D4 MarthaCooper_SupplyChainM

8/2/2019 D4 MarthaCooper_SupplyChainM

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Tee is denitey a needfor te integration of

usness opeatons nte suppy can tat

goes eyond ogistis

Vlm 8, Nmb

Supply Chain Management:More Than a New Name for Logistics

Mth C. Coop, Dougs M. mbt nd Jnus D PghThe Ohio State University

Practtiones ad educatos have vaousy addessed the concept of suppy chanmanagement (SCM) as a extension of ogstcs, the same as ogstcs, o as a aencompassng appoach to busiess itegation. Based on a evew of the teatuead management pactce t is cea that thee s a eed fo some eve ofcoodato o activites ad pocesses wthi and betwee oganzatons n thesuppy chan that extends beyond ogstcs We beeve that ths s what shoud becaled SCM Ths atce poposes a coceptua mode that povides gudance foutue suppy cha decsonmakng and eseach

Wat xatly pply aaag (SCM ad ow dto ogt aagt 1986 tCoul of og Maag (CM, tadgdg pofoa orgazao wa r rp o ov 3000dfd logt aagt a

T pro of pagptg ad oolg tft, otfv flow adtoag of aw aral, -povtoy fd good ad

ad forato low ro potoforg o poooupo for purpo o ofog outor rr

How SCM dffrt ro dfo of ogalkg ad offg ar aout SCM aug t wod a a yoy or logAd galy aada oowg rara ladg bu pa gadgSCM. Coulat popod t t addator popod ru ad toy orxutg SCM. T r ppy aaag rlavly w ltatur apparg r 1982 [2]. About1990 aad dd SCM fo aora adpo o larfy t dfo o tadoal approa oaagg t low o ara ad taoad low of oao [3]

ogal o t trpazd a rdto voy botwt ad aro but tat tal

prpv a b roadg T r"og a alo ad varorptato Fo o of t ato SCM t appar tat SCM logtak aro r-orgazaoa bodaHowv CM dfo ak t at log propy pltd waway dd o b fo dod ao xboo 980's ad 1990av ta t prptv [4]. O vwo SCM d or uo a ogbg tgratd aro bodar.

T dy a d o grao of opato uppy a a go yod og. podut dvop pp t xapl o al ap o dally od volvd, ludaktg o op ar advlop o aual foruaoaufatg ad og o pv apa ad fa fudg

addto o tal uot a d o lud xorgazao prod dvoppro od o rd ttark o w prodt rodto app vovt poddvop po poa ad o a od t pp. Futo ad o vovt ay. It old b appat a log v gog to ow t produdvlopt pro o t uto fo t


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mae The ieaio o be poceeaco e pply ca i wha we aecall pply chai maaeme

Tak oiic o he pply cha o e ame a SCM Maac adopeao eeace ave alo adoped heem SCM ad ae i i hei wi May ppy chai emia appea o

be baically maaci o loicemia epackaed Thee i o eed oeplace he wod loiic wi SCM I ac,i ceae moe coio i a til emeield ad deac om he ee o achievee mc boade level o ieao oim

I i pape we e e deiio opply chai maaeme developed bymembe o Te Ieaoal Cee oCompeive xcelece i 994 6J

Sppy chai maaeme i he

ieaio o bie poceeom ed e ho oiapplie a povde podc,evice ad iomaio ha addvae o come.

We bei i aicle wih a bieevew o e leae a illae ecoio a exi A cocepalamewok popoed, which coideSCM a a boade diciplie ha jieaed oiic maaeme popelyimplemeed Fially, ome eio oe eeach ae olied

SCM: A Brief Literature Review

Te cocep o SCM appeaed e lieae i he mid-1980 J oweve, e dameal ampio owhch SCM e ae icay ode Teycde maai e-oaaoalopeaio, wich ca be aced back ochael eeach i he 1960 8; yemieaio eeac

i he 960' 9] ad

e moe ece idea o ha omaoad exchae o iveoy o iomao[J

e SCM ee ca e oed a mbe o way, b i hi aicle, iwi be examied elao o e cope oe pply cha e-oaiaoalieaio objecive ad, he evolioowad a eaed pply chai. Theechaaceic wee eeced o e peciicppoe o compai SCM wi eaedloiic maaeme

Page

p ppy n

The cope o he ppy cai ca bedeed i em o he mbe o imvolved i he ppy chai ad eaciviie ad cio ivolved Teoia cope o he ppy chai a beeaco im, ao ome m a byiea wii he oaiaio beoe

expadi o ohe m Ealy wie aedha SCM cove he low o ood ompplie oh maaci addiibio cai o e ed e 11J Seve [} expaded i cope epeam o he oce o pply ad dowo e poi o compio om di odi, which i e pa o oiic deied byCM. Seve dead o e cope ohe pply cai i e mo commolyacceped i he leae

Whle ome ao ave addeed e

eie pply chai, oe ave oced opa o i, aco o wi im Specicco ed oc o he coeciowi ohe m Fo example, pchaipeoel may vew SCM a maaippie 13 Macbeh ad Feo aedha he bac cocep o pply caiexed he woldca maacimodel aco he ome oaiaioal oe \ Some poe-aeaice have ae a aow vew o SCM bypmay oci o edeii e

ieal woldwde maac addibo ewo o aceve icaav ad iceaed come evce JTe edio o a ew pbcaio devoed oSCM aed ha i i aoe amopblicao ad e deed SCM acce coodao ad eaio oal hoe acviie aocaed w moviood om he aw maeial ae oho e ed e, o aiabe compeiiveadvaae T cde acvie likeyem maaeme, oc adpoceme, podco ched, odepoce, veoy maaeme,apoo, waeho, a omeevice 16} T deio i emakablycoe o e CM view o oiic

