Introduction
Supply chain strategy recognized as an importance from the early days of supply chain management (Stevens, 1989). There is a great deal of distraction regarding exactly what supply chain management involves. Indeed, many people using the term supply chain management handle it as a synonym for logistics or as logistics that includes customers and suppliers (Simchi, David, Kaminski, and Edith 2000). Others view supply chain management as the new name for purchasing or operations (Monczka, Trent and Handfield 1998), or the combination of purchasing, operations and logistics (Wisner, Keong Leong and Keah-Choon 2004). A supply chain is a network of facilities and activities involved in delivering a product from raw materials through
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To support supply chain strategy businesses clearly we need to invest in appropriate infrastructure to support their activities (Morton, 1998 Premkumar, 2000). Therefore, this investment includes systems support, training, and development of personnel. Also the investment is usually necessary in terms of information technology to run supply chain systems (Cottrill, 1997, Richardson, 1997, Hewitt, 1999). Supply chain strategy must specify how a firm will achieve its competitive advantages through its supply chain capabilities such as cost efficiency, response speed, and flexibility. It also specifies how manufacturing, purchasing, marketing, and logistics functions work together to support the desired competitive strategy (Handfield & Nichols, 2002). In this case, supply chain strategy must explains and empirically shows how and why specific information system strategies can be gainfully aligned with different types of supply chains and the results call for attention to the need for fit between the firm and its suppliers in terms of information system affectation and capabilities. Sufian, Monideepa (2012). Yinan, Xiande, and Chwen, (2011) provide managerial implications for executives to select the proper supply chain and competitive strategies to improve performance under different competitive environments. Business competition has been shifting from the traditional firm basis to a supply chain wide basis (Van Hoek et al., 2001; Webster, 2002). This described as a shift from vertically aligning operations to horizontally aligning operations (Frohlich and Westbrook, 2001). Research in the area of operations strategy is shifting its emphasis from
On the same note, it is well acknowledged that the competitiveness of any organization fundamentally depends on the workforce. Indeed, the workforce is recognized as the heart or living organism of any organization including hotels. It goes without saying that there is minimum likelihood that a restaurant where workers operate in unsafe conditions or are mistreated will offer services and products of the highest quality. Scholars note that employees always desire to work in institutions or restaurants that have high standards of integrity and strive to do the appropriate thing (Fox & Vorley, 2004 pp. 33). This is especially so for the new generation workforce, as well as in attracting the best talent in the industry. A reputation for responsibility and integrity has been recognized as crucial in motivating, as well as recruiting staff especially considering that individuals care about the principles and values that their employers wish to uphold. Scholars note that operating voluntarily to high ethical standards pertaining to environment and social responsibility can result in competitive advantage (Schlegelmilch et al, 2004, pp. pp 254). Customers and civil society groups have been increasingly vigilant in determining whether there is an ethical lapse in the manner in which employees are treated within the supply chain of any organization (Fox & Vorley, 2004 pp. 33). In fact, they have been pressurizing restaurants and other business entities to cut ties with any organization in their supply chain that is not ethical in its treatment of employees. Scholars note that the impression that a restaurant or business entity would create in terms of public relations both on the stakeholders and the customers is highly dependent on the ac...
...n Empirical Comparison of Anticipatory and Response Based Supply chain Strategies.” The International Journal of Logistics Management. 9: 2; 21-33. Lair, Noor Ajian Mohd, Awaluddin Mohamed Shaharoun and Mohamed Shariff Nabi Baksh, “JIT Implementation across A Supply Chain and It effects on Inventory Distribution”, http://www.moste.gov.my/kstas/NSFWorkshop/NSF/nsf%5CAAI16.DOC Lenzini, Joshua M (2002) “The Army's answer to supply chain management Army Logistician”; Fort Lee; Sep/Oct 2002 Li, Yuan, Fan, Zhiping and Zhao, Xuan (1999). “An Integrated Framework of Supply chain Management System.” Software Engineering Conference 1999. Proceeding sixth Asia Pacific. 196 – 199 Pagh, Janus D and Martha C Cooper (1998) “Supply chain postponement and speculation strategies: How to choose the right strategy”, Journal of Business Logistics, Issue # 2, Volume 19, Pg. 13-33.
Generally, as figure 1 shown that the Strengths for this supply chain is good for short run production and hard make mistake. It could avoid the lack of materials and make materials mixed together.
