Supply chain performance management

SCEM Supply Chain Event Management. Used to describe software that tracks supply chain operations. Includes Supply Chain Event Management (SCEM) and Supply Chain Performance Management (SCPM). (ARC Advisory Group)... 

Cachon, G. and M. Lariviere. 1999. Capacity choice and allocation strategic behavior and supply chain performance. Management Science. Vol.45, 1091-1108. 

Aviv, Y. 2001. The effect of collaborative forecasting on supply chain performance. Management Sci. 47 (10) 1326-1343. 

Cachon, G.P. and M.A. Lariviere, Capacity Choice And Allocation Strategic Behavior And Supply Chain Performance, Management Science, 45, 8 (1999(b)), 1091-1108. 

Aviv, Y., The Effect of Collaborative Forecasting on Supply Chain Performance , Management Science 47, 1326-1343, 2001. 

Cai, J., Liu, X., Xiao, Z. and Liu, J. 2009. Improving supply chain performance management a systematic approach to analyzing iterative KPl accomplishment. Decision Support Systems, 46, 512-521. 

In essence, 35% of the published articles addressing instruments and methods of supply chain control deal with business metrics, 20% with the balanced scorecard and 16% with supply chain costing. Further methods are supply chain target costing and process mapping (Bacher, 2004 106). Publications by Neely et al. (1995) and Neely (2005) focusing on supply chain performance management and measurement confiim this statement... 

Ellram Liu (2002), Hofinann Locker (2009) and Pohlen Coleman (2005) discuss this link in the context of supply chain performance management on a conc tual basis. They distinguish between direct and indirect value drivers, where their central value driver for revenues is logistics customer service. This is additionally confirmed by enqpirical quantitative studies, for instance, those of Ozmcnt Chard (1986), Tracey (1998) and Yeung (2008). 

The research on value determination of SCIs is mainly rooted in the fields of supply chain control as well as supply chain performance management and measurement. As the state of the art review covering these research fields shows, research predominately addresses the design of measurement systems and cause-and-effect relationships of SCM s value drivers in a conceptual way. The available instruments and methods, such... 

Erdmann, M.-K. (2002) Supply Chain Performance Management. Dortmund 2002. 

Hakansson and Snehota (1995) stress that the structure of activities within and between companies is a critical cornerstone of creating unique and superior supply chain performance. Executives in leading companies believe that competitiveness and profitability can increase if internal key activities and business processes are linked and managed across multiple companies. Thus, successful supply chain management requires a change from managing individual functions to integrating activities into key supply chain business processes (Lambert et al. 1997). 

Agami, N., Saleh, M., and Rasmy, M. Supply chain performance measurement approaches Review and classification. Journal of Organizational Management Studies, pages 1-20, 2012. doi 10.5171/2012.872753. 

It is clear that the cost associated with inventory depends on the variance of demand during lead time. In such a case, the larger the demand variance, the greater the effect of lead time on safety stock. Now suppose orders to a fadlity came from two sources that differ in their demand variability. Suppose we provide priority to the higher demand variance orders and low priority to the low demand variance order what is the impact Note that, as shown analytically and illustrated with a numerical example in Chapter 4 on capacity management, if one set of orders receives a priority, the lead time for those orders will decrease. But, since the capacity level is unchanged, the lead time for the lower priority orders will increase. Thus, priorities are one mechanism to offer differentiated lead times across order streams and thus improve supply chain performance for spare parts. 

Risks and vulnerabilities in supply chains are widely acknowledged as a challenge for corporations, see e.g. Manuj Mentzer (2008), Paulsson (2004) andVanany etal. (2009). However, while there are a niunber of proposed conceptual frameworks, few seem to give clear answers to performing supply chain risk management. 

Management of business rules, supply chain performance, data collection, inventory, capital assets, transportation, planning configuration, regulatory requirements and compliance, and supply chain risk... 

Supplier strategic collaboration activities also impact supply chain performance in the Source decision area. These activities include electronic ordering and supplier-managed inventory. In addition, the presence of on-site employees of key suppliers facilitates strategic supplier collaboration activities that enhance overall supply chain performance. 

Lin, K, Huang, S., Lin, S. (2002). Effect of information sharing on supply chain performance in electronic commerce. IEEE Transactions on Engineering Management, 49(f), 258-268. 

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