The ecod cope e i how maycio ad acvie old be cdedi SCM Te eae aeeme amoaho he eed o iomaio yemieao 1], a wel a pla adcoo aciviie 18 Boweox 19,Caviao 20], ad Mee idicae

ee is no need toepae te wodogistis wi SM Infat it eates moeonfusion in astiemeging ed anddetats fom te need toaieve te muoade eve ofintegation of ms

Suppy ainmanagement is teintegation of sinesspoesses fom end usetog oiginasppies tat povides podts sevies and infomation tat add

vae fo ustomes

The Inteaional Joual ofLogscs Mnagemen


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SM patnesips wlikey invove moe

poesses and untionstan integated ogistis

managementpatnesips

V 8 ber

a SCM aso may incde: coopeativeefos betwee chan membes n sch aeasas makein eseach, pomoon, saes adomaton ahe, eseach anddevelopment, poduc desi, ad otalsysem/vaue analysis oduct developmen,opeaions manaeme, maactnopeatos, and cstome sevce

manaemet ae also icluded empemenao o SCM leadiedecompaes, sc as 3M 22 Hewettackad 23, Dial ipmet Copoaion24, eox 2, and ohes 26

-gnz gn

To mpleme SCM, some leve ofcoodinaion acoss oanizaonalbodaies i s needed. Tis ncludesinteaion of pocesses and fnctios whnoanaos ad acosse supply chan A

divi oce behnd SCM s te econionha sbopimataion occus if eachoanzaon n e spply chan aemps toopimze is own esuls ahe han oneate is oals and acvities wh oheoanatos o opmize he esuls of echan 2 Oazaiona elatonshps tefms o eac ohe and may te tei successo e chain as a whoe 28. Accodin toChistpe "eadin-ede companes haveealzed a the eal competion s ocompany aains company, bu ahe suppy

chan aains suppy chain 29Oe cenal ueston is ow toieae he supply cha Coope, am,ade, ad Hans 30 idenify oupossible meas o maa he ineatioof a spply cai dyadic, cane neato,anayic optimizatio ad keietsu A dyadcappoach cocenaes o oe level up oone level down and is ofte a stati paceo developin an teated supply caiTe ote ee ca o fthe up/o dowhe spply can The metod ofmaaemet dies depend on te

elave senth o he suppy chai membesand se o compezed modes sch as ianayic opimiatio

The mpoance of buildin admaan eaionsps amo membes of ppy b addeed bymay auhos 3 A teaed spplychan of panes wthou commooweshp ms be manaed in a dieetmae om a of a snle monolitcbueaucacy 32 Dffee foms of

elationsips ae appopiate and no al ln te supply cain need to be paneshi33 SCM patneshps wil ikely ivolmoe pocesses ad ucons han ntealoistics maaemen patnesips

Objvs f M

Houlhan ad ones ad Riey 3

staed tat te obecve of SCM s to lowte toal amount o esoces eied povide te necessay level o cstomsevice to a specifc seme Ohe wehave indcated objecives sppoive of toveal oal 3, incldi sycoizie eiemens of e cusome with ow of mateias om suppes 36edcn veoy nvesmen n te chanceasin cusome sevce, buldcompeive advantae fo he supply cha3, ad vale 38

wd Ingd ppy n

Afte exam he moives aeasos fo fom o oin a ieasuppy ca, te compay mus addeow to establish and manae e suppchan A ou-sae mode was pesenedSeves 39 of inceasn ineaon foSae A, compee unciona independencto Stae D, ine-oaniaoal neaembacin e 1 supples ad cusomeStevens caaceizes Sae D as bei mo

tha us exedin te scope of the caalone I embodes a cane fom podoetatio to customeoienaon ensha he ompay s attued o he cusomeeemes, and a chane elaoshp betwee eities in he caom e advesaial aiude o cofic oe of mual suppot and coopeaio.

Based on te pincpes of Bsieocess Manaemet ad Bsess oceRedesi, Hewt expaded Steves modby suesn a emen ew fi sa

Sae E) wic is nteated na-compaad inecompany sppy cha poemaaement The objecve o opmaiitatives, his sae, s oa businepocess ecency and eecveemaxmzaion 40.

Coope and llam 41 addessed teaton ssue by suesin a famewoto examie ow caacesics o SCinuece a fim's decisio o om o ena ineaed supply cha to pan fo

Pe


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oaton of h spply hain; and toana th o-on opation of h sppyhain Th idnifid haaisis ayhav dfn lvls of poan adffnt sas i h poss o stabishiad anai sppy hains

A hsa od o ahivin aintad spply ha was ssd by

Sot and Wstbook Th odl idd1 a appin sta to aayz ad tisad ivtoy vs hoho h sppyhai ad hs indat h optiv sa o h hai ad potniaipovts 2) a posiioni sta oidntiy oppotniis o oaboatvavits btw ha bs ad aslio o aon sa to ias thoptvnss of h hain A xsivlist of opatioa oos was povdd inod to nha spply hai fivnss

[42 Towill Nai and Wkn [43psntd a sila opaions aanappoah ha osd on ways o didad apifao n h spply hai

Commonalties in the Lerure

A viw of h SCM lita vastha onfson xss i s of wha SCMaay is vhss sooonais do s o xs volvs thoh sva stas o

iasn ia and nt-oaizationa

iation and oodnaion; and n itsboads sns and ipaon itspans h hai fo iital sosppis sppi ) o iaons so's so t

o It poially nvovs ay indpndoanzaos Ths anai nta anditoaiational ationships is ossia ipoa

ilds th biditioal ow opods aas ad svs andioao th assoad anaia

ad opaioal atvitis I sks o lfill th oas of povdinhih sto va wih an appopas of sos and o bidopiv hai advaas.

