ASSESSING THE PRACTICES AND PERFORMANCE OF SUPPLY CHAIN

Journal of Business Logistics, 2008

IAEME PUBLICATION, 2020

A supply chain is the connected network of individuals, organizations, resources, activities, and technologies involved in the manufacture and sale of a product or service. A supply chain starts with the delivery of raw materials from a supplier to a manufacturer and ends with the delivery of the finished product or service to the end consumer. SCM oversees each touch point of a company's product or service, from initial creation to the final sale. With so many places along the supply chain that can add value through efficiencies or lose value through increased expenses, proper SCM can increase revenues, decrease costs, and impact a company's bottom line

Purpose – The purpose of this article is to provide academics and practitioners a quantitative and qualitative analysis of the benefits, barriers, and bridges to successful collaboration in strategic supply chains. Design/methodology/approach – A triangulation method consisting of a literature review, a cross‐functional mail survey, and 51 in‐depth case analyses was implemented. Senior managers from purchasing, manufacturing, and logistics were targeted in the mail survey. The break down by channel category interviews is as follows: 14 retailers, 13 finished goods assemblers, 12 first‐tier suppliers, three lower‐tier suppliers, and nine service providers. Findings – Customer satisfaction and service is perceived as more enduring than cost savings. All managers recognize technology, information, and measurement systems as major barriers to successful supply chain collaboration. However, the people issues – such as culture, trust, aversion to change, and willingness to collaborate – are more intractable. People are the key bridge to successful collaborative innovation and should therefore not be overlooked as companies invest in supply chain enablers such as technology, information, and measurement systems. Research limitations/implications – The average mail‐survey response rate was relatively low: 23.5 percent. The case study analyses were not consistent in frequency across channel functions. Although the majority of companies interviewed and surveyed were international, all surveys and interviews were managers based in the US. Practical implications – This study provides new insight into understanding the success and hindering factors of supply chain management. The extensive literature review, the cross‐channel analysis, and case studies provide academics and managers a macro picture of the goals, challenges, and strategies for implementing supply chain management. Originality/value – This paper uses triangulation methodology for examining key issues of supply chain management at multiple levels within the supply chain.

2021

Supply chain management is the management of the flow of goods and services and includes all processes that transform raw materials into final products. It involves the active streamlining of a business's supply-side activities to maximize customer value and gain a competitive advantage in the marketplace. SCM represents an effort by suppliers to develop and implement supply chains that are as efficient and economical as possible. Supply chains cover everything from production to product development to the information systems needed to direct these undertakings

IAEME PUBLICATION, 2020

A supply chain is the connected network of individuals, organizations, resources, activities, and technologies involved in the manufacture and sale of a product or service. A supply chain starts with the delivery of raw materials from a supplier to a manufacturer and ends with the delivery of the finished product or service to the end consumer. SCM oversees each touch point of a company's product or service, from initial creation to the final sale. With so many places along the supply chain that can add value through efficiencies or lose value through increased expenses, proper SCM can increase revenues, decrease costs, and impact a company's bottom line.

2014

Kenya manufacturing sector whose share of gross domestic product (GDP) has increased very little over the past two decades: contributes about 13% of the GDP reasons among many include competition from cheap products, inadequate research and development, insufficient management, low capacity utilization and limited technology development. The aim of this study was to survey the extent of implementation of supply chain management (SCM) in the manufacturing sector as they strive to improve their productivity with the view to stay put in this era of global markets competition. It was conducted in selected manufacturing firms in Nakuru Town. It assessed the components of SCM in the manufacturing sector. Mixed methodology (Qualitative and Quantitative) was used because it gives a deeper understanding. Simple stratified random sampling technique was used in selecting 15 of the total 30 manufacturing industries in Nakuru town, Kenya and non-parametric quantitative data was collected, using purposive sampling from participants using questionnaire and interview schedules to obtain qualitative information from top managers, production, marketing, finance and human resource managers, and analyzed using descriptive statistics and chi square test with a level of significance of with a level of significance of with a level of significance of α = 0.05. Using statistical presentation and software systems (SPSS).The results indicated that there are specific components of SCM in the manufacturing sectors. And recommended management to bring to the attention the awareness of SCM and facilitate identification of components of SCM in the manufacturing sector. The Kenya manufacturers association should embrace SCM as a modern management concept in the manufacturing sector.

International Series in Operations Research & Management Science, 1999

Supply Chain Management (SCM) is a concept that is gaining in popularity and importance. However, SCM is not a concept without problems. These problems include the lack of a universally accepted definition of SCM, the existence of several different and competing frameworks for SCM, issues with terminology and the relative lack of empirical evidence supporting the benefits attributed to SCM. However, the concept of supply chain management is not without problems. One major problem is the relative lack of empirical evidence supporting the benefits attributed to supply chain management. Another major problem for SCM is the lack of a universally accepted definition of SCM. The apparent lack of empirical research supporting benefits of SCM is, unfortunately, logical when a generally accepted definition does not exist .The Supply Chain Management Program integrates topics from manufacturing operations, purchasing, transportation, and physical distribution into a unified program. Successful supply - chain management, then, coordinates and integrates all of these activities into a seamless process. It embraces and links all of the partners in the chain. In addition to the departments within the organization, these partners include vendors, carriers, third - party companies, and information systems providers.

The International Journal of Logistics Management, 2001