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- Global Supply Chain & Operations Management
- Global Supply Chains in a Post-Pandemic World
- Supply chain management
- Global Supply Chain and Operations Management
Recent news events related to quality in global supply chains have called attention to the need for more research on supply chains that operate in a global context.
The U. For the foreseeable future, they will face pressure to increase domestic production, grow employment in their home countries, reduce their dependence on risky sources, and rethink strategies of lean inventories and just-in-time replenishment, which can be crippling when material shortages arise. This article provides advice to make your supply chain more resilient without sacrificing competitiveness. Start by mapping the full extent of your supply network to identify both direct and indirect sources.
Global Supply Chain & Operations Management
Recent news events related to quality in global supply chains have called attention to the need for more research on supply chains that operate in a global context. Indeed, it would be difficult to find a supply chain that does not cut across national boundaries at some point.
The presence of global supply chains introduces a number of new management challenges. Managing Global Supply Chain Relationships: Operations, Strategies and Practices focuses on issues related to relationships among members of global supply chains. This comprehensive work addresses three important aspects of global supply chain relationships: supply chain integration and collaboration; outsourcing and offshoring of production; and recent growth in supplier networks.
Managing Global Supply Chain Relationships: Operations, Strategies and Practices provides a unique perspective on global supply chain management in three ways. First is its content. It focuses on cutting-edge issues that are of importance to supply chain managers and corporations around the globe.
Second, the book is unique in that it brings together the research from scholars in 14 countries on four continents. It examines both issues that cut across national boundaries and in-depth examination of issues related to supply chain relationships within a number of countries. Third, Managing Global Supply Chain Relationships: Operations, Strategies and Practices draws upon cross-disciplinary theoretical foundations, synthesizing relevant insights from existing theory in a variety of fields and applying them to a new context.
It focuses on examining critical questions for supply chain managers in today's dynamic global environment, from the perspective of high quality theoretical and empirical research. It includes conceptual research, as well as research based on case studies, surveys and modeling. The scholars who have contributed chapters are leading scholars in their home countries, as well as internationally.
They bring to bear rigorous approaches to the development of theoretical frameworks and empirically test important hypotheses related to global supply chain relationships. Buy Hardcover. Add to Cart. More Information. MLA Flynn, Barbara,et al. IGI Global, Flynn, B. IGI Global. Available In. Related Books. Hardcover: Available. Current Special Offers. No Current Special Offers. E-Book: Available. OnDemand: Individual Chapters.
Description Recent news events related to quality in global supply chains have called attention to the need for more research on supply chains that operate in a global context. Topics Covered The many academic areas covered in this publication include, but are not limited to: Angles of integration and information integration Collaborative buyer-seller relationships Intelligent and demand driven manufacturing networks Internal supply chain integration Managing long-term partnerships Network marketing strategy Offshoring implementation and management Outsourcing of new product development Power and opportunism in supply chain Supplier integration Reviews and Testimonials Managing Global Supply Chain Relationships: Operations, Strategies and Practices provides a unique perspective on global supply chain management in three ways.
Recent news event related to quality in global supply chains have called attention to the need for more research on supply chains that operate in a global context.
For example, how should the quality of global supply chain partners be assessed? How are relationships between supply chain partners managed as they interact in a complex global network? In each of these cases, traditional supply chain management practices may be ineffective, due to the unique characteristics of supply chains that span global boundaries.
Managing Global Supply Chain Relationships: Operations, Strategies and Practices focuses on research on issues related to relationships among members of global supply chains. For example, what is the role of national culture in power relationships among supply chain members? What are the best ways to establish integrative and collaborative relationships among members of a global supply chain? On what criteria should the decision to offshore be based? How do complex global supply chains operate?
Managing Global Supply Chain Relationships: Operations, Strategies and Practices adds value to the extant research on global supply chain management by bringing together research by scholars in Europe, Asia, North America and South America around the theme of improving global supply chain relationships.
Many of the contributors to this book are scholars who met in Tokyo in August for the Third World Conference on Production and Operations Management. This was a unique gathering of leading scholars on four continents, held only once every four years. This scholarly book provides a forum for dissemination of the research presented during this conference to a wider audience. Although comprised of scholarly research, the topics are of critical importance to practicing supply chain managers, are timely and feature authors from across the globe, including Denmark, Spain, Finland, Hong Kong, China, Norway, Germany, Sweden, Brazil, Japan, Scotland and the U.
Managing Global Supply Chain Relationships: Operations, Strategies and Practices provides a valuable source of research findings from authors around the world, bringing together top quality research on global supply chain relationships from leading international scholars into a single source.
For those who are doing research in this area, this book provides a cross-section of the state-of-the-art in research on global supply chain relationships. Because it compiles interesting research from a wide variety of perspectives, it is also an important source for graduate students of supply chain management, particularly PhD students.
The models and frameworks contained in the various chapters will be useful to practicing supply chain managers making decisions about global supply chain management. Managing Global Supply Chain Relationships: Operations, Strategies and Practices focuses on four important aspects of global supply chain relationships.