Distinguishng SM fom logstics

O ppos o s pap oopa th onpt o SCM o aonpoay dsandin of itadloiss anan Th 986 CM

P

dfnion of oisis has b antd tond svs alon wih oods andinfoaton ovnt I addtion oonfoi o sto qis othsvw h op o h loists poss asatn va fo th ia sto 44and oibin o n ad pofabiy of h f 4

A awok fo oisis aapoposd by Novak Rinha and Wls isbasd o two ipotat assptos thd fo iation of losis aivishohot h fi and spply hai andh nd fo likas aoss h disiplns ofpodtioopatios aspotatio adphysial dstibton akin adphasi [46.

Fo a opason o hdstandin o itatd oisisana and h haaistis of SCM

as dsibd by os athos i s nawhat spif haaisis dia hwo dsipis s addin onsion o hdispn o oists o onpali SCMas pntin oss aoss ndpndoanizaons in h sppy hain

In oson fo any honpoay dsand of SCM is oappiaby difnt o h dsadiof ntad oisis anan howvboady oss s did [4. Th lvastion that w nd o an osss onis whh SCM sply s nw wods fopopy pnd oss aossoaizatons o if w d toonpa iz an d x d t h opbyond th osis doai Extivs inh ladin opoatos plni stao-h-a SCM dstad that SCMopasss o tha oiss

Th Nd fo a Nw Undstanding

A nw ad oad ndsad oSCM ss o b . Chisoph

dis th spply hai as "h wok ofoaniations ha a ivolvd hohpsa and dowsa linkas in thdint posss ad atvts thatpod val th o o pods andsvis h hand o h iaos [48 npo and Bad statha "i is boads ox SCM s asai ana too sd to nhanova so saisaon ha s inddto ipov a f's opvnss and

Eecutives in te eadingcopoationsimpementing stateofteart SM understandtat SM encompassesmore tan ogistics

f Lss mt


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Suppy chain businessprocesses can cross

intra- and interorganizationa

boundaries,independenty of formastructure.

The SCM frameworkconsists of three major

and oey reaedeements: business

processes managementcomponents and the

structure of the suppychain.

V 8 b

proaby Aoay CEOs ofcompanies eading he dve o implemenSCM vsuaize he necessy o go beyo heogscs funcion and ocus on maingbusness pocesses more eecve aneffcien [9.

A he hear of hs emegng ewunersaning ae wo sgfcan chages

Frs odays wey acknowedged anmpemene pocess-oenaion of busnesswork acivies e-emphaszes he uconasrucure wihin and bewee orgaiaonsSecond s he sgnfcan chage n hepercepon of SCM as being more han uslogscs I can be he managemen o albusiness pocesses Companes have realizeha is no ony he ogscs process hacus acoss suppy chans bu n pinciplea busess processes Thus busnessprocesses become suppy chain business

pocesses peneang nra- an nerorganaional boundaes a shou bemanage as such

The emerging concep of SCM folowsa ogca pogresson n orde o mnmzenvenoy he supply chan inomaiosysems mus be abe o rac andcommuicae poducon and cusomerequiemens a fee evels n he chanMaeig and cusome sevice mus kowprouc avalabiy. Thus a funcons orbusness processes need some eve ofupseam ad/or downsream cooriaon

an visbiyFrom he above scussion seems

clea ha here s a need o expan an econcepuae he defnon andudesadng of SCM The new vison oSCM idealy embraces a busness processescuing across al organzaons wihi hesuppy chan fom ial pon o suppy ohe umae po o consumpio Afamework ha s agreemen wh his newunersandig s nrouce he followgseco

A New Coceptua Framework ofSCM

rs he geeral sucue is pesedfolowed by a eaie dscussio of eacheemen o e srucure The pas are drawnogeher a he concuson of hs secion

Geea Sce of e Famewok

The SCM famewor consss o hree

mao a cosey relaed eemens: busneprocesses maagemen componens ahe srucure of he supp cha see Figu1 Busess processes are he acives hpoduce a specic oupu o value o hcusomer The maagemen compoens ahe compones by whch he busneprocesses are sucued and maaged h

suppy chan sucue s he confguaon compaies wihi he supply cha

Ths cocepuazaon moves he SCphlosophy owa cosng he gap beweeeadng-ege pacoers mpemenaoo SCM an ha o acaemia Each o hhee nereae elemens ha cosue ramewok s now escrbed

Poesses e Sppy Ca

The concep of a business process efined and exampes of possibe supp

chan processes are enied and escrbeDavenpor efnes processes as srucued an measure se o acvesged o produce a specc oupu forparcuar cusomer or make. A pocess a specic oeing o work acves acroime ad place wih a beging a eand clealy eed inpus and oupussrucure for acon. Suppy chan busineprocesses can coss a- ad eorganiaonal boundares nepenenly omal srucue

