Supply Chain Management Processes

Dimension in morphological box Supply chain process management (Human resources)... 

In the morphological box, it is possible to fill in the TO-BE situation of supply chain project management as well as the supply chain process management (human resources). The level of project management implemented can be identified and filled into the morphological box (Fig. 8.11). 

Supply chain process management Determination of the level of supply chain project management Identification of the HR configuration... 

Supply Chain Process Management Human Resources Perspective ... 

Bowersox DJ, Gloss DJ. Logistical Management the Integrated Supply Chain Process. McGraw-Hill Series in Marketing. 1996. 

Successful supply chain management requires a change from managing individual functions to integrating activities into key supply chain processes. Traditionally, both upstream and downstream portions of the supply chain have interacted as disconnected entitles receiving sporadic flows of information over time. 

In many major corporations, such as 3M, management has reached the conclusion that optimizing the product flows cannot be accomplished without implementing a process approach to the business. The key supply chain processes are ... 

This book is designed to share the principles of supply chain management. It is written based on the practical experiences of the author, relating them to industry principles that are discussed in the various chapters. This book can be used as a textbook for business education or as a reference book for businesses that recognize the need to change the way that their supply chain processes are managed. 

The RSPO multi-stakeholder process has gained recognition as a valid mechanism to develop and implement social and environmentally responsible management practices towards sustainable development and could eventually serve as a blueprint for multi-stakeholder production and supply-chain processes for other critical regionally or globally traded commodities. ... 

The state of the art and the research literature in complexity are reviewed for the world of manufacturing from three perspectives (i) complexity of engineering design and the product development process, (ii) complexity of manufacturing processes and systems, and (iii) complexity of the global supply chain and managing the entire business, as well as their intersections. 

Supply chain leaders manage complex systems with complex processes with Increasing complexity. Leaders orchestrate the trade-offs vertically and horizontally to deliver the business strategy. Laggards let the supply chain whip them around. 

Underneath the evolntion of process and technology are the stories of people. It is abont individuals who never dreamed that they would spend their careers in snpply chain management. For these pioneers there were no yellow brick roads, or clear paths. Instead, they stumbled forward. These pioneers learned lessons through doing. Slowly, the processes evolved. And as they evolved, the pioneers transformed supply chain processes brick by brick. 

To be effective at market sensing, companies have to build strong horizontal processes to connect downstream and upstream data. Traditionally, supply chain processes have evolved from vertical processes. These functional silos—source, make, and deliver—gave birth to supply chain management. However, this silo approach, and a focus on vertical excellence, is both a barrier and an enabler to maximize value and build strong networks. It is a conundrum. Companies need to build strong vertical silos to deliver operational excellence but at some point in their maturity, they must "break the glass" and shift their focus to build horizontal excellence. 

With product personalization, volume decreases and the predictability of supply declines. As a result, many companies are facing a new world of defining and managing supply processes for long tail supply chains. By definition, the further out the product portfolio is in the tail, the less efficient the supply chain process, ft is also less suitable for traditional linear optimization technlqnes found in the first generation of snpply chain planning technologies. 

Quadrant n. In this scenario, volume is high and demand error is low. This is the easiest manufacturing process within the supply chain to manage through traditional supply chain practices. It is the perfect scenario to apply Lean process thinking. 

This process innovation was a wake-up call for the Samsung management team. The leadership team at Samsung became innovators in inventory management and supply chain processes championing horizontal process evolution of S OP, revenue management, and supplier development to never have to write off inventory. 

AMR argues that one of the successful factors of the AMR TOP 25 Supply Chain companies is excellence in innovation. Being quick to market with profitable products that are in high demand is a core competence of a DDSN strategy. For DDSN leaders, innovation excellence is a key to success, and it is infused into all supply chain processes. AMR research shows that 75% of new products fail, and 42% of companies lack a common set of internal standards for managing New Product Development and Introduction process. 

For the sake of supply and operations management in this book, the supply chain processes proposed by SCOR will be covered, but using a different terminology, as detailed below, in order to be closer to the organization structure names found in most industries. 

Serve, M., Yen, D.C. (2002). B2B-enhancd supply chain process Towards building virtual enterprises. Business Process Management Journal, 5(3), 245-253. 

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