SUPPLY CHAIN MANAGEMENT IMPLEMENTATION AND PRIORITY STRATEGIES IN DANISH ORGANIZATIONS

There has been little discussion on how to prioritize and implement SCM strategies within organizations. This paper presents a decision tool to identify prioritized strategies for improving SCM implementation and validates its use in a study amongst SCM managers of 100 Danish organizations.     

SUPPLY CHAIN CAPITAL: THE IMPACT OF STRUCTURAL AND RELATIONAL LINKAGES ON FIRM EXECUTION AND INNOVATION

Firms invest millions of dollars annually in developing their supply chains, with the broad goal of increasing their own performance. However, despite the significant resources deployed for supply chain development, the extent to which initiating, maintaining, and managing supply chain relationships contributes to firm success remains unclear. The current article provides conceptual development supporting the valuation of firm‐to‐firm supply chain connections from the perspective of the focal firm. Based on the social network and economics literatures, the article introduces the concept of supply chain capital, which comprises the value of both the structural configuration and relationship content of the firm's supply chain network. Following theoretical development, a non‐exhaustive set of propositions are constructed illustrating multiple ways that supply chain capital can be accrued and exploited for firm‐level benefit. Managerial recommendations for investment in supply chain capital are included, as are future directions for research in the area of supply chain networks.     

SUPPLY CHAIN COLLABORATION AND LOGISTICAL SERVICE PERFORMANCE

Collaboration with external supply chain entities influences increased internal collaboration, which in turn improves service performance. This relationship may be the key to helping managers understand how best to facilitate behavioral change. The implication is that collaborating with customers and suppliers is a first step toward effective collaboration within the firm.     

DEVELOPING AND MEASURING SUPPLY CHAIN MANAGEMENT CONCEPTS

To investigate the construct of Supply Chain Management and its antecedent construct of a Supply Chain Orientation, reliable, valid scales of each are needed. In this study, we developed measurement scales for a supply chain orientation (SCO) and supply chain management (SCM). Validity and reliability of the developed scales were established and the relationship between a SCO, SCM, and business performance was also established, providing evidence of nomological validity. The implications of these findings for managers and researchers are discussed.     

DEFINING SUPPLY CHAIN MANAGEMENT

A management construct cannot be used effectively by practitioners and researchers if a common agreement on its definition is lacking. Such is the case with the term “supply chain management”—so many definitions are used that there is little consensus on what it means. Thus, the purpose of this paper is to examine the existing research in an effort to understand the concept of “supply chain management.” Various definitions of SCM and “supply chain” are reviewed, categorized, and synthesized. Definitions of supporting constructs of SCM and a framework are then offered to establish a consistent means to conceptualize SCM. Antecedents and consequences of SCM are identified, and the boundaries of SCM in terms of business functions and organizations are proposed. A conceptual model and unified definition of SCM are then presented that indicate the nature, antecedents, and consequences of the phenomena.     

LOGISTICS SKILLS AND COMPETENCIES FOR SUPPLY CHAIN MANAGEMENT

Despite the growing interest in supply chain management (SCM), there is little literature on the abilities practicing logisticians need to work in a SCM world. This paper studies these SCM abilities using two complementary methods: survey research and qualitative research interviews (case studies). The surveys yielded importance ratings of 45 SCM skill areas and a three‐factor skill model (interpersonal/managerial, quantitative/technological, and SCM core). Teamwork emerged as the skill area rated most important for SCM. Moreover, the case studies discovered additional critical skill areas for SCM such as gathering and sharing information. The interviews also enabled deeper understanding of skills within organizational contexts.     

THE EFFECTS OF CULTURE AND HUMAN RESOURCE MANAGEMENT POLICIES ON SUPPLY CHAIN MANAGEMENT STRATEGY

Afirm's corporate culture and human resource management (HRM) policies have an important impact upon the success of that organization's supply chain management strategy. A model that examines the relationship between organizational culture, HRM policies, and the firm's transaction/relationship orientation toward its employees and the impact of these factors on its choice of supply chain partners is presented. The paper then discusses four different HRM/logistics strategies a firm can implement and examines the degree of cultural fit that is likely to develop in each of these four strategies. Finally, managers are provided with a list of questions that allow an assessment of the fit between the firm's human resource and logistics management strategies.     