Hewi [ oun ha execuveeie up o foureen busness pocesseThe nial business processes idefied bhe nenaona Cene o CompeivExceence ae pesene o prove aexampe There ae seven pocesseCusomer elaoshp MaagemenCusomer Sevce Manageme DemanMaagemen Orde uf meMauacung ow Managemenrocuremn roduc Deveopmen anCommeciaiaon Cusome ReaonshMaagemen invoves defyng kecusome age maes a he eveopina mpemening progams wh kecusomers Cusomer Sevce povides onace o he cusome usg o-lininomaon sysems wih curen fomaoaou he orde as we as poducion andisbuion saus This process aso povpouc nformaon o he cusomeDeman Maagemen ecoges ha hfow o maeias and proucs is inere


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Figure Elements in the ramework of Supply Chain Management

BusinessProcesses

Supply ChainManagement

Management

Components

w som dmand orasi addi vaiabiiy a ky ons of sposs Od Flflmn provids ormly ad aa dlvry o somrords wi objiv of xdisom nd das. Mafari FowMaamn is onnd w mak

prods a som was Tis iss n mor xib mafainprosss ad a or o av mxo pods

Pormn poss foss onmaan laiosps w saspplis a a adiona bd andby sysm. objv is o sppo manai fow maam prossad w pod dvlopm PodDvopmn ad Commiaiaion isimpoan as nw prods ar a ia pao fms sss y somrs adsppirs ar iad no dvlopmnpross o d im o mk

ky diffrs bw adoal nos wi av smilarams som ass ad possapproa a a os o vy prossis o m somrs rqirmnsand a m s oranid aod sprosss. somr os as oalways appnd i ompas wr silo maliy as prvald 2].

Supply Chain

Struure

Sppy Can Managemen Componens

An ssal dryi prmis o SCM ramwork is a ar amaam ompons a ar ommoaoss a bsss posss 3] admmbrs o sppy ain s maamn of s ommon ompons

a s impoan sn y drmn ow bsinss prosss ad s spplyan ar maad ad srd

Bo spply ai ad bsnssposs liras ss possibompos a ms rv maamaon abl 1 pss omposssd spply a lirar 4]Ts spa a a om sa oopaoal pysial low o iomaionlow aibl ss o oaniaoalsrs ad rs Smar ompons

a od i bsinss poss rnnri ia as lsd in ab ] ompons av bn sad ionssn laa fo ompaisoprposs

w 6] basd on pal onsnssrom a s of ovr 0 sssf spply airdsi paors dsribd nd oa iomaio flow s dsioand aory s ad wok sr.H sad a pross rdsi is olylkly o b sssl if i s oizd as a

te pocess edesignis ony key to besccessf if it isecognied as amtidimensiona activity simtaneosyand expcity addessinga SCM components

e 6 Th Inttion o Lsts Mnt


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Vom 8 Nmbr

mudmnsonnd xp

ly

omponns

vy smunousyddrssng ll SCM

Tb 2 provds synhss of hurs [5 Tn mngmnomponns r suggsd h fs sx mo ngb nd msurb n ms od f on h ognzon nd supply

hn, nd lso s o hng h lsour so hv g fs on h suss on ognon or suppy hn bu mordful o ssss nd l n h sho runh proposd omponn s bflydsbd nx Eh omponn n hvsv subomponns whos mponn vy dpndng on h poss bngmngd

Plnnng nd ono of opons rkys o movng n orgnon o suppyhn n dsd dron Th xn oon plnnng s xpd o br hvy onh suss of h supply hn. Dfnomponns my b mphsd drn

ms dung h lf o h suppy hn pnnng rnsnds h phss [8]. Tonol sps n b oponld s bs pformn mrs fo msusupply hn suss

h wok sruur nds how m prforms s ss nd vs Tlv of ngron of posss ross

supply hn woud b msurognonl sruu ll bu on o rur sours xmnd s wsuur s n mporn omponOrgnonl sruu n f o ndvdu m nd h supply hn h o ross-unonl ms woud suggmor o pross ppoh Whn hms oss orgn onl bounds, ss n-pln supp prsonn, h suphn should b mo ngd

Produ low ly suu fsh nwork suu fo soumnuurng, nd dsrbuon ross supply hn Wh rduons n nvno

Tab K Componts o Supply Cai Maagmt

u C p

oulihan (985: Panning and contro stucture Poduct ow faciity stuctue Information ow (ITstucture)

Values and attitudes Oganizatona culture Management methods

Stevens (989): Pocess work) stucture Planning and contro stucture Poduct fow facity stucture Infomation flow (Tstucture) Organiation structue Management methods Power and leadeship stucture

Cooper Ellam (990 993 Process (work) stucture Plannng and control stucture Product flow facty structue Information flow (T stucture) Rsk and reward structure Leadershp stucture Coporate phiosophies

B Rv

Hamme Chamy (993): Process (work) stucture Organization (job) structue Values and attitudes

Management and evaluaton stucture

Andews 5talick (1993): Process (work) stucture Organiation structue Technology stucture Reward structue Measuement system Management methods Organiatonal cultue Politca powe Indvidual belief systems

Hewitt (994: Process wok) structue Infomation fow (IT-structure) Decision authority

