Supply Chain Process Management

2000 ◽  
pp. 213-261
Author(s):  
N. Viswanadham
Keyword(s):  
Supply Chain ◽  
Process Management ◽  
Chain Process ◽  
Supply Chain Process

scholarly journals Industry 4.0 and supply chain process re-engineering

2020 ◽  
Vol 26 (5) ◽  
pp. 1093-1119 ◽  
Author(s):  
Andrea Patrucco ◽  
Federica Ciccullo ◽  
Margherita Pero
Keyword(s):  
Supply Chain ◽  
Industry 4.0 ◽  
Process Management ◽  
Research Approach ◽  
Chain Process ◽  
Materials Management ◽  
Content Type ◽  
External Process ◽  
Supply Chain Process ◽  
The Impact

PurposeThis paper contributes to the literature on supply chain process management by discussing how Industry 4.0 technologies can support process re-engineering in the context of the construction industry.Design/methodology/approachThe paper discusses the impact of Industry 4.0 technologies through an exploratory case study focused on the materials management process, using a coproduction of research approach where the main findings are obtained through the involvement of internal and external process actors.FindingsThe results show that the introduction of Industry 4.0 technologies could radically improve process performance, better supporting the execution of activities, increasing the effectiveness of communication between actors and favoring data collection and sharing. These technologies, characterized by the level of risk connected to their implementation, need to be introduced in combination with new organizational mechanisms, which may be beneficial for several supply chain actors.Originality/valueThrough the adoption of a research coproduction methodology, which is not common in the literature, this paper contributes to the ongoing discussion about how Industry 4.0 technologies contribute to process-centric supply chains, by discussing the benefits of these tools from the perspective of process actors.

The strategic alignment between supply chain process management maturity model and competitive strategy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Inêz Manuele dos Santos ◽  
Caroline Maria de Miranda Mota ◽  
Luciana Hazin Alencar
Keyword(s):  
Supply Chain ◽  
Competitive Strategy ◽  
Process Management ◽  
Business Processes ◽  
Empirical Studies ◽  
Maximum Level ◽  
Maturity Model ◽  
Chain Process ◽  
Content Type ◽  
Supply Chain Process

PurposeThis paper aims to propose a conceptual framework to integrate a maturity model to the supply chain (SC) strategy, in order to understand how a maturity model can be useful in diagnosing and developing the capabilities of SC business processes (BPs) to meet SC's strategy.Design/methodology/approachThe proposed framework was based on an SC strategy framework, in which a maturity model was added in order to diagnose and identify SC process capabilities that need to be developed, per maturity level, according to the type of SC strategy and the competitive strategy. A grid was proposed to analyze the relationship between them. An exploratory case study (multiple cases) was applied to verify the applicability of the model.FindingsFindings indicate that a maturity model can delimit and align, as far as the company needs to reach, the SC strategic interests with the company's competitive objectives. However, some barriers and facilitating factors implicit can impact on this alignment. It is also noted that the maximum level of SC management (SCM) maturity may not be in the strategic interest of the company.Originality/valueDue to the few empirical studies on the value of maturity models, this research contributes to the understanding of the usefulness of an SC process maturity model for the SC strategy. Moreover, the framework can show how a maturity model can serve as a parameter and guide to develop the capabilities of processes, resources and activities to meet the SC strategy and the reach of the competitive strategy.

Relationship between the maturity of supply chain process management and the organisational life cycle

2015 ◽  
Vol 21 (3) ◽  
pp. 466-481 ◽  
Author(s):  
Rodrigo Paiva Souza ◽  
Reinaldo Guerreiro ◽  
Marcos Paulo Valadares Oliveira
Keyword(s):  
Supply Chain ◽  
Life Cycle ◽  
Process Management ◽  
Governance Structure ◽  
Service Level ◽  
Chain Process ◽  
Maturity Level ◽  
Content Type ◽  
Supply Chain Process ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the relationship between the maturity level of supply chain process management (SCPM) and the company’s organisational life cycle (OLC). Design/methodology/approach – Based on a theoretical review, a questionnaire was developed to measure the maturity level of SCPM and the OLC. Data from 228 companies operating in Brazil were collected to assess the association between variables by using correspondence analysis technique. Findings – Among the key findings, evidences of a relationship between the maturity level of SCPM and the company’s OLC could be highlighted. In addition, it was found that the maturity level of SCPM has no significant relationship with the age or size of a company but it is related to the capabilities inherent to the SCPM. Research limitations/implications – Measurement of SCPM and the OLC was based on the managers’ perceptions about the actual configuration of their firms. Accordingly, there is a certain level of subjectivity inherent to those models. The study is valid for companies operating in Brazil and might not be applicable for other countries. Practical implications – This study increases awareness about the influence of organisational issues, such as the decision model, power hierarchy or governance structure, in the development of SCPM maturity. Such issues must be addressed to develop SCPM. Social implications – Management and control of organisational issues might help to develop the maturity of SCPM, so the service level of companies, in order to deliver high quality services to society. Still, further research is required in the social area. Originality/value – The paper tried to analyse the relationship of two well established models where this link was overlooked in the past. It was not found in literature similar investigation.

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