Literature review 2.0 Introduction/ definitions Supply chain management is the systematic, strategic coordination of the traditional business functions and the tactics across these 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 (Mentzer et al., 2001). According to the Council of Supply Chain Management Professionals (CSCMP), supply chain management encompasses the planning and management of all activities involved in sourcing, procurement, conversion, and logistics management. It also includes the crucial components of coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, supply chain management integrates supply and demand management within and across companies. Each supply chain management process has both strategic and operational sub- processes. The strategic sub-processes provide the structure for how the process will be implemented and the operational sub-processes provide the detailed steps for implementation. The strategic process is a necessary step in integrating the firm with other members of the supply chain, and it is at the operational level that the day-to-day activities take place. 2.1.1 Supply chain management flows consist of three main flows which are as follows: • Product flow : This involves the movement of products from a supplier to a customer and also the feedback from the customer. It also involves production, planning, purchasing and inventory management and control. Optimization of Product flow can have the following bene... ... middle of paper ... ...alyst of progress in improved performance 2.3 Order Fulfillment According to Wikipedia.org, the first research towards defining order fulfillment strategies was published by Mather (1988) and his discussion of the P:D ration whereby P is defined as the production had-time, i.e. how long it takes to manufacture a product and D is the demand lead-time i.e. how long customers are willing to wait for the order to be completed. The order fulfillment process plays a crucial role in supply chain management and many consider it to be the most important business process because it is a determinant of how well customers are satisfied and retained. It involves activities which takes place from the time a customer places an order until the order has been delivered in full. This fulfillment process could be used for both inbound (buying) and outbound (selling) fulfillment.
Lockheed Martin’s supply chain is responsible for approximately $11.2 billion annually with nearly 1,500 production suppliers and 900 non-production suppliers all over the world (Lockheed Martin, 2014). Lockheed Martin designed their supply chain using lessons learned from preceding programs, that addressed on-time delivery, and quality assurance. Once a contract is signed with a supplier, Lockheed Martin issues a Material Resource Planning requirement to initiate the procurement process. Engineers travel to each of the sub-contractors and perform quality and reliability testing on their components. ALIS has increased the overall effectiveness of the supply chain by automating tracking of parts. Lockheed Martin has also increased
the inherent supply chain in this industry, which is done through encouraging the collaboration of all these elements in a given project. Some of the unique barriers in the process have been discussed below-
In a traditional manufacturing company, the supply chain covers the following roles: suppliers, labour, engineering, production, product, quality assurance, inventory, competitors and customers. The last role, that of customers, is different from the rest of the roles within a classic supply chain, meaning that suppliers are oriented upstream, while customers downstream; the labour is situated internally, while customers are external; engineering is done only by qualified engineers; production is protected from customers; products represent the offering that the customers obtain; quality assurance prevents faulty products to get to the customers; inventory can be managed in order to saturate the demand in time; and finally competitors offer customers different choices to satisfy their needs. Taking separately, the customer role in the traditional supply chain often resumes at “selecting, paying for, and using the outputs” and sometimes proving feed-back and promoting a company’s offerings by recommending to others (Sampson and Spring,
Matching supply and demand is achieved at 3 levels. First, operations strategy is concerned with defining demand in terms of broad operations performance objectives related to aspects of stakeholder value, and with deciding on the general ways in which the operation will satisfy those demands (i.e. customization…). Second, operations design is concerned with a detailed specification of the products, processes, and staff needed to fulfil the strategy. Third, operations planning and control is concerned with the day-to-day operation of the process, adjusting to daily or weekly fluctuations in demand, or difficulties with supply. There should be a match between supply and demand in the following 3 areas: volume – the amount of the product that needs to be delivered. timing – when this product is available. quality – the specification and performance of the product in relation to customer expectations" (Bettley & Tantoush, 2007, pp.135-136). The Supply Chain Planning and Control business area enables you to manage your supply and demand planning, and control the material flow. Supply chain management is the main control and planned for all the products required of the market because they are in direct contact with customers, so the success of the companies and maintain customer satisfaction relied upon heavily. "The fundamental problem that faces many companies (not just those in fashion industries) is that the time it takes to source materials, convert them into products and move them into the market place is invariably longer than the time the customer is prepared to wait. This difference between what might be called the "logistics pipeline" and the customers' order cycle time is termed the "lead-time-gap". Conventionally, this gap was filled with a forecast-based inventory-there was no other way of attempting to ensure that there would be product available as and when customers
Ordering is one of the main factors in the supply chain. The real success of the supply chain management starts from of a customer order. Any ‘waste’ that would lead to delay or disruption need to be eliminated. The orders need to be compiled correctly using accurate data and sent at agreed timings with jointly agreed delivery timings. All orders need to be electronically communicated using EDI or the Internet.
