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1998 | Buch

Meeting the Challenge of Supply Chain Management Kapitel lesen Erstes Kapitel lesen

Competing Through Supply Chain Management

Creating Market-Winning Strategies Through Supply Chain Partnerships

verfasst von: David Frederick Ross

Verlag: Springer US

Enthalten in: Professional Book Archive

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Über dieses Buch

SCM is one of the hottest topics in manufacturing and distribution, and like JIT and TQC it requires a corporate commitment. This book provides both fundamental principles of SCM as well as a set of guidelines to assist in practical application of SCM. It will be one of the first books on the market that deals exclusively with SCM and its application. Readers in the academic, management sciences, sales, marketing and government environments will find this book of particular interest.

Inhaltsverzeichnis

Frontmatter
1. Meeting the Challenge of Supply Chain Management
Abstract
One of the most important topics in the study of the management of contemporary manufacturing and distribution is Supply Chain Management (SCM). Over the past decade, the business literature as well as the popular press have been filled with books and articles describing the dramatic changes occurring in productive processes and organizational structures emanating from the radical breakthroughs taking place in management methods, the implementation of business process reengineering techniques, the globalization of the marketplace, and the explosion in information and communication technologies. Today, academics, consultants, and practitioners alike have begun to explore how these often divergent threads can be woven together to form compelling new strategies, providing companies with exciting marketplace opportunities and the capability to uncover whole new competitive regions in the search for marketplace advantage.
David Frederick Ross
2. The Challenge of Today’s Business Environment
Abstract
Supply chain management (SCM) is a response to the overwhelming speed of the changes shaping today’s business environment. Change and the acceleration of change on a global basis have become the foremost topics of the late 1990s, and its vernacular dominates today’s management literature. SCM is founded on a philosophy of managing change and the impact of change on the fabric of the topography of business, enterprise, and supply channel cultures and structures, and how information technology is continuously reshaping the contours of tomorrow’s marketplace playing field. In the past, procurement and market distribution were conceived as purely operational functions. One logistics authority in the late 1960s defined the supply channel succinctly as “moving goods at least cost,” and detailed channel objectives as minimizing stock-outs, solidifying relations with customers, increasing delivery discounts, improving market coverage, freeing marketing people to create demand, and reducing inventory levels and freight and warehouse costs [1].
David Frederick Ross
3. Evolution of Supply Chain Management
Abstract
Although supply chain management (SCM) has only recently appeared as one of today’s most powerful strategic business concepts, its development can be traced back to the rise of modern logistics. In fact, although SCM represents a radically new approach to leveraging the supply channel in the search for order-of-magnitude breakthroughs in products and markets, it, nevertheless, is closely connected with and in many ways is the product of the significant changes that have occurred in logistics management. Over the past 30 years, logistics has progressed from a purely operational function to become a fundamental strategic component of today’s leading manufacturing and distribution companies. As logistics has evolved through time, the basic features of SCM can also be recognized—first in their embryonic states as an extension of integrated logistics management, and then, as a full-fledged business philosophy encompassing and directing the productive efforts of whole supply chain systems. A comprehensive understanding of SCM, therefore, requires a thorough understanding of the evolution of logistics management.
David Frederick Ross
4. Developing SCM Strategies
Abstract
At the heart of supply chain management (SCM) can be found the continuous unfolding of dynamic organizational, marketplace, and product strategies that enable today’ s enterprise to leverage both the core competencies within its own boundaries as well as the almost limitless capabilities of supply channel partners in the search for new sources of competitive advantage. Unlike conventional strategic planning, which focuses around determining budgets and detailed metrics concerning the expected performance of existing products and processes, companies focused around the SCM paradigm perceive the formulation of business strategies as an opportunity to explore radically new and innovative approaches to the marketplace. Whereas SCM business strategies are concerned with the creation of new visions of logistics that transcend conventional techniques of purchasing, producing, moving, storing, and selling products and services, their real importance resides in their ability to assist executives in designing a clear blueprint for the development of new organizational architectures that will prepare their companies to build uncontested marketplace advantage in the future. SCM strategies can accomplish this objective by deploying new management models, productive processes, and technologies to achieve consistent and continuous breakthroughs in the creation of the products and services customers really want, the acquisition of new productive competencies or the migration of existing competencies to new functional areas, and the targeted utilization of the capabilities of supply channel partners to engineer an interenterprise vertical channel of many diverse competencies drawn together as a seamless, coherent customer-satisfying resource.
David Frederick Ross
5. Supply Channel Management
Abstract