SUPPLY CHAIN MANAGEMENT: THE PURSUIT OF A CONSENSUS DEFINITION

As disciplines evolve, it is a normal part of the maturation process to regularly examine the definition of the discipline — i.e., what the discipline is and is not. The opinions of those involved in the discipline are key to this maturation (i.e., definitional) process. Developing a consensus definition of supply chain management is a widely discussed but unresolved challenge. Thus, the current study provides insight into the perceptions of logistics professionals regarding this issue based upon an Internet‐based survey.     

A GLOBAL SUPPLY CHAIN PROFIT MAXIMIZATION AND TRANSFER PRICING MODEL

In environments where tax rates in local regions do not represent major decision factors, a cost minimization methodology, which represents the most common optimization modeling approach for integrated manufacturing and distribution planning, can help formulate an effective integrated plan. However, when planning flexibility or alternatives exist because of differing local country tax rates and types and intra‐company transfer pricing options, cost minimization methodologies may inaccurately identify profit‐maximizing global production and distribution plans. Instead, a profit maximization model that explicitly evaluates decisions such as where to incur tax liabilities and how to set intra‐company prices may be required to develop an integrated global manufacturing and distribution plan. In this paper, we discuss and formulate a model that yields profit maximizing global production and distribution plans. We discuss the managerial implications of our results, and the potential applications and benefits of the model.     

全球化背景下农产品供应链的发展及对策研究

在全球化背景下,构建和发展我国农产品供应链体系迫在眉睫。本文在借鉴国外经验的前提下,分析了我国农产品供应链的结构模式,并提出促进农产品供应链发展的对策。     

MODELING LEAN,AGILE, AND LEAGILE SUPPLY CHAIN STRATEGIES

The merits of lean and agile supply chain strategies have been much debated among practitioners and academics. While these strategies are often viewed as opposites, this research supports the view that they must not necessarily compete and can, in fact, be employed simultaneously through a so‐called “leagile” approach. Lean, agile, and leagile strategies are illustrated by modeling their respective applications at a tier‐1 supplier to the Heating, Ventilating, and Air‐Conditioning (HVAC) industry. Simulation analyses indicate that the lean system excels in customer service performance while the leagile system results in lower enterprise‐wide inventory levels under modeled circumstances. Subsequent analysis suggests that trade‐offs exist among the systems in the base case and under varying cost conditions.     

SUPPLY CHAIN MANAGEMENT COORDINATION MECHANISMS

There is growing interest from industry and academic disciplines regarding coordination in supply chains, particularly addressing coordination mechanisms available to eliminate sub‐optimization within supply chains. However, there is a disconnect between what is known in academic research about coordination mechanisms and what mechanisms practitioners apply and consider useful. This research fills a gap in the literature by conducting an in‐depth qualitative study of supply chain coordination mechanisms, primarily price, non‐price, and flow coordination mechanisms. Results suggest that: (1) managers prefer flow coordination mechanisms over price and non‐price coordination mechanisms; (2) supply chain orientation and learning orientation are important for the implementation of flow coordination mechanisms; and (3) technology, capital, and volume are not pre‐requisites for flow coordination mechanisms.     

浅谈供应链管理中的物资采购管理

中国自1978年年底开始实行对外开放政策,将改革开放定为基本国策,使中国经济逐步融入世界经济以来,对外贸易发展迅速,进出口贸易额飞速增长,几乎每五年翻一番。改革开放30年间,我国进出口贸易额由1978年的206亿美元增长至2008年的25616亿美元,增长了约124倍。但是,2008年由美国次贷危机引发的全球金     