MIT-model by Towers (994) Process (wok) structue Organiation and ski structure Technoogy stucture Values and behavior Management philosophies and decision

structue

Pg


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w waho wold b dd. Sinvnory ay in th y opply ha br ay kp adproportonat ao o ivory il xpniv o hav ninhd o iihd good n ivntoy ha nhdgood pra br ay ba or oh bd Raoalg h ppy hain

wok ha iplao o all bVtaly vry aho india ha th

iorao low aily trt i ky Thkind o oato pad aog hanlbr ad h rqy o oratopdaig ha a og i o thiny o h pply hai Th ay wllb h it opot igatd ao pao all o h ppy ha

Pod trtr i ild howoodnatd nw pod dvopnt iao th pply ha ad h prod

poolio ak o oodnaton in nwprodt dvlop a lad onii o prodo b th i aloh ik o gvg away orporaop h oplxiy o th podwi lkly a h b o pplr orth dr opon and th hallgo ngatng h ppy han

Maag thod ld thorpoa phloophy and anagnthnq vry dl o ngra atop-dow organizaon trr wh aboo-p r Th lv o

aag nvovn i day-oday

opraion a dir ao pply hanb

Th powr ad adhp rrao h ppy ha wl at i oO trong ha lad wll div hdition o h han n o hai ddto da hr ar on o wo ong ladaong h Th x o powr o

lak o a a th lv o oi oohr han br od paripationwill orag x bhavio giv thopporty [59J

Th atipao o haig o ik adwad aro h hai a log-toitnt o hanl b Tht r a a Toyoa ppi doatdToyoa oitnt o i ppli and thaitan o ohr br o h hain

Th poa o opoat rand i opatabty ao hanl

b aot b drtadMhng lr ad divda' atitd i ong b i ary a olvl or h hanl o po a a hanp o lr ind how ployar vald ad inopoad into hanagn o h r

Th opo idid pa hrag o aag diion-akngwih a Th opo arxtndd o apply to h anagn o appy ha Whil ilart xd ar xarbad by havig o dal

with ltp ndpnd nt.

able Ideniied Suppy Chain Managemen Componens Based on he Lieraure

Pnning Work Ogn- Poduct nfo- Poduct Maage Poweand stucte zto ow matn trucu mn and

Contro tuctu facty ow method eadestructure fcity hp

truure tctue

Houh(1985) ) ) ) )Jone nd Rily 985 ) ) )Steven 1989 ) ) Em and Coopr (1990) )ead BillJon 1992 ) ) )Coo"e and Em 1993 ) ) ) ) )Hew (1994) ) ) ) )Sot ad Westbroo 1991 ) j ) )TowlN d We992 ) )H (1990 X X

Adews ad Sack (1994) " X "Coo d Gde99 " " " " Em d " X Gd (996)

Rk and Cuurerewd and

stue atude

) j

X" "" ""

Pg 8 h nn j gc Mngmnt


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th fms lneed tochoos th v of

partnrshp approprateor partcar sppy

chan nks.

Vm 8, Nmr

Srcr o h Sppy hin

A f piipe in ppy inro te rw te o e lieonuer How u of upply nneed o e nged depend on everlo te oplexty of tepod e ner of vilbe uppend e vilbility o w teiDenon to onide inlde e lengt ofe pply in nd e ne o ppliend oe e level Here, te vueee nlogy y e elpfl [60] I wod bee for fir o prpe in ony oneuppy in or o ntre eppy n look e lke ppelne oin n n pooed tree e qeion ow ny of tee ne nd oo needo be nged

e loene o e etonip tdieren poin n e ppy n wl

dife Moe prnrp er wpobly e exted wit ey uppler otoer Ci oponen y needloer ngeen furer up te nne ovod tng down podon line Aeond ppler y be eoended onn oue of upply o produonSring nfotion wt opetior enbeoe n e

f ere e ny oponen fo podt i w te onderblengeen ie fo ll of ee

relionip to be pnerip. Moe nlkely e fr wil need o ooe e leveof prnep pprope o prilppy n n [61] Not ll linktogo te ppy in ould beoey oodined nd ntegred Te otppopre eltonp e one e e peif et o ine [6]

Deeining w pr of te ppyn deeve ngeen enondepend on ne o o, w e weiged gn ir plie nd eportne o e fr

Pg I A Toghr

A new onepl ion o ppyn ngeen i popoed indeee eleen e une poee, tengeen oponen, nd e trtre oe in An expe o ow i igppy to r i ggeed n Fge 2, wdepit e upply n ro e op Teproee o e funon wn te

fir nd lo o oe wn uppy in. Aoug no own n Fguee fir in e upply in w ve own e of fnonl lo t be reo e ey uppy in proe ngeen oponen e ied t boto

Suggstions for Futur RsachTee e eve ree qeion

be ed to dvne te ndendngppy n ngeen nd o povepe Soe o tee re lied eow

Wt re e relevn uppy poee nd re ey e e oopnie? e popoed rewok ugget l une poee e p o pn ngeen Reer i neededdeene weter ee e e reevuine proee nd wete e proe

re onent o i Ao, wllpoee e onent over ie o w nge re of nge n egy?

Wt e n- nd norgnon ope of proee? Howup/down re ould ey exend? Sol proee u o e woe ppn ro dr-o-dr, o do differepoee ollow deen ink, dffeen ope nd oee p lnW deeinn nd uppy ei wi influene ee deio

On w evel ould poee ngeent oponent e ntegreween i nd rogou e pin? One ppo would be o vete get leve o ntegrion ll linte in e prneip litetue gge i no ppopre nor neenng e level o negon o ngeen oponen y der ondiion, u opexiy o tpod nd opiiy o orpoulue.

