Supply chain management implications

Cooper, M. C., and Ellram, L. M. (1993), Characteristics of Supply Chain Management and the Implications for Purchasing and Logistics Strategy, International Journal of Logistics Management, Vol 4, No. 2, pp. 13-22. 

An artiele in Supply Chain Management Review points to the problems that go with defining demand in the real world of supply chains. The authors, John Mentzer and Mark Moon of the University of Tennessee in Knoxville, eontend that supply chain managers have only a hazy idea of what really drives demand. This conclusion is based on research that covered more than 400 eompanies and is the consequence of the multiechelon property of supply ehains. Their article proceeds to clarify different types of demand along with the implications for supply chain managers. 

Typically, supply chain optimization models focus on minimizing costs, since the decisions of supply chain managers often involve choices that directly influence cosfs, while revenue may often be outside the scope of the supply chain manager s decisions. Some SCE models, however, may appropriately involve maximizing profit, to the extent that it is clear that the decision at hand has both cost and revenue implications. 

Lemoine O.W., Skjoett-Larsen T., 2004, Reconfiguration of Supply Chains and Implications for Transport, International Journal of Physical Distribution Sr Logistics Management, 34(10), pp. 793-810. 

The target of CM2 is the explanation of the concept product modularization in the context of supply chain management. Outsourcing is derived as a consequence of the concept of product modularization. Therefore, this chapter includes a thorough discussion of the implications of an outsourcing decision. Furthermore the concept of product modularization as well as the outsourcing decision are embedded into the supply chain strategies (Fig. 4.1). 

Regarding the existing customer segments, the additional question arises whether or not implications can be derived if customer segmentation is viewed from a supply chain management perspective. 

Moreover, if there are such implications, which criteria should be considered for a supply chain management-relevant segmentation with regard to a specific customer segment Childerhouse et al. (2002) identified five possible key characteristics to describe customer segments from a supply chain management perspective ... 

Implications and discussion for pork supply chain management... 

Cooper, M.C. and Ellram, L.M. 1992. Characteristics of supply chain management and the implications for purchasing and logistics strategy. International Journal of Logistics Management, 4, 13-24. 

Clearly this trend has many implications for supply chain management, not the least being the challenge of integrating and co-ordinating the flow of materials from a multitude of suppliers, often offshore, and similarly managing the distribution of the finished product by way of multiple intermediaries. 

Transformations of the type outlined above have significant implications for the type of skills profile that will characterise successful logistics and supply chain managers. 

The implications of RM for logistics and supply chain management are considerable firstly, RM technology can enable local-for-local manufacturing to be achieved more cost-effectively secondly, a much higher level of product customisation will be possible thirdly, there is no need for inventory of finished product to be held and, fourthly energy use and material waste are likely to be minimised. 

Belaya, V. Hanf, J.H, (2009) The two sides of power in business-to-business relationships implications for supply chain management. In Marketing Review, 9(4), 361-381. 

Nonmember process links. Managers understand that their supply chains are influenced by decisions made in other connected supply chains. For example, a supplier to the focal company is also a supplier to the chief competitor. Such a supply chain structure may have implications for the... 

Beech s (1998) demand-supply chain model, along with Comergent s (2003) demand chain model, have each progressed towards a value chain management model (Mudimigha, Zairi, Ahmed, 2004). Sampson (2000) demonstrated that service supply chains were bi-directional, and that communication between customers and suppliers, and vice versa, must occur. Thus, a partnering between participants occurred (Vokurka, 1998). Sampson also indicated bi-directional supply chains were typically short lived, but had just-in-time implications with inherent value-added expectations. To measure such information, new metrics tools have been devised. New methods to capture online measurement data (or Web... 

One problem with this thinking is that it ignores the value of the activity system as described in Chapter 10. Activity systems are integrated processes designed to meet the needs of important customer segments. It could be that many mundane processes are important to their activity system and, by implication, their supply chains. In fact, Prahalad and Hamel maintain that many managers are ignorant of the deeper competencies at work in the development and delivery of their products and services to the marketplace. 

SCO Supply chain orientation. A term coined by the University of Termessee Supply Chain Research Group. It is a management philosophy that recognizes the implications of proactively managing both the upstream and downstream flows of products, services, finances, and information. 

Parmigiani A, Klassen RD, Russo MV (2011) Efficiency meets accountability performance implications of supply chain configuration, control, and capabilities. J Oper Manag 29 212-223... 

The CPFR concept helps improve inter-organisation collaboration through joint administration of information and collaborative process management aimed at reaching mutual benefits for business partners. The most important positive implications of CPFR in favour of its application in the supply chain excellence are presented in Table 2.2. 

The goal of this chapter is to identify the practical implications that accompany the supply chain topics previously presented. Just as the Chap. 6 (supply chain processes), it deals with the operationalization and implementation of strategic considerations, and presents the managerial implications of their execution. In particular, this chapter specifies the management of buyer-suppher relationships, which has already been discussed on a strategic level in Chap. 4 (Fig. 7.1). 

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