Towards a Unified Definition of Supply Chain Management

Sweeney, Edward

doi:10.4018/jal.2011070103

Cited by 17 publications

(11 citation statements)

References 38 publications

(61 reference statements)

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“…The Arsenale sourced timber from areas in the north-east of Italy, Croatia and the Adriatic coast, and several Mediterranean islands. (Appuhn, 2010;Candiani, 2009Candiani, , 2012Susmel, 1994) The Istria province included several forests, but good quality timber was limited to the Motovun Valley (Val Montona), This provided high quality bent and forked oaks needed for hulls. From the 15 th century it was a San Marco reserve, a publicly owned forest used exclusively for supplying the Arsenale.…”

Section: Resultsmentioning

confidence: 99%

“…Storey et al (2006, p. 761) posed challenging questions for supply chain management in terms of asking whether supply chains are actually managed. Nevertheless, Davis (1993), Storey et al (2006), Sweeney (2011), Chen and Paulraj (2004) and Shiau et al (2015) identify a set of commonly seen characteristics, and these will serve to assess the Arsenale’s management of its wood supplies. The relevant constructs include the following: Integrated Behaviour .…”

Section: Venice Vis-à-vis Modern Supply Chain Managementmentioning

confidence: 99%

“…Poor husbandry (excessive undergrowth and poor control of livestock) by local district and farm managers (Appuhn, 2009) 4. The colonized workforce resisted direction by the Venetian angherie (Appuhn, 2009;Susmel, 1994) These issues were deliberated in the Senate and directives issued to the regional managers.…”

Section: Insert Figure 4 Herementioning

confidence: 99%

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From seedlings to ships: supply chain and production management in the Venice Arsenale, 1400–1800

Wilson

Favotto

2023

JMH

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Purpose The Arsenale was the largest medieval industrial enterprise, famous for its assembly line. Management faced extreme variations between peace-time and war-time demands. Satisfying these unpredictable and sudden demands for a large, complex product with a multiple years–long production cycle was challenging. The purpose of this study is to analyze the Arsenale’s operations and supply chain arrangements, and to identify and assess their management policies. We also track its development and investigate its influence on other countries. Design/methodology/approach The research methodology used is archival research with content analysis of text and graphic representations of production processes. Findings These reveal that Venice’s supply chain management evolved from simply exploiting woodlands as needs arose, to a managed forest with planned planting, cultivation and harvesting, ending with the active modification of growing trees so their natural growth was artificially shaped to satisfy production requirements. Instead of fabricating components in their factory, the Venetians formed them by shaping the trees while they were still growing. These arboriculture techniques then provided a planned and regular supply of high-quality components that purely natural processes provided only randomly. Research limitations/implications There may be undiscovered archival documents despite the authors’ best efforts. The development of this historic supply chain reflects modern managerial concerns. Practical implications Modern restorations of historic ships and buildings use some of the fabrication methods identified, although the more intensive techniques would require higher volume production. Social implications This reveals historical forestry practices emphasised long-term needs and sustainable use. Originality/value To the best of the authors’ knowledge, this is a unique long-term investigation of an integrated production system and considers its influence on Iberian, French, British and American forestry and ship building. The close integration of production requirements with forestry practices was a novel finding.

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Section: Resultsmentioning

confidence: 99%

Section: Venice Vis-à-vis Modern Supply Chain Managementmentioning

confidence: 99%

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From seedlings to ships: supply chain and production management in the Venice Arsenale, 1400–1800

Wilson

Favotto

2023

JMH

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“…In the opinion of Sweeney (2011), supply chain integration comprises of internal (micro) and external (macro) integration. This opinion is also represented by Stock and Boyer (2009, p.706).…”

Section: Theoretical Overviewmentioning

confidence: 99%

Business Logistics in Sea Ports – role, contemporary tendencies, evolution, application and optimization

Drašković

2019

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“…Há, na literatura, muitos indicadores de desempenho sugeridos para a condução de uma avaliação. Eles podem estar divididos em quantitativos (objetivos) e qualitativos (subjetivos), financeiros (lucro líquido, retorno sobre investimento, retorno sobre vendas) e não financeiros (participação de mercado, produtividade/eficiência, satisfação de clientes), e estão associados aos processos de negócio da organização em níveis estratégicos, táticos e operacionais (SWEENEY, 2011;ESTAMPE et al, 2013;LIMA JUNIOR;CARPINETTI, 2019).…”

Section: Medidas De Desempenho E Metas Estratégicas Em Empresas Familiaresunclassified

Avaliação de desempenho e incentivos em uma empresa familiar

Magnago¹

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The use of performance evaluation measurements linked to the granting of incentives aims to ensure that the entire organization's efforts are focused on meeting pre-established strategic goals. However, studies investigating the application of these instruments and their relationship with the monitoring of strategic goals in family businesses produce different results regarding the use or not of these instruments implicitly or explicitly by these companies, highlighting a field of research in the open. In this sense, this research sought to identify how performance evaluation measures are used to track strategic goals and provide incentives in a family business, based on the Agency Theory. Therefore, a single case study was carried out in a family business that operates in the wholesale and distribution sector. For data collection, semistructured interviews, document analysis, and direct non-participant observation were carried out, and the data were analyzed using Content Analysis. The findings showed that the family is present in the figure of the organization's shareholders, in the board of directors, and the company's presidency, demonstrating that the conduction of the business was delegated to nonfamily members because the family trusted in the organization's managers. It was also found that the company does not have structured strategic planning, with its goals and objectives arising from the preparation of the annual budget. The studied company uses performance evaluation measures in all its departments. But, as it is a wholesale and distribution company, the commercial department uses these measures with greater emphasis. The results also showed that, contrary to the expectations, this company, despite being familiar, makes little use of subjective measurements of performance, because, as it is a large company, the characteristics bring it closer to a non-family company. It was also found that the company links incentives to the achievement of goals previously established in the commercial department, but the other departments benefit from the incentives based on the financial result achieved. It is concluded, that the use of performance evaluation measures in monitoring the goals is an important mechanism for granting incentives in the researched company. However, it is necessary that these tools also contribute to monitoring the actions of managers to reduce conflicts of interest, as is the case in the company in this case. This research presents theoretical contributions by expanding the understanding of performance evaluation measures and incentives in family businesses. Further demonstrates that the use of "in-house" software to explicitly and formally monitor the company's indicators is demonstrated. In addition, it is possible to observe how the relationship between family and non-family members works in this company. The results can also contribute to managers by helping them to use and implement performance evaluation measurements in family businesses to strengthen relationships within organizat...

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Towards a Unified Definition of Supply Chain Management

Cited by 17 publications

References 38 publications

From seedlings to ships: supply chain and production management in the Venice Arsenale, 1400–1800

From seedlings to ships: supply chain and production management in the Venice Arsenale, 1400–1800

Business Logistics in Sea Ports – role, contemporary tendencies, evolution, application and optimization

Avaliação de desempenho e incentivos em uma empresa familiar

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