Wt e te reevnt uppy ngeen oponen? Hve l of elevn ngeen boponen edenfed? Sold tere e ore o ewoponen? I t neery to denifypeifi e o ngeen oponereed o e key bune poe, oere nverl et o ngeeoponen?

Wt te o ppope foo e ppy n? e uppy n,

P


10/14

t or om otr mtapo a bttrrptato o t ytm o ompabgg valu to t utom dr watodto oud t al b tgatdad ow a p o dow t al oldt b tgatd Wl t lv o tgratob t am o all po or wl t drdpdg o t mporta o t po

avg tratg goa Wat mt old b ud to

valuat t poma o a t pplya Wat ar t pottal mplmtatobar ad ow ould ty b ovom

SCM t bt tm o ttgratd maagmt orm SCM wa tpopod 1982. Mor tly t trmdmad a a b uggtd to provdaddtoal ou o t tom S td oum t o o t trppy a all mmb o t a ar

uppl to t d r. upplya may tll b t appopattmology T vau t aot

pobl tm a attmpt to apt adoptal t broad pptvambt ad Stok todud t opt otgatd Cal Maagt CM addrbd t a "t oodato o allatvt byod jut t tadtoa logtatvt btw al mmb tatult a g lvl o utom atato

o d-u 63

Conuson

T ltrat ad pat dat tatt ot a ott vw o wat SCMally or ould b. Mo rt wtdat tat t tad m utoad bu pro T mak t mota jt ogt To av t objtvo tgratd SCM mot ot al toad bu po a vovd

wtt [6 al o dvlopmt o

tory ad prpl to gd maagmto o gap bw pa adt tory o SCM A tr-part ramwo

Fig A Framwok of Supply Cai Managmt

/ I t t \ Tier Tel Maeals

To achieve the objectiveof itegrated SCM most, if ot a fctios adbsiess pocesses ae

ivoved.

Phycal Sr Sr P Mnagement oducon Dbut &Sales Csme Conme/ , " - . :

d w : I 1 T / I I "CUSTOMER RENHIP MNAGMN >I L 1

CUSOM SVC MNAGN I [ IDEAN MANAGMN c.. I I

ORR FUlFN I _ . NUACRNG FLO W NGEMN RUREMN I I

RDUC DEVOMN AN OMERZN I I r . . I: RRN HANNL' - J. ). J .

y C C

Plning ad Coo PTccure

Wrk stce aageme mtho

Oanizao cre Powe ad leadership Me

Podu ow fay trce Rk and wad ucre

Irmao ow acy (1 suu Ctr n atitde

Page 0 e eaa ja of oss Manaent


11/14

Vl 8, Nub 997

a een popoe wc ntegae tepotenal ucue of upply can eune pocee an te key coponeno anageen aenon

Many o toe wtng, alkng anoffeng ena aou upply cananageent ae ung e wo a aynony o logc An geneay

acaea folowng ae an leangune pactce. Tee efnely a neeo te negaon of une opeaton nte upply can a goe eyon logtcNew pouct eeopen peap teceaet eape of . ogtc neegong to own e pouc eelopentpoce o te cutoe fo tat ae. enegaton of all key une poceeaco e upply can wat we aecallng uppy can anageent Reeac neee o ene an epan eounae o upply can anageent

Reeence

[ J Councl o ogc Manageen,What is it All About? Oak Book, I, 1986.

[J Ole, R Ke an Mcae D.Wee, Supply-Can Manageen:ogc Catce p wt StaegyOutlook 198 ct Man CopeLogistics The Strategic Issues ononCapan an Hal 199

[3 Ella, a M an Mata C

Coope, Supply Can Manageen,Patnep, an e Sppe -T PayRelatonp The International Journal ofLogistics Management, Vol 1, No (1990pp -0

4J ae Dougla M. an ae RSoc Strategic Logistics Management 3e, Rca D Iwn, Inc, 1993; on Coyle, Ewa Ba, an oep Canao Transportation, 3. E., St PaulWe Pulng Copany 1990; an,Dona Boweo, Da Co, an

Oa K Helfec, Logistical Management3. e. p 16 New Yo MacllanPung Copany, 1986

[5J e, Maa , Wa teRgt Supply Can fo You PoucHavad Busness Revew Vol. , No MacApl (997, pp 1016; Hau eean Coey Bllngon Managng SupplyCan nentoy Ptal an Oppoune,Sloan Management eview Spng, 199,

pp 673; en R owl Moae MNa an . Wkne, Inual DynacSuaon Moel n te Degn o SupplyCan International Journal of PhysicalDistribution an Logistics Management, Vol, N 5 (199 pp 3-13

[6 Te Inenatona Cente oCopete cellence Uney of Not

Foa, Douga M aet cocoonao, 1994 n 1996, t goupoe wt aet to Te Oo SateUnety an cange nae o eloa Suppy Can Fou

[7J Sae a eeence ; on BHouan Intenatonal Suppy CanManageen International Journal ofPhysical Distribution an MaterialsManagement Vol 5 No 1 (1985, pp -38 an oa C one, an Dane WRley, Ung Inenoy o Copete

Aantage oug Supply CanManageen, International Journal ofPhysical Distribution an MaterialsManagemen Vol 1, No (198, pp 16-6

[8 Bucknou P., A Theory ofDistribution Channel Structure, Beeley,CA IBER Speca Pulcaton, 966

[9J oee, ay W, Principles ofSystems, Cage MA Wgt-AllenPe, 969 an, S. Optne SystemsAnalysis Englewoo Cl N: PenceHall

Inc. 1960.[10J a one, Bena A

Reconfguaon o ogc Sye n e80 Staege an Callenge, Joual ofusiness Logistics Vo 4, No 1 (1984, pp11

[11J Sae a eeence 7.

