Estimating the Benefits and Risks of Implementing E-Procurement

Trkman, Peter; McCormack, Kevin

doi:10.1109/tem.2009.2033046

Cited by 45 publications

(31 citation statements)

References 73 publications

(91 reference statements)

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“…Indeed, simulation has been proposed for SC configuration purposes, e.g. to optimize the portfolio of suppliers under uncertainty [11], to effectively design SCs operations [49], to assess the benefits of integrating business processes at different tiers of the SC [47], to develop dynamic tools for studying SCs [37], to support managers in designing and redesigning SCs [27,7] and to assess risks and benefits of implementing e-procurement [48]. In all the papers above, simulation allowed for measuring the impact of several SC configuration decisions on SC performance.…”

Section: Methodsmentioning

confidence: 99%

Linking supply chain configuration to supply chain perfrmance: A discrete event simulation model

Cigolini

Pero

Rossi

et al. 2014

Simulation Modelling Practice and Theory

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a b s t r a c tThis paper aims to analyse the dependencies between supply chain performance, i.e. stock and stock-outs, and both supply chain management decisions and supply chain configuration parameters, i.e. the number of sources, the inventory capacity at a given node and the number of nodes that share the considered inventory capacity, the distance between nodes and the number of levels of the supply chain. The relationships among these variables have been studied by means of a scenario design technique and the discrete event simulation together with statistical analysis. Models of Economic Order Quantity (EOQ)-based and forecast-based supply chains have been developed.Results suggest some managerial implications potentially useful in field: intermediaries and specialized actors (either global or local -since the distance proved to be irrelevant) can be added for the sake of product quality and cost, without adversely affecting service level performance at the retailer stage. Collaborative practices are proved to be very helpful, especially when the number of sources increases. However, retailers' performance enhance, while distributors' one and manufacturers' one worsen, thus raising hurdles to collaborate.

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Section: Methodsmentioning

confidence: 99%

Linking supply chain configuration to supply chain perfrmance: A discrete event simulation model

Cigolini

Pero

Rossi

et al. 2014

Simulation Modelling Practice and Theory

View full text Add to dashboard Cite

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“…Empowering of employees and appreciating their ideas and suggestions are significant motivational tools, which are often crucial for the successful business process management. Empowering employees to make decisions independently can help make operations easier and faster (Trkman & McCormack, 2010).…”

Section: Business Process Management Conditionality: Factors' Identifmentioning

confidence: 99%

Identification and Analysis of Key Business Process Management Factors

2018

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Under the conditions of ever-increasing competition in the market, companies can reach a competitive advantage only with flexible offer of quality superior and cheaper products/services. In order to achieve this, companies must carry out innovative and effective business processes and manage them appropriately. In this regard, it is important to identify the factors that may be considered critical for improving business process management. The aim of this paper is to identify and analyse key business process management factors, on the example of the electronic industry. The research results show that the factors that are usually accepted as the most important for increasing the maturity of business process management are not recognised as dominant in the electronic industry. One of the findings of the survey reveals, as the main lagging factors, four of the six most important factors for the successful implementation of business processes. Based on results of the research, Managing employees has been detected as the most important maturity factor for companies from the electronic industry; hence, the suggestion is further improvement within this field.

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“…A growing number of suppliers are running into financial trouble given the declining orders, increasing raw material costs, and tightened credit markets. Thus, procurement needs to cut costs but perhaps in some companies, the greater job is identifying troubled suppliers and moving to mitigate the risk (Trkman & McCormack, 2010).…”

Section: Procurement Risk Management Practicesmentioning

confidence: 99%

Procurement risk management practices and supply chain performance among mobile phone service providers in Kenya

Okonjo¹,

Magutu²,

Nyaoga³

2016

10.5267/j.msl

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The aim of this study was to establish the relationship between procurement risk management practices and supply chain performance among mobile phone service providers in Kenya. The study specifically set out to establish the extent to which mobile phone service providers have implemented procurement risk management practices and to determine the relationship between procurement risk management practices and supply chain performance. The study adopted a descriptive study design by collecting data from the four (4) mobile telecommunication companies in Kenya using a self-administered questionnaire. Means, standard deviation, and regression analysis were used to analyze the data collected. The study established that most of the mobile phone service providers in Kenya had implemented procurement risk management practices. It was also clear that there was a very significant relationship between procurement risk management practices and supply chain performance.

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Estimating the Benefits and Risks of Implementing E-Procurement

Cited by 45 publications

References 73 publications

Linking supply chain configuration to supply chain perfrmance: A discrete event simulation model

Linking supply chain configuration to supply chain perfrmance: A discrete event simulation model

Identification and Analysis of Key Business Process Management Factors

Procurement risk management practices and supply chain performance among mobile phone service providers in Kenya

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