EXPLORING A GOVERNANCE THEORY OF SUPPLY CHAIN MANAGEMENT: BARRIERS AND FACILITATORS TO INTEGRATION

Supply chain management is rapidly growing as both a strategic initiative and an academic discipline. As firms increasingly include their supply chain partners in the development of business strategy, researchers will have to constantly reevaluate the underlying themes and emergent theories of strategic logistics, management, and marketing by introducing new topics and revisiting seminal extant results. As such, this research was developed to explore the important concept of supply chain integration through strategic governance theory development. Since supply chain governance is a relatively new topic, a grounded study of both new and existing integration facilitators and barriers is presented. The study was initiated with a qualitative “managerial” development of scale items followed by a full empirical analysis. The result is an industry based returning to the source methodology for testing current governance related issues in industry. Contributions include the development of multiple dimensions of supply chain governance across facilitators and barriers, an explanation of the interplay between governance facilitators of, and barriers to, integration, a discussion of strategic level managerial implications, and a call for the future extension of governance research into the theory wanting domain of logistics and supply chain management.     

SUPPLY CHAIN PARTNERSHIPS: MODEL VALIDATION AND IMPLEMENTATION

An important aspect of implementing supply chain management is the formation of appropriate linkages between members of the supply chain. While practitioners and academics have championed the value of partnerships for this purpose, the challenge is to find effective methods for developing the appropriate type of relationship. This paper describes a large‐scale validation of a previously developed model that can be used to structure business relationships. Implementation issues are documented and direction is provided for managers interested in using this tool for tailoring key relationships.     

GLOBAL SUPPLY CHAIN RISK MANAGEMENT

Global supply chains face a multitude of risks. A review of the recent literature reveals a few structured and systematic approaches for assessing risks in supply chains. However, there is no conceptual framework that ties together this literature. The purpose of this paper is to integrate literature from several disciplines ‐ including logistics, supply chain management, operations management, strategy, and international business ‐ to develop a model of global supply chain risk management. The implications for stakeholders and how future research could bring more insights to the phenomenon of global supply chain risk management are also discussed.     

INFORMATION GAMING IN DEMAND COLLABORATION AND SUPPLY CHAIN PERFORMANCE

Demand collaboration has recently been promoted by industry leaders as an important tool for supply chain management. Its greatest significance beyond the sharing of point‐of‐sale and forecast information stems from its potential to allow supply chain partners to extract private market information from each other for more effective planning and better supply chain performance. A simulation framework based on actual business processes is developed to investigate the underlying drivers of demand collaboration and the inherent risks and benefits of such collaboration.     

AN ANALYSIS OF SUPPLY CHAIN COLLABORATIONS AND THEIR EFFECT ON PERFORMANCE OUTCOMES

This research examined how operational outcomes, relational outcomes and business performance are affected by a collaboration project between buyers and suppliers in a supply chain. It is hypothesized that interdependence of knowledge and process, supply chain partner insight, and the level of collaboration between the firms affect the outcomes of a collaboration project. Survey data from buyers and suppliers from a wide range of industries and organizations were used in this analysis. Among these participants, higher levels of collaboration led to improvements in operational and relational outcomes, which together led to improvements in asset utilization, competitive position, organizational performance, and profitability.     

THE APPLICATION OF EMPIRICAL STRATEGIC MANAGEMENT RESEARCH TO SUPPLY CHAIN MANAGEMENT

Researchers in supply chain management (SCM) have traditionally relied most heavily on the core disciplines of logistics, marketing, and operations; most are less familiar with empirical literature in strategic management. However, with the evolution of logistics into the more interdisciplinary SCM along with increasing attention within strategic management to supply chain issues, recent empirical research in strategy has much to offer. This study reviews and categorizes more than one hundred articles relevant to SCM drawn primarily from top strategic management journals.     

THE INTELLECTUAL STRUCTURE OF SUPPLY CHAIN MANAGEMENT: A BIBLIOMETRIC APPROACH

Now that supply chain management has a two‐decade research history, it is possible to examine the literature to identify whether there is any latent intellectual structure using bibliometric tools. The study applies a citation and co‐citation approach to reveal four clusters of research that have emerged. One cluster has strong ties to the logistics field, with primarily conceptual articles. A second cluster finds its roots in operations research, and consists mainly of modeling articles. The application of multidimensional scaling, cluster analysis, and factor analysis on co‐citations demonstrated a clearly identifiable structure. The structure is examined and implications for the future development of supply chain research are discussed.