[1J Steen aa Inegatono te Supply Can Inteational Journal ofPhysical Distribution an LogisticsManagement Vo 19 No 8 (1989 pp 3-8

[13J unpeo, awence C an

Rca R Ban, Pucang Role nSupply Can Manageent, TheInternational Journal of LogisticsManagement, Vol 7, No 1 (1996, pp 9-37

14J Mae Dougla K an NelFeguon, Partnership Sourc ing - A nIntegrate Supply Chain ManagementAppoach onon: Ptan Pulng 1993

15J Da To Eecte Supply

P


12/14

Can anaeen, Sloan Managementeie Sue, 993 and Bue C.Arnzen Geald G Brwn Tas Hasn, and Lnda L Trafn GaSupp Cain anan aEupn Crpran, nterace V 25,No (1995) pp 69-93

16] aes A Cke, "In Ts ssue,

Supply Cain Management eie Vl ,No Spn 199), p 3

Sa as n 3 sa aseerene sae as eerene 2 and Lisa. Ella "Suppl Cain anaen Tendusrial Oranan espive,nteational Joual o Pysical istributionan Logistics Management Vl 2 No (1991) pp 322

18] nes and Rie (1985), p sa lra and aa C Cper, "TeRelainsip Beween Suppl Can

anan and esu enternational Journal o ogisticsManagement Vl 4, No1 (1993) pp 1- and ara C Cpe and Lisa . llra"Caraess Spp Cainanaeen and e p ains rurasin and iss Sae, enternational Journal o LogisticsManagement (1993) V 4 No. 2 pp. 1322.

19] Bwesx, nald "LessnsLeaned fr e Wd Class eaders

Supply Cain Management eie Vl ; ,No (199) pp 61-620] Cavna sp , "A Tal

Cs/Vale de f Supp CanCpeiiveness Journal o usinessogistics Vl 3 No 2 (1992), pp 28530

2 ] ner Tas "anainCannel Relains n e 21 s Cenoua o usiness ogstcs V 4, No. ( 993) pp. 2-42.

22 Ridenwe Ga esenain a

Glal Suppl Cain Fru T OSae nives 199

23 avs ( 993) p. Ha L. LeeCr Bllnn and Bn Ca "eweakad Gains Cnrl Invenr andSv esin fr Laizainnterace Vl 23 No 4 (1993), pp -11and Hau Lee, and Ce Billinn "TEvluin Suppl Can anaeendls and aie a ewle-akad,

Pag 12

nterace Vl 25 No. 5 (1995), pp 4263

4 Anen, Bwn, arsn andTrafn ( 995), p i

2 5] Cap R C and an NC, "Te Xerx Ques f Supp Canelene, Supply Cain Managementeie Sprn ( 99), pp 82-9

26] Lev ial "andun n an Inenaina SuppCain Sloan Management eie Wn99 pp 9402 Fs (99 p

2] Sa as fern 3

28] Sa lp B. and Tae SkLarsn, Managing te Global Supply CainCpenaen: Handelsjsklens Fanksaard nernainal uises Ld.1995

29] Csper arin ogistics anSupply Cain Management ndn ian

sin, 1992.3] Cpe, aa Lia la n T Gadner and Aer . Hanksesin ple Aanes Journal o

usiness Logistics Vl 18, No 1 (99) pp689

Sa as ren 3 an( 985), p i ns and R (1985), pi Sae as rfen 12 Ella (1991) pi ulas Lae aar AElain and n T Gadnr,"evelpin and Ipeenn SupplCan anesps e nternationalJoual o Logistics Management Vl , No2 ( 996), pp. 1- and sae as eferene30

32] Sa as rerne 14

33] La Eeanz and Gade(1996), p sae as eeene 30 andCpe ara C and n T Gardner"Gd Bsness Relainsips: re anus aesps Sae Aasnteational Joual o Pysical istributionan ogistics Management Vl 23 N. 6

( 993) pp 14-26.34J Hlan (1985) p i and nes and Ril (1985) p i

35 Sae as eeene 3; sep LCavina "Idniin Inerfi Ta CsAdvanaes f Sppl CainCpeivenss nternational Journal oPurcasing an Materials Management Fall(99 ) pp 0-5; Lee and Billinn (1992),p. Cpe and Ellra ( 993) p and, nald Bwes and avd C

Th Intrnational Joual of Logisics Manan


13/14

V 8 br

Cl Logistia Management: he IntegateSuppy Chain roess MGawi Seies inMaeting Nw r: Th MrawHiCmpan NC 996.

6J Sam a rrn 1

7J Cp Mara , "IranaSupply Chain Maagmn: mplain h Bm i oeeings of the Soiety

of Logistis Enginees Hyavil M:Siy Lg Engnr 199) pp 57-60; Cp ad Ellam 199) p

8J Bard a Ld "SuppyChan Managmn: Myh RaySuppy Chain Management eiew SpngV 997); ad C h aglyad Mary C. Hm "Crang giCmr Vau Jouna of usinessLogistis V N 99) pp -7

[9J Sam a rf .

