A framework of supply chain management literature

Tan, Keah Choon

doi:10.1016/s0969-7012(00)00020-4

Cited by 586 publications

(358 citation statements)

References 49 publications

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“…This means that e.g. carriers and third party logistics companies are also covered in the organisational scope of SCM (see also Tan 2001).…”

Section: The Organisational Scope Of Supply Chain Managementmentioning

confidence: 99%

“…Human related problems are however not only an interorganisational matter, but also an intraorganisational issue. Typical intraorganisational problems mentioned are the company's tradition and corporate culture (Jones and Riley, 1985;Melan, 1993;Tan, 2001). Coordination and interplay among departments and functions within the same organisation is also of great importance (Cooper and Ellram, 1993;Melan, 1993).…”

Section: Scm From An Organisational Perspectivementioning

confidence: 99%

“…This is the main characteristic of process related measurements. (Melan, 1993) What drives the change towards a process approach is the focus on end customer demand that the SCM philosophy advocates (Tan, 2001). In the ideal supply chain, customer demand would be met 100%, but in most cases however this is just a utopia since it is not achievable at a reasonable cost.…”

Section: Process Approachmentioning

confidence: 99%

“…(Christopher, 1998;Stevens, 1989;Lambert and Cooper, 2000) Despite an ongoing discussion in research as well as management journals for more than two decades, SCM remains to be an unclear expression. The large amount of research in the SCM area, and the fact that SCM spans over several disciplines (Tan, 2001), has led to a wide range of definitions, expressions and concepts (Larson and Halldorsson, 2004;Mentzer et al, 2001). The discussions and conclusions about SCM are seldom based upon rigorous theory (Bechtel and Jayaram, 1997) or empirical material (Lee and Whang, 2000;Stank et al, 2001) and SCM literature therefore often becomes superficial and comprehensive.…”

Section: Introductionmentioning

confidence: 99%

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The role of top management in supply chain management practices

Sandberg

Abrahamsson

2010

International Journal of Retail &Amp; Distribution Management

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Purpose -Despite the often stated importance, little about top management's role in supply chain management (SCM) practices is known. The purpose of this paper is therefore to explore the role of top management in two retail companies that successfully utilise opportunities given by SCM practices. Design/methodology/approach -As an empirical basis for the research, two Swedish retail companies are explored. Members of the top management teams have been interviewed about their role in the company and their priorities. Findings -The top management role is described by introducing four archetypes; the supply chain thinker, the relationship manager, the controller and the organiser for the future. Originality/value -This paper adds to existing theory by giving a more detailed description of top management's role in SCM practices, i.e. how SCM practices could actually be managed, and, in the extension, to the understanding for what is needed to implement more SCM practices in real existing companies and supply chains.

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“…This means that e.g. carriers and third party logistics companies are also covered in the organisational scope of SCM (see also Tan 2001).…”

Section: The Organisational Scope Of Supply Chain Managementmentioning

confidence: 99%

Section: Scm From An Organisational Perspectivementioning

confidence: 99%

Section: Process Approachmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The role of top management in supply chain management practices

Sandberg

Abrahamsson

2010

International Journal of Retail &Amp; Distribution Management

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“…Despite the importance of supply chain integration, the concept itself is not very well defined and it is difficult to measure empirically (Frohlich and Westbrook, 2001), making it even more difficult to understand the role and the true impact of Internet on supply chain integration. To a great extent this is due to the fact that even for the relative concept of supply chain management, instead of a generally accepted definition, a plethora of approaches, sometimes conflicting, exists (New, 1996;Croom, 2000;Tan, 2001). Based on existing relevant literature, an overall research framework for supply chain integration is suggested (Fig.…”

Section: Introductionmentioning

confidence: 99%

Integrating supply chain operations in the internet era

Matopoulos¹,

Manthou²,

Vlachopoulou³

2007

IJLSM

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The internet's potential impact on supply chain operations is often approached in the literature in a quite generic way due to the complex nature of supply chains and the different levels of operations' integration. Drawing on existing research, this paper proposes an overall framework of supply chain integration and then attempts to provide a categorisation of the internet's role in the supply chain activities, providing insights from various sectors. The purpose of this paper is to describe and present the alternative ways that the internet impacts on the integration of supply chain operations, by comparing four different sectors: the automotive, the computer, the food and the grocery sector. The paper concludes that in the food, grocery and computer sector, internet's impact on supply chain operations has been quite poor, particularly forward integration, while it has been significant, in the backward integration of the automotive sector.

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