Business Models of Supply Chain Integration

Mapping the processes forthe supply chain is proposed as the second step ofthe eSCM-1 procedure after standardization because companies have an overwhelming number of processes that require integration. The purpose of business process modeling is also to analyze processes, manage supply chain interdependencies, and define the functionality and behavior of supply chain pro-... 

Wang, Y.C.W, Chang, C., Heng, M.S. (2004). The levels of information technology adoption, business network, and a strategic position model for evaluating supply chain integration. Jourwa/ of Electronic Commerce Research, 5(2), 85-98. 

Through these innovative practices, Toyota s lean production system formed a complete supply chain from source to user. Its system integrated suppliers and distributors with manufacturing and involved them in product development. In so doing, the lean production model has provided a prototype of the business paradigms of concurrent engineering and supply chain management. For an examination of the implementation of lean production in North American companies, see Liker (1998) and Liker et al. (1999). 

Information integrity As indicated earlier in this chapter, the information about a shipment is as important, in today s supply chains, as the movement of the shipment itself. Since shipment information is offered to shippers and receivers as a value-added service, the effectiveness with which this information is provided to them must be monitored and measured. Systems to effectively capture, store, and provide shipment information are critical in today s freight transportation business models. The freight-transportation industry will continue to be an information-based industry. Therefore, meiinttiining high levels of information accuracy and integrity will continue to be au important measure of performance. 

The SCOR process reference model was established by the Supply Chain Council (SCC) in 1996 for standardization purposes. The model describes, characterizes, and evaluates acomplex management process. Such a model builds on the concepts of business process reengineering (BPR), benchmarking, and process measurement by integrating these techniques into a cross-functional framework. 

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