The first is global supply chain relationships. Because the members of global supply chains are often separated by great distances, establishing supply chain relationships that are based on trust and sharing of critical information is essential to the performance of both the individual supply chain members and the supply chain as a whole.
In the current global economic crisis, the importance of supply chain relationships is intensified; many organizations are struggling on their own, and having supply chain partners that are experiencing their own financial crises only exacerbates the situation.
Other important issues include the development of global supply chain relationships in developing industries in emerging economics and the vulnerability of supply chain members that invest heavily in developing unbalanced supply chain relationships. Because of the co-dependencies of supply chain members, issues with one supply chain member can permeate across links in a supply chain.
Such issues can include deferred commitments, outstanding accounts, difficulties with financing and other sources of financial stress. The economic crisis is related to the literature on supply chain disruptions and supply chain risk management. The resource-based view of the firm RBV suggests that the interconnectedness of links within a supply chain implies that the use of resources by a single firm is often influenced by the way in which other links in the supply chain manage their resources.
Because of this, it is critical for supply chain members to carefully manage inter-firm relationships. The relational view suggests that this can lead to development of a collaborative advantage.
Handfield surveyed supply chain executives, in order to identify the underlying assumptions that their actions are based upon during the economic crisis and how they have formed the foundation for taking countermeasures.
His findings are used to develop a set of themes and propositions for future research in this important area of study. This can be challenging because of the geographic decentralization and complex logistics of supply chains, particularly in global supply chains, which may be distantly located from their customers. This makes the development of a unified set of control principles critical, in order to benefit the individual members of the supply chain, as well as the entire network.
There are also many challenges related to the information and communication technology ICT solutions that are necessary for providing supply chain members with the real-time information that they need to operate effectively. Control model methodology was used in a case example of a fresh food supply chain in the Norwegian grocery sector, demonstrating the effectiveness of visual presentation of information to support integration and network partnerships.
This provides a common understanding and a foundation for organizing operations across the entire supply chain, including mapping and modeling of resources, materials, information, processes, organization and control. This approach can be used to develop a unified planning and control, to deal with issues that are inherent in complex global supply chains.
Suppliers often make investments in assets that are specific to a particular supply chain relationship, such as dedicated equipment, factories located adjacent to a customer, staff that are dedicated to meeting the needs of a given customer or knowledge that is relevant to a single customer.
According to TCE, investments in such transaction-specific assets open the door for opportunistic behavior on the part of the customer. This premise is tested using a survey of members of the home appliance manufacturing supply chain in China, examining both tangible and intangible transaction-specific asset investments. The findings provide important managerial guidelines for the effective use of contracts and relational norms as safeguards against opportunistic behavior by customers.
Although researchers have long articulated the need for integration between manufacturers and their supply chain partners, only recently has there been a call for a systematic approach to supply chain integration, as increasingly global competition has caused organizations to rethink the need for cooperative, mutually beneficial supply chain partnerships, and jointly improving interorganizational processes has become a high priority.
Defined as the degree to which a manufacturer strategically collaborates with its supply chain partners and collaboratively manages intra- and inter-organization processes, the goal of supply chain integration is to achieve effective and efficient flows of products and services, information, money and decisions, in order to provide maximum value to the customer at low cost and high speed. Although challenging in any business environment, the integration of supply chains in a global context is particularly challenging.
The goal is end-to-end connectivity that allows a supply chain to function as a seamless entity. However, this ideal requires a high level of commitment from supply chain members and may require substantial investment in restructuring processes to accommodate other supply chain members. Supply chain integration challenges are intensified in a global environment and because of product proliferation and shortening life cycles, so that the integrated supply chain can seamlessly respond to changing customer demand requirements.
This chapter establishes a conceptual background about the nature and elements of supply chain integration, the importance of internal integration within a manufacturer, as well as external integration with customers and suppliers, and the measurement of integrated supply chain performance.
In addition, the benefits and impediments to supply chain integration are articulated. The chapter concludes with development of a model for supply chain integration and guidelines for managing integrated supply chain flows. Connectivity is the linking of operations, in order to produce a seamless and synchronized flow within a particular firm, as well as across firms in a supply chain. Flows of materials, products and information are all critical elements of supply chain connectivity.
Simplification involves developing an understanding of all of the linkages in a supply chain, in order to be able to reduce them or implement efficiency initiatives. It also examines the role of supply chain integration on firm performance, particularly in light of simultaneous team and information integration, truly cross-functional integration involving multiple functions, rather than just two and macro performance outcomes. These are used to develop a set of fruitful directions for future research on global supply chain integration.
Much of the previous literature on supply chain integration focuses primarily on external integration, both upstream integration with customers and downstream integration with suppliers. However, the importance of internal integration of functions within a manufacturing firm is equally important and typically receives less attention in the literature. Cluster analysis was used to form four clusters of firms, in terms of their internal integration mechanisms: centralizers, information integrators, information centralizers and intensive lateral integrators.
Cross-country differences in patterns of internal integration were analyzed and related to performance, finding that the effective use of internal integration strategy is related to the organizational context.
