between actors and integration of activity chains are reliant of factors that firms do not have direct ownership and control over. This has implications for strategizing, setting the goals and measuring performance. Efficiency and effectiveness are often used to describe performance. From a resource dependence perspective efficiency is defined as an internal standard of performance and effectiveness as an external standard of fit to various demands (Pfeffer and Salancik 1978). In supply chains efficiency improvements are e.g. Just-in Time production while effectiveness is achieved through customer orientation and innovation. The conceptualization of efficiency and effectiveness has its roots in system theory. Definition of the system is difficult for a quasi-organization as a supply chain that has blurred structural boundaries. Defining the system as processes of activities implies that the meaning of and the relation between efficiency and effectiveness might change as well. This is a conceptual paper with a purpose to describe and analyze efficiency and effectiveness as constructs based upon activity systems. The analysis of efficiency and effectiveness involves the meaning, the...
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...possible way. IT is beneficial for cooperation and integration within the stakeholders of the supply chain. 1.0 INTRODUCTION Today companies are often not considered independent entities, but parts of multi-company,multi-echelon networks, i.e. supply chains, delivering goods and services to the final customer. Supply chain management (SCM) literature proposes that integrated control of these multi-company networks can provide significant benefits. The utilisation of information technology (IT), in turn, is considered an imperative requirement for managing these networks, and has been associated with significant supply chain efficiency improvements . Although the importance of IT for efficient SCM is widely acknowledged, empirical research assessing how IT is in practice used for the purposes of SCM is narrow. More specifically, majority of the prior research has focused either on modeling the benefits of interorganizational information technologies and information sharing, or on assessing the impact of specific technologies on supply chain efficiency. Consequently, the actual uses of IT in supply chain management as well as the reasons for using IT in a specific way still remain unclear. Due to these identified limitations in the previous literature we address the following research problem: “How and for what purposes do companies use information technology in supply chain management?” The paper is structured as follows. First,...
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...The Supply Chain Operations Reference (SCOR®) model provides a unique framework that links performance metrics, processes, best practices, and people into a unified structure. The framework supports communication between supply chain partners and enhances the effectiveness of supply chain management, technology, and related supply chain improvement activities. SCOR is a consensus model. It was developed and continues to evolve with the direct input of industry leaders who manage global supply chains and use it daily to analyze and improve the performance of their organizations. It features an intentionally broad scope and definitions that can be adapted to the specific supply chain requirements of any industry or application. Figure 4 and 5 SCOR model include: • Rapid assessment of supply chain performance • Clear identification of performance gaps • Efficient supply chain network redesign and optimization • Enhanced operational control from standard core processes • Streamlined management reporting and organizational structure • Alignment of supply chain team skills with strategic objectives • A detailed game plan for launching new businesses and products • Systematic supply chain mergers that capture projected savings The SCOR model helps refine strategy, define structure (including human capital), manage processes, and measure performance. Organizations that have applied SCOR to help with supply chain problem solving, process improvement,...
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... Extended Diploma Strategic Management and Leadership Unit Title: Strategic Supply Chain Management and Logistics Student Name: S M MOINUL HOQUE Student ID / Login: ______________ contents Introduction Task 1.1 explain the importance of effective supply chain management in achieving organisational objectives Task 1.2 explain the link between supply chain management and business functions in an organisation Task 1.3 discuss the key drivers for achieving an integrated supply chain strategy in an organisation Task 2.1 evaluate the effectiveness of strategies used by an organisation to maintain supplier relationships Task 2.2 use information technology to create strategies to develop an organisation’s relationship with its suppliers Task 2.3 develop systems to maintain an organisation’s relationship with its suppliers Task 3.1 assess how information technology could assist integration of different parts of the supply chain of an organisation Task 3.2 evaluate how information technology has contributed to the management of the supply chain of an organisation Task 3.3 assess the effectiveness of information technology in managing the supply chain of an organisation Task 4.1 explain the role of logistics in supply chain management in an organisation Task 4.2 evaluate procurement practices in an organisation Task 4.3 discuss the...