The ability to realize the operations and strategic opportunities latent in the supply chain management (SCM) concept can be found in the approach by which companies leverage their supply channels. Historically, academics and practitioners have narrowly perceived the supply channel as acting primarily as the main artery in the business system through which the flow of goods and services is regulated. In addition, the supply channel is usually defined as a collection of internal organizations and external channel partners linked together in order to effectively perform the functions necessary to move products and marketing information as they make their way through the production, marketing, and sales systems. Finally, the many decisions companies make in shaping the supply channel are seen as directly impacting the nature and driving the dynamics of business competition and are instrumental in determining the success or failure of enterprises and individual initiatives.
David Frederick Ross
6. Supply Chain Inventory Management
Abstract
The effective management of supply channel inventories is perhaps the most fundamental objective of supply chain management (SCM). Up to this point, the focus of SCM has concentrated on how channel strategies, partnerships, network designs, and operations management plans can provide today’s enterprise with the ability to leverage channel network resources to activate business processes and core competencies that merge infrastructure, share risk and cost, reduce design time to market, and exploit technology tools to anticipate and create new vistas for competitive leadership. Although these strategic topics have dominated the discussion, it must be remembered that SCM has an equally important operations side at the core of which resides the management of supply channel inventories.
David Frederick Ross
7. Supply Chain Quality and Performance Measurement
Abstract
For over a decade, one of the most important subjects dominating not only manufacturing and distribution but all businesses from fast-food to health care has been quality improvement. Much of this concern has focused on product quality. Seminar courses and popular discussion abounds on the topic and interested practitioners, academics, and consultants can find literally dozens of books and hundreds of articles illuminating the topic from diverse directions. Despite its importance, however, product quality is only a single facet of the quality improvement philosophy. Increasingly, enterprises have also come to see that customer service quality is equally as critical to competitive advantage. However, although industry stories concerning such customer service leaders as Federal Express, L. L. Bean, Nordstrom, and Wal-Mart have traditionally received top billing, little has been written about the service quality requirements of the supply chain arrangements that support them. Although the quality programs of companies such as Milliken Industries, Hewlett-Packard, SYSCO, and Siemens have shared some press, for the most part the service quality efforts of companies up the supply channel who sell to the retailer, wholesaler, or manufacturer have been little explored.
David Frederick Ross
8. The Work Force and Information Technology
Abstract
The growth of the concept of supply chain management (SCM) is the direct result of several dramatic changes in the way today’s business environment is structured and how companies compete for marketplace advantage. Some of these changes are to be found in the methods by which products are developed, manufactured, warehoused, and sold, the way the enterprise is organized and its productivities measured, and the skills required to manage, motivate, and empower the work force. Other changes have come from without. The global marketplace has rendered obsolete the vision (which was surely never a practical strategy) that single companies could seize and maintain market leadership solely by the strength of their own efforts and precipitated the age of the “virtual” organization and supply chain partnership. The explosion in the various forms of information technology has also acted as the catalyst as well as the foundation of today’s revolution in the way customers and suppliers engage in the business of buying and selling. Finally, these changes have altered forever almost century-long organizational models by which companies were run, the structure of the relations existing between management and labor, the methods used to plan and measure competitive success, and the place each company occupied in the business ecosystems of which they were a part.
David Frederick Ross
9. Implementing Supply Chain Management
Abstract
It has been the central theme of this book that supply chain management (SCM) represents nothing less than a radically new strategic management philosophy enabling today’s enterprise to realize the significant opportunities for competitive advantage to be found in the global marketplace of the late 1990s Similar to other management concepts such as Just-In-Time (JIT) and Quality Management (QM), SCM can be described from several perspectives as an implementable technique, a management process, and a business philosophy. Beginning as an aspect of integrated logistics management centered around linking the common logistics functions to be found among supply and customer channel partners in search of throughput and cost advantages, SCM has evolved from a purely operational tactic to a universal strategic philosophy that seeks to converge the productive and innovative capabilities of enterprises linked together in a supply chain into a single, unified competitive force. The fundamental value of SCM is cooperation, and it is manifested in the willingness of allied chains of companies to link their strategic objectives and fundamental operational processes to create unique, borderless, market-satisfying resources that are invisible to the customer yet capable of quickly massing critical competencies and physical processes to form uncopyable sources of competitive advantage. In the past, companies relied on the development of fixed channels of supply where standardized mass-produced products would be distributed based on the least-cost principle. Today, market leadership belongs to those supply channels that can activate concurrent business processes and core competencies among their members, merge infrastructure, share risk and costs, jointly leverage design and productive processes, and anticipate tomorrow’s opportunities for radically new products and competitive space.
David Frederick Ross
Backmatter
Metadaten
Titel
Competing Through Supply Chain Management
verfasst von
David Frederick Ross
Copyright-Jahr
1998
Verlag
Springer US
Electronic ISBN
978-1-4757-4816-1
Print ISBN
978-1-4419-4727-7
DOI
https://doi.org/10.1007/978-1-4757-4816-1