A supply chain is a system through which organizations deliver their products and services to their customers. The network begins with the basic ingredients to start the chain of supply, which are the suppliers that supply raw materials, ingredients, and so on. From there, it will transfer the supplies to the manufacturer who builds, assembles, converts, or furnishes a product. The chain now needs to get the product to the consumer by transporting the finished product from the manufacturer through a warehouse or distribution center. An example is that Wal-Mart has a nearby distribution center where products are delivered there and then split up to be delivered to a retail Wal-Mart. “Wal-Mart will take responsibility for breaking down larger loads and delivering the product to other Wal-Mart stores” (Ehring 1).
“Supply Chain Management encompasses the planning and management of all activities involved in sourcing and procurement, conversion and all logistic activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third parties service providers and customers. In essence, Supply Chain Management integrates supply and demand management within and across companies.’
Supply chain management is basically refers to the fundamental supply chain analysis of the organization which predominantly describes functionalities from source to the delivery point. In this process of delivery, supply chain management framework divides in four categories: In Planning the products and suppliers evaluated and selected, Sourcing pull the information process including contracting, ordering and expediting, Moving is a physical process from suppliers to end user and Paying is the financial process including payment and performance measurement.
‘Supply chain management integrates supply and demand management within and across companies. It encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, thir- party service providers, and customers’. (Web: Council for Supply Chain Management Pr...
Wal-Mart is a world renown company that is famous for its low prices and huge selection of products and services. Wal-Mart is known as the one-stop shop where families can shop for groceries, clothes, house-hold appliances, and even car parts, all under one roof. It is also known for putting smaller, local stores out of business whenever they move to a new town, because these businesses cannot compete with Wal-Mart’s low prices. But how is Wal-Mart able to offer such low prices and still make a profit? What sets them apart from other retailers? And what technologies are they using that allows their business model to be successful?
Zara, a clothing and accessory brand first established in Arteixo, Spain in 1975 by Amancio Ortega and Rosalina Mera. Ortega and Mera originally named the company Zorba, inspired by the movie called “Zorba the Greek”, but later they found out that there was a bar two blocks away called Zorba too, so they rearranged the letter and came up with a new name called Zara. The first store was opened in downtown Galicia, Spain and had the trendiest items with low priced. Ortega’s idea of developing a fast turnaround fashion market led to the success of Zara today. By 2015, Zara has more than 2,100 stores worldwide and also known for its ability to produce the most up-to-date fashion pieces and distribute to each store within two weeks. Globalization
Wal-mart has been able to achieve respectable leadership in the retail industry because of its focus on supply chain management. Discuss in detail the distribution and logistics system adopted by Wal-Mart.
Supply chain management has been defined as that process that involves the management of information, materials, and all the finances that are handled within and across the entire supply chain process (Christopher, 2016). The management is usually done through out the entire supply chain management from that moment when the suppliers are involved through all the manufacturing activities, different distribution activities, and the way that the products are served to the final product consumer (Turban, et al., 2002). The process also includes all the activities that different organizations offers to their customers as after sale services for purposes perfecting their services and products towards their highly valued customers (Christopher,
– is a strategy in which one or a few plants are designated as the
The key performance drivers of Supply Chain Management (SCM) are - facility effectiveness, inventory effectiveness, transportation effectiveness, information effectiveness, sourcing effectiveness, pricing effectiveness, delivery effectiveness, quality effectiveness and service effectiveness. These drivers include various performance markers that may be measured quantitatively by gathering information and applying them in SPSS. The works here may principally be quantitative with spellbinding measurable investigation. In the current world, practical supply chain management to help the triple primary concern, (nature, domain, and economy) is likewise included in the extent of supply chain performance drivers. This is relatively a quite new research region.
A supply chain is a network of facilities that procure raw materials, transform them into intermediate goods and then final products, and deliver the products to customers through a distribution system [1]. The basic objective of supply chain is to “optimize performance of the chain to add as much value as possible for the least cost possible.
Generally, a superior supply Chain is an important and unique source of competitive advantage. Its importance is especially illuminated in Multinational companies such as Toyota. Putting this into consideration, the question that now begs for an answer is whether Toyota’s supply chain is effectively serving the organization. Without a doubt, Toyota ha...