Supply chain management: an empirical study of its impact on performance

Abstract

Total quality management, supply base management, customer driven corporate policy, and other elements of supply chain management are frequently cited as strategic options to achieve competitive success in the 1990's. However, attempts by companies to implement these options have not been universally successful and have in many cases failed to yield the desired results. This study presents details of a survey carried out to determine whether particular quality management, supply base management, and customer relations practices can impact corporate performance. In addition it examines the impact analyzing the competitive environment has on performance. Regression models identify several factors that directly and positively impact corporate performance. These include the extent to which companies analyze the strategies of competitors and determine future customer requirements, and the commitment they have to evaluating performance throughout the supply chain.

Supply chain integration, quality management and firm performance of pork processing industry in China

“…This result also highlights the assertion that supply chain management initiatives alone cannot improve profitability (Tan et al, 1999), which further confirms the interaction between supply chain management and quality management practices. This finding makes an important contribution to literature.…”

Management Practice of Supply Chain Quality Management in Service-oriented Manufacturing Industry

“…Kuei and Madu [12] note that the focus of quality-based paradigm has shifted from thetraditional company-centered setting to complete supply chain systems. Tan et al [13] discussed the commitment involved to integrate channel suppliers, manufacturers, and customers in order to achieve both long-term growth. Collaborative relationships are also topics reviewed by Choi and Hartley [14], Forzaand Filippini [15] Obtaining customer satisfaction (caused construct) requires greater attention to factors which concern downstream relations with customers such as the involvement in quality improvement programs(causing construct=TQM link with customers) Waterson et al [16], Most successful practices for quality improvement: TQM, Team-based groups, Manufacturing Cells and Integrated computer-based technologies.…”

A guide for supply chain integration in SMEs

“…As pointed out by Tan et al (1999Tan et al ( , 2002, as well as Akkermans et al (1999), implement a change in culture among the employees in the firms that make up the chain, the aim being to seek a more participatory style of management by introducing into their activities the concept of continuous improvement and the need to be customer-oriented.…”