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...TOWARDS REAL-TIME CUSTOMIZED MANAGEMENT OF SUPPLY AND DEMAND CHAINS James M. TIEN Ananth KRISHNAMURTHY Ali YASAR Department of Decision Sciences and Engineering Systems Rensselaer Polytechnic Institute, 110 Eighth St. Troy, New York 12180 USA Abstract Our focus herein is on developing an effective taxonomy for the simultaneous and real-time management of supply and demand chains. More specifically, the taxonomy is developed in terms of its underpinning components and its research foci. From a components perspective, we first consider the value chain of supplier, manufacturer, assembler, retailer, and customer, and then develop a consistent set of definitions for supply and demand chains based on the location of the customer order penetration point. From a research perspective, we classify the methods that are employed in the management of these chains, based on whether supply and/or demand are flexible or fixed. Interestingly, our taxonomy highlights a very critical research area at which both supply and demand are flexible, thus manageable. Simultaneous management of supply and demand chains sets the stage for mass customization which is concerned with meeting the needs of an individualized customer market. Simultaneous and real-time management of supply and demand chains set the stage for real-time mass customization (e.g., wherein a tailor first laser scans an individual’s upper torso and then delivers a uniquely fitted jacket within a reasonable...
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...San Jose State University SJSU ScholarWorks Faculty Publications Management School 1-1-2009 Commonalities and differences between service and manufacturing supply chains: Combining operations management studies with supply chain management Ming Zhou San Jose State University, ming.zhou@sjsu.edu J. Yi. Saint Joseph's University, Philadelphia, PA T. Park San Jose State University Follow this and additional works at: http://scholarworks.sjsu.edu/org_mgmt_pub Part of the Business Administration, Management, and Operations Commons, and the Organizational Behavior and Theory Commons Recommended Citation Ming Zhou, J. Yi., and T. Park. "Commonalities and differences between service and manufacturing supply chains: Combining operations management studies with supply chain management" California Journal of Operations Management (2009): 136-143. This Article is brought to you for free and open access by the Management School at SJSU ScholarWorks. It has been accepted for inclusion in Faculty Publications by an authorized administrator of SJSU ScholarWorks. For more information, please contact scholarworks@sjsu.edu. Commonalities and Differences between Service and Manufacturing Supply Chains: Combining Operations Management Studies with Supply Chain Management Ming Zhou • Taeho Park San Jose State University, San Jose, CA John Yi Saint Joseph's University, Philadelphia, PA The service sector of the US economy has been gaining importance...
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...2013 Supply Chain Management: It’s Importance in Today’s Business * Kavita Jain Assistant Professor, Department Management, Govt. P.G.College, Gohana (Sonipat). * Susheela Rathee Assistant Professor, Department Management, Govt. P.G.College, Gohana (Sonipat). ABSTRACT Supply chain management (SCM) is the management of the flow of goods. It manages complex and dynamic supply and demand networks. It includes the movement and storage of raw materials, work‐in‐process inventory, and finished goods from point of origin to point of consumption.The object of the present research is to examine the importance of supply chain management in a business entity and measure the impact of supply chain management on the today’s business. For the purpose of conducting this enquiry the present researcher based on secondary sources of information from some published books, printed materials of select business entities and from relevant websites. The study concluded that supply chain management is a very important process in a business organization. A business organization avails a lot of benefits from SCM as‐ reduction in inventory cost, provides better medium for information sharing, improves customer satisfaction etc. The study also finds that supply chain management has a great impact on the today’s business organization. Keywords : Chain Management (SCM), Business organization, Importance, impact. INTRODUCTION: Supply chain management manages ...
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...Issues in Supply Chain Management Douglas M. Lambert Martha C. Cooper Successful supply chain management requires cross-functional integration and marketing must play a critical role. The challenge is to determine how to successfully accomplish this integration. We present a framework for supply chain management as well as questions for how it might be implemented and questions for future research. Case studies conducted at several companies and involving multiple members of supply chains are used to illustrate the concepts described. © 2000 Elsevier Science Inc. All rights reserved. INTRODUCTION One of the most significant paradigm shifts of modern business management is that individual businesses no longer compete as solely autonomous entities, but rather as supply chains. Business management has entered the era of internetwork competition. Instead of brand versus brand or store versus store, it is now suppliers—brand— store versus suppliers—brand—store, or supply chain Address correspondence to Dr. D. Lambert, Department of Marketing Logistics, The Ohio State University, 506 Fisher Hall, 2100 Neil Avenue, Columbus, OH 43210-1399. E-mail: lambert.119@osu.edu versus supply chain. In this emerging competitive environment, the ultimate success of the single business will depend on management’s ability to integrate the company’s intricate network of business relationships [1–3]. Increasingly, the management of multiple relationships across the supply chain is being referred...
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