A conceptual framework for supply chain management: a structural integration

Samaranayake, Premaratne

doi:10.1108/13598540510578379

Cited by 88 publications

(60 citation statements)

References 9 publications

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“…Other researchers (e.g., Closs and Mollenkopf 2004;Janvier-James 2012;Lambert, Cooper, and Pagh 1998;Samaranayake 2005;Spens and Bask 2002) have focused on this issue from both theoretical and empirical perspectives. However, in many of these studies, the focus has been on issues such as process, investments, and structure without an overall framework that ties these aspects together.…”

Section: Supply Chain Design -Defining the Conceptmentioning

confidence: 99%

Supply chain design: issues, challenges, frameworks and solutions

Melnyk¹,

Narasimhan²,

DeCampos³

2013

International Journal of Production Research

157

155

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Truly effective supply chain management is planned and purposive. A value-driven supply chain that is coupled to the strategic priorities of the firm is the result of deliberate management action and strategic corporate investments aimed to procure, develop and configure the appropriate resources, processes and metrics that define that firm's supply chain. A framework of supply chain design is proposed that comprehends three key levels of factors critical in understanding supply chain design: influencers, design decisions and building blocks. Influencers are higher-level considerations such as the business and political environment, the business model employed, the firm's desired outcomes and the supply chain life cycle. Design decisions include the social, behavioural and physical/structural design elements that define a supply chain. Building blocks include the inventory, transportation, capacity and technology decisions that are used to implement the supply chain. Supply chain design needs to comprehend these three levels of analysis. The articles in this special issue are introduced in the context of these levels of analysis and a research agenda is suggested that can be pursued in light of this framework, highlighting areas that are covered in this special issue and areas where research opportunities exist.

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Section: Supply Chain Design -Defining the Conceptmentioning

confidence: 99%

Supply chain design: issues, challenges, frameworks and solutions

Melnyk¹,

Narasimhan²,

DeCampos³

2013

International Journal of Production Research

157

155

View full text Add to dashboard Cite

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“…Accordingly, some studies have suggested including supply chain relationships as a fourth dimension, in addition to the three flows (e.g., Power, 2005;Samaranayake, 2005). The industrial network approach, which is used increasingly in logistics and supply chain management studies (e.g., Håkansson and Persson, 2004, Bygballe, 2006, Awaleh, 2008, placed the relationships in the centre, suggesting they are based on how business units are connected through three layers.…”

Section: Figure 1: Horizontal and Vertical Cooperation (Source: Barramentioning

confidence: 99%

Coordination in humanitarian logistics through clusters

Jahre

Jensen

2010

International Journal of Physical Distribution &Amp; Logistics Management

171

117

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Access to the published version may require subscription. N.B. When citing this work, cite the original published paper. Permanent link to this version:http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-13806 1 COORDINATION IN HUMANITARIAN LOGISTICS THROUGH CLUSTERS ABSTRACT Purpose of this paperIn the field of humanitarianism, cluster thinking has been suggested as a solution to the lack of coordinated disaster response. Clusters for diverse functions, including sheltering, logistics and water and sanitation, can be viewed as an effort to achieve functional coordination. The purpose of this paper is to contribute to a greater understanding of the potential of cluster concepts using supply chain coordination and inter-cluster coordination.The focus is on the conceptual level rather than on specific means of coordination. Design/methodology/approachThe cluster concept in humanitarian relief, along with some key empirical issues, is based on a case study. The concept is then compared to the literature on clusters and coordination in order to develop a theoretical framework with propositions on the tradeoffs between different types of coordination. FindingsThe results provide important reflections on one of the major trends in contemporary development of humanitarian logistics. This paper shows that there is a tradeoff between different types of coordination, with horizontal coordination inside cluster drawing attention away from important issues of the supply chain as well as the need to coordinate among the clusters. Research limitations/implicationsThere is a need for more in-depth case studies of experiences with clusters in various operations. Various perspectives should be taken into account, including the field, responding agencies, beneficiaries, donors, military and commercial service providers, both during and between disasters. Practical implicationsThe paper presents the tradeoffs between different types of coordination, in which basic aims such as standardisation through functional coordination, must be balanced with crossfunctional and vertical coordination in order to more successfully serve the users' composite needs. Value of the paperThe focus on possible trade-offs between different types of coordination is an important complement to the literature, which often assumes simultaneous high degrees of horizontal and vertical coordination.2

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“…O Global Supply Chain Fórum -GSCF, conforme relatam Lambert e Cooper (2000) e Croxton et al (2001), identificou oito processos de negócios-chave para a configuração da cadeia, que se assemelham aos levantados por Samaranayake (2005), são eles: (i) processo de gestão do relacionamento com o consumidor; (ii) processo de gestão do serviço ao consumidor; (iii) processo de gestão da demanda; (iv) processo de cumprimento das ordens dos clientes; (v) processo de gestão do fluxo de produção; (vi) processo gestão do relacionamento com o fornecedor; (vii) processo de desenvolvimento e comercialização; e, (viii) processo de retorno. Existem alguns componentes de gestão comuns a todos os elos, a gestão destes determina o curso de ação dos negócios e a forma como a cadeia de suprimento é gerenciada e organizada.…”

Section: Quadro Teóricounclassified