Towards a better understanding of supply chain quality management practices

Innovation in Realizing Quality of Production in Malaysia

“…On top of this, it was also found that quality is the most crucial competitive concern for producers, followed by product cost (Alwan, 2012). Quality management, assurance and control in production or manufacturing lead to correction of problems, eliminating waste, reducing cost, shorten production lead time, reducing inventory, ensuring safety and comfortable working conditions (Foster, Thomas, & Cynthia 2011;Battini et al, 2012).…”

Measuring business performance in a SCN using Six Sigma methodology - a case study

“…This level of competition requires a much greater level of linkages among chains or networks of suppliers, distributors, producers, and customers. This increased emphasis on linkages may have implications for how quality management is being practiced and what is emphasised by quality managers (Foster et al, 2011). Supply chain quality management (SCQM) has been defined as "a systems based approach to performance improvement that leverages opportunities created by upstream and downstream linkages with suppliers and customers" Foster (2008).…”

“…Yang et al (2007) emphasised the role of Six Sigma and SCM techniques for process and quality improvement with the help of real industry case study. While SCQM is still in the definitional stage, rigorous studies of SCQM practices and tools have yet to emerge (Foster et al, 2011). The continuous improvement on quality of products and processes is a constant concern at organisations, as a response to growing competition and demands of the market (Requeijo and Cordeiro, 2013).…”

“…2 To improve supply chain performance: To explore the domain of SCQM in improving SCN performance. With the advent of SCQM, there appears to be support for the notion that integrating quality and SCM is important to the success of organisation with supply chain orientation involving customers, suppliers, and other partners (Pagell, 2004;Robinson and Malhotra, 2005;Foster et al, 2011). Yang et al (2007) also emphasised the role of Six Sigma and SCM techniques for process and quality improvement with the help of real industry case study.…”

Tactics at the category level of purchasing and supply management: sourcing levers, contingencies and performance

“…'Volume bundling', which refers to the consolidation of demand and (1) increasing the purchase volume for quotation (Karjalainen, 2011;Prince et al, 2013;Schoenherr and Mabert, 2008); 'Price evaluation', which refers to forming price targets and analysing (2) suppliers' bids and cost structures (Ellram, 1996;Newman and Krehbiel, 2007;Romano and Formentini, 2012); 'Extension of supply base', pertaining to increasing the number of (3) sources and bidders per request for quotation to raise bargaining power (Caniëls and Gelderman, 2007;Lonsdale, 2001;McMillan, 1990); 'Product optimisation', referring to modifications to the design, functions (4) and materials of the purchased items (Handfield et al, 1999;Khan et al, 2008;Luo et al, 2011;McGinnis and Vallopra, 1999;Smith, 1999;Wagner, 2012); 'Process optimisation', which refers to efficient and effective processes (5) related to the buyer-seller interfaces (Foster Jr et al, 2011;Labro, 2006;Manrodt and Vitasek, 2004;Quintens et al, 2006a); 'Optimisation of supply relationship', which pertains to establishing and (6) maintaining a long-term, mutually beneficial, privileged relationship between buyer and supplier (Adobor and McMullen, 2014;Blonska et al, 2013;Handfield et al, 2000;Hüttinger et al, 2012;Krause et al, 2007;Nagati and Rebolledo, 2013;Schiele et al, 2012a); and 'Category-spanning optimisation', which relates to balancing trade-offs (7) among multiple sourcing categories (e.g., design changes in a common platform) and adopting mutual approaches, applied by otherwise distinct sourcing teams (D...…”