McKinsey 7S Model for Supply Chain Management of Local SMEs Construction Business in Upper Northeast Region of Thailand

Abstract

The purpose of this study is to study the successful business strategies and the guidelines for the management strategies of supply chain management of local small and medium enterprises (SME) construction shops. We use the McKinsey 7S model for the conception of this study by providing 400 questionnaires to participants and we also used focus groups for the management guideline. From the study we found that of the seven strategies (7S) in the model (structure, strategy, systems, styles, skill, staff, and shared values), most entrepreneurs scored highly in strategy; however, most entrepreneurs scored low in several areas: working with software applications, lack of outside training, and most entrepreneurs maintain command as the owner and do not give authority to others. In addition, the Thai government should create a policy by collaborating with Lao PDR to reduce some barriers of international trade to help SME construction shops in Thailand.

Recommendations for emerging air taxi network operations based on online review analysis of helicopter services

“…In this study, we used the McKinsey's 7S internal assessment tool for evaluating the helicopter services from a customer standpoint. The reason for particularly using this framework is because it has been widely adopted and proven to be successful in several sectors, such as education, banking, and commercial businesses, to identify elements within a business model that must be realigned to improve performance and sustainability (e.g., Chen and Liu, 2010 ; Alshaher, 2013 ; Naipinit et al, 2014 ). This realignment could include restructuring professional strategies, introducing new processes, and changing staff or leadership Bastian et al (2015) and Kambli et al (2020) .…”

7S Model for Technology Protection of Organizations

“…The system elements of the 7S model correspond to an organization's maintenance of the regulations relevant to protecting its technology and to the organization's control and monitoring of its technical data. In this context, it must be noted that when an organization's personnel is provided with benefits such as pay raises, welfare benefits, and other incentives, it may feel a greater sense of responsibility toward the organization and deliver increased productivity [32]. Therefore, the establishment of a technology protection model is related to the protection of an organization's technology.…”

“…Therefore, companies must establish relevant regulations and use harsher penalties for leakages while providing more practical benefits to their technical personnel. Naipinit et al (2014) asserted that the provision of benefits may motivate personnel to protect the organization's technology, and thereby positively impact a company's technology protection capabilities [32].…”

Práticas De Gerenciamento Da Cadeia De Suprimentos Em Pequenas Empresas: Um Guia Prático De Implementação

“…O GCS traz diversos benefícios para as pequenas e médias empresas (PMEs) (Thoo et al, 2017), como a redução do tempo de ciclo e inventário, acarretando um aumento da produtividade, bem como no aumento do lucro da empresa (Susanty et al, 2018;Tan et al, 2002;Thoo et al, 2017). Segundo Naipinit et al (2014), um bom GCS gera vantagem competitiva, sendo primordial para as PMEs que precisam se diferenciar das grandes corporações. Isso gera uma melhora dos processos e do produto da empresa, resultando em redução de custos, melhor controle do inventário, melhor relação com os seus fornecedores e clientes (Meehan & Muir, 2008;Thakkar et al, 2011).…”

“…Medição de desempenho é um processo que quantifica a eficiência e a eficácia. Medidas de desempenho, por sua vez, são as métricas utilizadas para quantificar a eficiência e a eficácia de ações que podem ser parte ou um todo de um sistema ou processo em relação a um alvo (Braz et al, 2011;Neely et al, 1995).…”