The logistics industry also depends on the timeliness in which products are delivered to a destination.
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.
The ability to manage supply chains effectively is a key component of corporate success. Adopting a supply chain management strategy (inventory strategy) that works to minimize costs, enhance quality and efficiency of products and services rendered, and maintain sufficient levels of inventory while reducing associated carrying costs is ideal for all businesses. Achieving such a goal, however, is quite challenging and most businesses adopt inventory strategies that best enable them to fulfill their most primary needs (e.g. reducing inventory costs and delivering high-quality products). Supply chain management relates to “the management and coordination of a products supply chain for the purpose of increasing efficiency and profitability” (Investopedia, 2008). In order to deliver quality products to customers in a timely manner while decreasing operating costs, businesses must have a sound understanding of supply chain management (SCM) and all that it entails.
A supply chain refers to all parties to manufacture a product, to transport, to support services, and fulfill a purchase. It is a system that transforms raw materials or resources into a finished good to be delivered to the customer. Thus, the product is moving from suppliers to customers. Supply Chain Management refers to a wide variety of activities that firms and industries use to coordinate the key players in their procurement process (Laudon and Traver, 2015). The supply chain, which is the process to connect different partners to better serve the customers, involves the manufacturing, purchasing, transportation, operations, and physical distribution. Supply Chain Management has the power to control, plan, design, execute, and monitor the supply chain
Procurement in any type of business is vital because this strategic function does not only improve the organization's profitability, but it also improves the streamline processes of a company, reduce the prices and costs of raw materials, and helps it to identify better sources of supply. On the other hand, the supply chain management helps a company to optimize its operations so that speed and efficiency are both maximized. For customers, speed is important because they value fast service. However, increasing speed would cause a company too much. Thus, maximizing efficiency is essential. For the purposes of this paper, the chosen area of expenditure are the products produced and manufactured
‘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...
Supply Chain Management (SCM) is the management and control of the flow of goods. It includes the movement and the storage of raw materials, work-in-process inventory, and also finished goods from the origin to the consumption. SCM has been defined as “design, planning, execution, control, and also monitoring of supply chain activities with the goal of creating net value, building a competitive site, leveraging global logistics, combining supply with demand and measuring performance universally” 1. As part of my task, I will discuss the topics of logistics, communication within the supply chain, such as, information systems and Electronic Data Interchange (EDI), relationships with partners, the environment of SCM and the marketing channels and process. My objectives are to inform you how the process of SCM works, how it enables profitable growth and enhances customer satisfaction. SCM creates all positive outputs, according to the Journal of Operations and Supply Chain Management, results showed positive effects of SCM on all performance dimensions, backed-up by the resource-based and relational views of strategy 2.
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,
Lee, H. L. (2004, October). The Triple-A Supply Chain. Retrieved April 29, 2014, from ftp.software.ibm.com website: ftp://ftp.software.ibm.com/software/emea/dk/frontlines/Tripple_supply_chain_Havard.pdf
This is the activity carried out by organizations that own production sites, and their performance has a major impact on product cost, quality, speed of delivery and delivery reliability, and flexibility [8]. As it is quite an important part of the supply chain, production needs to be measured and continuously improved. Suitable metrics for the production level are as follows. Order lead-time, the total order cycle time, called order to delivery cycle time, refers to the time elapsed in between the receipt of customer order until the delivery of finished goods to the customer. The reduction in order cycle time leads to reduction in supply chain response time, and as such is an important performance measure and source of competitive advantage [9]. It directly interacts with customer service in determining competitiveness. Range of product and services: According to [8] a plant that manufactures a broad product range is likely to introduce new products more slowly than plants with a narrow product range. Plants that can manufacture a wide range of products are likely to perform less well in the areas of value added per employee, speed and delivery reliability. This clearly suggests that product range affects supply chain performance. Effectiveness of scheduling techniques is another important measure of supply chain effectiveness. Scheduling refers to the time or date on or by which