[0J Hwi rd "Supply Cha

Rdg he Intenationa Jouna ofLogistis Management V 5 N. 199)pp 1-9

[1J Cpr and Eram 199) p. i.

J S Char and Ry Wb"Nw Sag T fr Sppy ChaMaagmn Intenationa Jouna ofhysia Distibution an ogistisManagement V. 1 N 99) pp -.

J Twi Naim ad Wir 199)p. i

J angy and Hmb 99) p..

5J Cpr am ogistis anDistibution anning Stategies foManagement AN PAE d di199

6J Nva Rb A Llyd M.Rihar ad Mihal V Wll "RhigCp udan gMaagmn Joua of usiness LogistisV 1 N 99) pp. -67

7J Cpan Wlam , SuppyChain Management: he asis an eyonTh S. u r/APICS Si RuManagmn 1997

8J Sam a rr 9

[9] Sam a rr 1

[50J avpr Thma H oessInnoation eengineeing o thoughInfomation ehnoogy BMaahu: Harvad Bu ShP 1 di 99

[51J Sam a rf 0

[5J Miha Hammr"Rngnig Wr: Amablra aa usiness eiew V68 N 990) pp 10- ; MHamm ad am Campy eengineethe Copoation: a Manifesto fo usineoution, Nw Yr NY 199

HarprB am a rr 0; aSph Twr usiness oess engineeing A atia anboo fExeuties Saly hrn 199

[5 Andrw C and SuanSa usiness eengineeing he SuiGuie d Egwd Cl NYurd Pr 99;

5J Sam a r ; am rrn ; Cp and Eam 199) i ad Hlian 1985) p

[55] Hammr and Champy 99)

i; Sam a f 5; Twr 199) ; ad am a rrn 0

56J Sam a rn 0

[57J Hulhan 985) p. ; ad Ry 1985) p ; am a rfr am a fn ; and Bg 99) p ; Cp ad Eram 99p i; am a rrn 0; am r ; Tw Naim ad W199) p i; Hammr 990) p ; aa f 5; Cp and adr 99p ; Lambr Emmha and ard

997) p. .[58J Cpr and Elam 99) p

59J Ma a R he New SoContat an Inquiy into Moe Contatueations Nw Hav C: Yal Uvrr 980; ad lvr E WlamMaets an ieahies: Anaysis aAntitust Impiations Nw Y r 975

60J Sam a fn 0

[6 ] Lamr Emmlhaiz aadr 997) p

6J Cp ad ardr 99) ; ambr mmlhai ad ad997) p

6J am ad S 99) p

[6] Sam a rr 0.

P


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Mata C Coope s Poesso of Maketg a Logstcs at Te Ohio StateUvesty Se has woke ba maagemet a saes She as maeumeous pesetatos at meetgs o acaemc a pofessoa ogaatos acotug eucatio pogams i te US Caaa, Easte a Weste Euopea Afca He eseac teests cue suppy cha maagemet paesp aothe te-m eatioshps the oe o custome sevce copoate stategyiteatoa ogistcs, stategic paig o ogstcs a custe aayss Se osa BS Math/Compute Scece a a MS Iusta Amistato om uueUvesity He PD s fom The Oho State Uvesty She ca be eache at TeOho State Uvesty, 421 Hagety Ha 1 775 Coege R Coumbus, OH 43 2 01 399 Poe: (6 4 292576 Fax: (6 4 2920440 Ema coope7@osueu

Dougas M Lambet s the Raymo E Maso Poesso o Taspotato aLogstcs she Coege of Busess The Ohio State Uvesty Po to jogOSU, e was te Pme F Osbo Emet Scoa Cha Taspotato

Poesso of Maketg a ogstcs a Diecto of The teatoa Cete foCompettve Exceece at te Uivesty o Noh Foia D ambe as seve asa acuty membe o ove 400 executive eveopmet pogams Noh a SoutAmeca, Euope Asa a Austaia Hs pubicatos cue moe tha 1 00 acesa sx books 986 D Lambe eceve the CLM Dstigushe Sevce Awao is cotbutos to ogstics maagemet He hos a oos BA a MBA fomthe Uvesity o Weste Otaio a a PD fom Te Oho State Uvesty DLambe s coeto o The Inteational Joua of Logistcs Management. He ca beeace at Te Ohio State Uvesty 421 Hagety Ha, 1775 Coege R,Coumbus OH 4320- 399 Poe (6 4 292-0331 Fax (6 4 292-0440

Jaus D Pagh s a Doctoal Caate the Depamet o usta Maagemeta Egieeg at The Techca Uvesity o Dema He hos a BS ustiaMaagemet a Egieeg a a MS i Logistcs fom The Tecca Uvesity ofDemak Sce the begg o 1 997 he as bee a vstig schoa at he OhoState Uvesty Depamet o Logstcs Hs cuet aea of eseach s supply caimaagemet a itegato of maufactug a ogstcs stateges a stuctuesHe ca be eache at The Techica Uvesy of Demak, Depamet o ustaMaagemet a Egeeg, 200 Lygby Demak Phoe (+4545254466Fax: (45 4593-4467 E-ma: jausp@ipvtwk

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