Supply chain management: a strategic perspective

Tan, Keah Choon; Lyman, Steven B.; Wisner, Joel D.

doi:10.1108/01443570210427659

Cited by 427 publications

(58 citation statements)

References 21 publications

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“…Firms today are facing on-going challenges from global competition and more sophisticated customers in terms of what they want and need (McAdam, Henderson 2004;Tan et al 2002). Many firms adopt quality management programs in order to achieve high degree of differentiation and to reduce costs (Tarí 2005).…”

Section: Total Quality Managementmentioning

confidence: 99%

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A Structural Approach to Integrating Total Quality Management and Knowledge Management With Supply Chain Learning

Loke

Downe

Sambasivan

et al. 2012

Journal of Business Economics and Management

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The aim of this study is to integrate total quality management (TQM) and knowledge management (KM) into a unified framework to study supply chain learning among partnering firms. The impacts of TQM practices (e.g. leadership, strategic planning, customer focus, information analysis, people management and process management) and KM practices including KM process, leadership in KM, KM culture, KM technology and KM measurement on supply chain learning were examined. In this study, mail questionnaire have been sent to the managers consists of the Malaysian manufacturing and service firms. A total of 202 firms participated in this study. While greater level of TQM practices tends to enhance KM practices, we found that both TQM and KM are significantly positively related to supply chain learning. The findings of this study empirically tested and confirmed the proposed integrated model. It is hoped that findings from this paper can provide greater understanding in the areas of quality and knowledge management, and illustrate how these practices can enrich the supply chain learning among partnering firms.

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Section: Total Quality Managementmentioning

confidence: 99%

“…It can also increase a firm's competitiveness if it is well-managed. The origin of SCM is perceived to derive from logistics management (Lee, Kincade 2003;Cox 1999;Tan et al 2002) and Romano and Vinelli (2001) referred it as integrated logistics management. SCM has evolved from a functional focus to cross-functional collaborations.…”

Section: Introductionmentioning

confidence: 99%

A Structural Approach to Integrating Total Quality Management and Knowledge Management With Supply Chain Learning

Loke

Downe

Sambasivan

et al. 2012

Journal of Business Economics and Management

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“…Over the time a number of complementary dimensions have been proposed, but in practice the majority of supplier evaluations for long tended to be routinely viewed as consisting of just three factors: price/cost, quality, and delivery (Hirakubo, Kublin 1998). Multiple criteria models used by many researchers like Talluri, Sarkis (2002), Weber (1996), Roodhooft and Konings (1996), Tan, Lyman and Wisner (2002), Petersen et al (2005), Keegan et al (1989), Sink, Tuttle (1989) for supplier performance measurement with following dimensions and aspects: -Product and delivery assessment, including evaluations of quality level, on-time delivery, correct quantity, service level and price/cost of product. -Capacity assessment, including evaluations of willingness to change product/services to meet changing needs flexible capacity and communication skills/systems.…”

Section: Literature Review In Briefmentioning

confidence: 99%

Supplier Performance Measurement in Discrete Manufacturing Industry-Empirical Study on Indian Manufacturing Sector

Mohanty

Gahan

2012

Journal of Business Economics and Management

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Suppliers are the value creators for the organizations and have emerged as value-adding partners in industrial relationships since last two decades. These values can be derived effectively given the buying organizations keep a long-term strategic relationship with high performing suppliers. To measure the performance organizations have to decide the performance parameters depending on the nature of business and their specific needs from the supply base. The current discrete manufacturing industries of India judging the performance of the suppliers based on technical capability, cost, delivery, quality & regulatory adherence for safety and environment. But from the larger interest of the manufacturing industry more relevant attributes are needs to be considered, which are explored from our research are responsiveness of the supplier, effectiveness of the aftersales service, delivery flexibility, documentation ability, trust & commitments. All these performance measurement attributes will drive effectiveness and efficiency of the supply chain.

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“…Ademais, em um ambiente globalizado, as empresas já constataram que a concorrência já não dependente apenas das capacidades das empresas individuais, mas da capacidade de uma cadeia de suprimentos totalmente integrada entre seus membros (MIN;ZHOU, 2002;PRAJOGO;SO-HAL, 2013;SCAVARDA;SCAVARDA, 2004;CHO-ON TAN, LYMAN;WISNER, 2002).…”

Section: Considerações Finaisunclassified

A elaboração de cenários estratégicos como vantagem competitiva

Oliveira

El-Aouar

Nóbrega

2017

RAUnP

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RESUMENEste estudio ha tenido, como objetivo, proponer una reflexión acerca de como los temas "elaboración de escenarios" y "ventaja competitiva" se plantean en la literatura, buscando demostrar evidencias de como están relacionados y dar proposición para investigaciones que averigüen a fondo esa relación. En cuanto al método, la investigación presenta el enfoque cualitativo, siendo la recolección de los datos de fuente secundaria, por medio de artículos obtenidos de las bases de investigación Ebsco Host, Emerald, ProQuest, Science Direct e Scopus, objetivando la realización de estudio bibliométrico y bibliográfico. Los resultados sugieren que, en un mercado de competencia globalizada, en un ambiente de constantes cambios y de incertidumbres en lo que concierne al presente y al futuro, las organizaciones necesitan desarrollar su competitividad y que la elaboración de escenarios estratégicos concede a la empresa ventaja competitiva, una vez que favorece la elaboración de la Estrategia Robusta. El resultado nos ha conducido a la conclusión de que la construcción de escenarios es un instrumento que posibilita a la empresa identificar oportunidades y amenazas en el ambiente externo, para planificar un mejor aprovechamiento de las oportunidades y minimizar las amenazas, siendo, por lo tanto, un instrumento potenciador de las estrategias para la sobrevivencia y desarrollo de la organización.

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Supply chain management: a strategic perspective

Cited by 427 publications

References 21 publications

A Structural Approach to Integrating Total Quality Management and Knowledge Management With Supply Chain Learning

A Structural Approach to Integrating Total Quality Management and Knowledge Management With Supply Chain Learning

Supplier Performance Measurement in Discrete Manufacturing Industry-Empirical Study on Indian Manufacturing Sector

A elaboração de cenários estratégicos como vantagem competitiva

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