The challenges and practice of metal industries into global supply chain integration: A literature review

Abstract

The objective of this study was to investigate the current research practices and existing progress research published on supply chain management and supply chain integration in an attempt to provide a research agenda for future investigations. Mainly the secondary data analysis and methods employed for the investigations. Particularly a systematic literature review analysis from 115 papers published from 16 important journals in the supply chain, logistics, Industrial management & data systems, supply chain management: an international journal and operations management during the period 1997 to 2018 was employed. This paper has identified relevant supply chain integration research studies that have contributed to the development and growth of manufacturing industries performance and competitiveness to the SCI and SCM fields. The analysis of the relevant articles gaps and miss-concepts in the previous literature provides to reduce universality and insufficient ordinary view, confusion of supply chain integrations were investigated. The gaps and investigations were done based on their methodological porches, objectives, analysis and research finding. Mainly the gaps, miss concepts and challenges concepts in the previous literature were identified and grouped in

Development, validation and verification of innovative integrated Kaizen philosophy (CI) framework and its implementation procedure for enhancing manufacturing industries sustainable competitiveness

“…Other study conducted by Dametew et al (2020) developed a conceptual model by integrating TQM, JIT and SCM initiatives. In this study, the authors primarily assessed and investigated the challenges and trends of global competitiveness of basic metal industries.…”

“…Thus, this research will provide an associated result by identifying the most widely found practices of the stated CI programs in literatures. For this case, these most extensively quoted practices of the programs can be divided into unique techniques or practices to all programs separately, and drivers (or social and technical factors or common practices or CSFs) to all the programs as used in (Lopes et al, 2022;Sisay et al, 2021;Dametew et al, 2020;Sahoo and Yadav, 2020;Tilahun et al, 2020;Phan et al, 2019;Hailu et al, 2018a;Masudin and Kamara, 2018;Khamkham, 2017;Tesfaye and Kitaw, 2017;Getachew et al, 2017;Dametew et al, 2017;Nandurkar et al, 2014;Cua et al, 2001).…”

“…Besides, the most recent research work carried-out by Lepist€ o et al (2022) identified the Nobel approaches to TQM dimensions: risk management, stakeholder management, digitalization and system deployment in addition to the traditional approach to TQM dimensions such as, management/leadership, data and reporting, customer and personnel focus, process management, products/service improvement, procurement and materials, continuous improvement. Dametew et al (2020) also identified three SCM unique practices, namely procurement; distribution and material handling; internal logistics management. The unique practice of innovation could generally be described as the development and/or application of new ideas, knowledge, methods and skills that can generate unique capabilities and leverage the organization's competitiveness (Kim et al, 2012).…”

“…In this regard, the refreshment training could be given on the proposed countermeasures. Hailu et al (2017a) emphasized that the solutions could focus on establishment of systems, for example, practice of basic CI tools (5S, operation and workplace standardization, safety, waste identification and elimination), sustainability, customer and employees satisfaction, unique techniques of LM, TQM, SCM, IM and LSS initiatives, and common human-and strategic-oriented factors (Khamkham, 2017;Hailu et al, 2018a;Dametew et al, 2020). Meanwhile, CI expert team in communication with the middle management and supporting institutions could monitor and control the implementation process.…”

“…The integrated approach of the Japanese “Kaizen”, which was translated in the western culture as “continuous improvement (CI)” (Imai, 1986; Berger, 1997) is new requirement for enhancing competitiveness (Hailu et al , 2018a). To this influence, Lean Management (LM), Total Quality Management (TQM), Supply Chain Management (SCM), Innovation Management (IM) and Lean Six Sigma (LSS) have been adopted as imperative tools for the implementation of CI criteria, and therefore, a means for manufacturing industries to maintain their competitive advantage (Cua et al , 2001; Nandurkar et al , 2014; Zhou, 2016; Cherrafi et al , 2017, 2018; Duarte and Cruz-Machado, 2019; Dametew et al , 2020; Daniyan et al , 2022; Singh and Aggarwal, 2022; Hwihanus et al , 2022; Lepistö et al , 2022; Klein et al , 2022). The joint implementation of the aforementioned initiatives is seen as a natural alignment through their similar operations management approach (Nandurkar et al , 2014; Hailu et al , 2018a; Sisay et al , 2021).…”