Supply chain competitiveness

Keywords Internet, supply chain, competition, Nash, Stackelberg, marketing, advertising... 

We are now entering the era of supply chain competition . The fundamental difference from the previous model of competition is that an organisation can no... 

As we move rapidly Into the era of supply chain competition a number of principles emerge to guide the supply chain manager. These can be conveniently summarised as the ARs of responsiveness, rellabilify, resilience and relationships. 

Supply chain management by definition is about the management of relationships across complex networks of companies that, whilst legally independent, are in reality interdependent. Successful supply chains will be those that are governed by a constant search for win-win solutions based upon mutuality and trust. This is not a model of relationships that has typically prevailed in the past. It is one that will have to prevail in the future as supply chain competition becomes the norm. 

Apart from these potential problems, there is huge potential by applying supply chain methods and processes to increase competitiveness and decrease supply chain cost. The skills and competencies to realize (the vision of) supply chain management are not widely understood or readily available. Therefore focused education and training is required based on the industry s specific requirements. 

In market economies, however, companies are confronted with competition when selling to customers and they use the market competition when purchasing from suppliers. On the other hand, market constellations can change, when many customers compete for limited resources or raw materials provided by few large suppliers. In these situations, prices, values as well as ensured profitability within each company are decisive for the sustainable survival of the business. While the supply chain emphasizes the supply aspects including ensured supply and availability (Corsten 2001, p. 94), an essence of Porter s value chain underlining the value focus and the supply chain concept is required as basis for the study. 

Krenek MR (1997) Improve global competitiveness with supply-chain management - Manufacturers must rethink how, when, where and why they produce goods. Hydrocarbon Processing 76 (5) 97-100 Krever M, Wunderink S, Dekker R, Schorr B (2005) Inventory control based on advanced probability theory, an application. European Journal of Operational Research 162 (2) 342-358... 

Mallik S, Harker PT (2004) Coordinating supply chains with competition Capacity allocation in semiconductor manufacturing. European Journal of Operational Research 159 (2) 330-347... 

The leeway and motivations for substituting hazardous substances may indeed differ between small and medium-sized enterprises (SMEs) and large-scale enterprises. However, neither of the two types of enterprises appears to be more iimo-vative than the other per se. For example, the qualification of employees, the capital intensity of production, the availability of capital for research and development, the type of production and the competition strategy (mass or quality), the position on the supply chain as well as the corporate culture are at least just as decisive. 

Even on the basis of these very rough distinctions, the possibilities for action and restrictions on action for companies can be better comprehended in the case studies, by looking at the markets in which they are active. These competitive conditions constitute a broad scope for impact and vulnerabilities for companies or supply chains with regard to external factors that are closely related to effects arising from their position within the supply chain. 

The ability and willingness of producing companies to co-operate is limited by the competitive situation. This is not only due to subjective interests but also concerns branch cultures and limited management resources. In a moderating and catalytic role, state institutions could initiate branch dialogue (branch agreements), new cooperations at the supply chain level as well as the development of instruments for practical communication and assessment. This can... 

The SubChem project has produced numerous interesting scientific perspectives which require further examination. In the area of framework conditions, questions arise relating to the quality of markets or the type of competition as the main driving forces of innovation. An increased comprehension of the markets where companies (or supply chains) operate also reveals a novel appreciation of their scope and restrictions for action as well as their vulnerability towards other external influences. For example, market research explicidy devoted to the types of competition would be beneficial and provide comparative observations for a more precise classification than we have been able to discern with our resources. 

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