Supply Chain Management and Advanced Planning

2000 ◽  
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Chain Management ◽  
Advanced Planning

Virtuell vereint

2019 ◽  
Vol 33 (11-12) ◽  
pp. 44-47
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Chain Management ◽  
Advanced Planning

Global agierende Unternehmen, die nicht organisch gewachsen sind, sondern über Merger & Akquisitionen entstanden, müssen ihre ERP-Systeme nicht vereinheitlichen, um die Prozesse zwischen den einzelnen Standorten zu optimieren. Dispositiv reicht der standortübergreifende Einsatz eines Supply Chain Management (SCM) Systems auf Basis von Advanced Planning & Scheduling (APS) Tools wie Diskover, mit dem die Sihl-Gruppe seit neustem ihre globale Supply Chain über die unterschiedlichen ERP-Systeme hinweg so optimiert, als ob es ein einziges Werk wäre.

Perceived Barriers and Risks of E-Commerce Supply Chain Management Network Among SMEs in Australia and New Zealand

2004 ◽  
pp. 69-85
Author(s):  
Pauline Ratnasingam
Keyword(s):  
Supply Chain ◽  
New Zealand ◽  
Supply Chain Management ◽  
Chain Management ◽  
It Investments ◽  
Advanced Planning Systems ◽  
Advanced Planning ◽  
Leaders And Followers ◽  
Technical Issues ◽  
Limited Power

Small to medium-sized enterprises (SMEs) have limited power in the Supply Chain Management Network (SCMN), as they come with limited resources to invest in advanced planning systems. This makes it difficult for them to cope with the latest challenges such as mass customization, which places higher demands on the company’s ability to attune its production planning to customers’ wishes and their suppliers in supply chain management. This chapter discusses the challenges (barriers and risks) that SMEs face today based on the findings of a survey that examined the extent of e-commerce adoption in Australia and New Zealand. The findings revealed how technical issues impact two groups of adopters, namely leaders and followers. Leaders refer to businesses that are willing to take risks and invest in IT, whereas followers refer to businesses that were more conscious of their IT investments. We conclude the chapter with key findings and implications to practice.

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