Thun assesses the match between various patterns of supply chain integration and the IT instruments that are implemented in support of supply chain integration. In order to refine the measurement of supply chain integration patterns, he introduces a measurement approach that he calls angles of integration. It quantifies the extent of each type of integration by measuring it conjoint angles that illustrate two categories of supply chain integration simultaneously.
A wider angle corresponds to greater overall integration, and the positioning of the angle bracket points out the focus of the integration. This innovative approach allows more precise measurement and description of actual arcs of integration. Supply chain relationships can also be characterized by the level of power of various supply chain members.
What is interesting about power is that it exists in the eyes of the beholder and the holder of the power may be unaware of its effect on others. Mediated sources of supply chain power include reward power and coercive power. In contrast, non-mediated sources of power are based on identification with the actions and values that are held by a particular link in a supply chain.
Global Supply Chains in a Post-Pandemic World
The second edition of this textbook comprehensively discusses global supply-chain and operations management, combining value creation networks and interacting processes. It focuses on the operational roles in the networks and presents the quantitative and organizational methods needed to plan and control the material, information and financial flows in the supply chain. Each chapter starts with an introductory case study, and numerous examples from various industries and services help to illustrate the key concepts. The book explains how to design operations and supply networks and how to incorporate suppliers and customers. It also examines matching supply and demand, which is a core aspect of tactical planning, before turning to the allocation of resources for fulfilling customer demands. These new chapters provide the structured knowledge on the principles, models, and technologies for managing the supply-chain risks and improving supply-chain and operations performance with the help of digital technologies such as Industry 4. The existing chapters have been updated and new case studies have been included.
In commerce , supply chain management SCM , the management of the flow of goods and services,  involves the movement and storage of raw materials , of work-in-process inventory , and of finished goods as well as end to end order fulfilment from point of origin to point of consumption. Interconnected, interrelated or interlinked networks, channels and node businesses combine in the provision of products and services required by end customers in a supply chain. SCM encompasses the integrated planning and execution of processes required to optimize the flow of materials, information and capital in functions that broadly include demand planning, sourcing, production, inventory management and logistics -- or storage and transportation. Although it has the same goals as supply chain engineering , supply chain management is focused on a more traditional management and business based approach, whereas supply chain engineering is focused on a mathematical model based one. An example of these conflicts is the interrelation between the sale department desiring to have higher inventory levels to fulfill demands and the warehouse for which lower inventories are desired to reduce holding costs. In , Keith Oliver , a consultant at Booz Allen Hamilton introduced the term "supply chain management" to the public domain in an interview for the Financial Times. In the mids, more than a decade later, the term "supply chain management" gained currency when a flurry of articles and books came out on the subject.
A degree or specialization in global supply chain management is designed to help students develop the supply chain and operations skills needed to work in many business areas and industries. The global marketplace impacts just about every industry: agriculture, construction, energy, manufacturing, and IT among many others. You will also explore the diverse cultural, political and economic circumstances of foreign markets in this specialization. Our professors bring real world insights into the classroom, allowing you to better understand the logistics along all stages of supply chain and operations management. Together, we can help you learn how to navigate Global Supply Chain Management. Whether you are considering a career as an operations manager or a supply chain analyst, our Global Supply Chain Management Specialization can help you explore new opportunities.
Pages PDF · Basics of Supply Chain and Operations Management. Dmitry Ivanov, Alexander Tsipoulanidis, Jörn Schönberger. Pages PDF · Examples.
Supply chain management
There has been consensus that logistics as well as supply chain management is a vital research field, yet with few literature reviews on this topic. This paper sets out to propose some hot issues in the current research, through a review of related literature from the perspective of operations management. In addition, we generate some insights and future research directions in this field. Organizations adopt numerous business improvement methodologies to improve business performance.
Practitioners and educators need a common definition of supply chain management, and a shared understanding of the processes. Importance of Logistics in Supply Chain Management. It was later used to study and identify a wide array of improvements in supply chain management for various HP divisions: laserjet, inkjet components, integrated circuits and computer manufacturing. And the earlier in the supply chain, the more often unstructured processes involving faxes, e-mails and Excel are encountered — coupled with the desire for greater digitalization of the supply chain processes. Supply chain management for a purchasing model: A case study in an electronics firm.
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Global Supply Chain and Operations Management
The second edition of this textbook comprehensively discusses global supply-chain and operations management, combining value creation networks and interacting processes. It focuses on the operational roles in the networks and presents the quantitative and organizational methods needed to plan and control the material, information and financial flows in the supply chain. Each chapter starts with an introductory case study, and numerous examples from various industries and services help to illustrate the key concepts. The book explains how to design operations and supply networks and how to incorporate suppliers and customers. It also examines matching supply and demand, which is a core aspect of tactical planning, before turning to the allocation of resources for fulfilling customer demands.
This textbook presents global supply chain and operations management from a Dmitry Ivanov, Alexander Tsipoulanidis, Jörn Schönberger. Pages PDF.
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