The Manufacturing Flow Management Process

2003 ◽  
Vol 14 (2) ◽  
pp. 33-52 ◽  
Author(s):  
Thomas J. Goldsby ◽  
Sebastián J. García‐Dastugue
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Successful Implementation ◽  
Manufacturing Flexibility ◽  
Management Process ◽  
Timely Manner ◽  
Flow Management ◽  
Chain Management ◽  
A Company

Manufacturing flow management is the supply chain management process that includes all activities necessary to move products through the plants and to obtain, implement, and manage manufacturing flexibility in the supply chain. Manufacturing flexibility reflects the ability to make a variety of products in a timely manner at the lowest possible cost. To achieve the desired level of manufacturing flexibility, planning and execution must extend beyond the four walls of the manufacturer. In this paper, we describe the manufacturing flow management process in detail to show how it can be implemented within a company and managed across firms in the supply chain. We examine the activities of each sub‐process; evaluate the interfaces with corporate functions, processes, and firms; and provide examples of successful implementation.

The Demand Management Process

2002 ◽  
Vol 13 (2) ◽  
pp. 51-66 ◽  
Author(s):  
Keely L. Croxton ◽  
Douglas M. Lambert ◽  
Sebastián J. García‐Dastugue ◽  
Dale S. Rogers
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply And Demand ◽  
Demand Management ◽  
Successful Implementation ◽  
Management Process ◽  
Place Management ◽  
Chain Management ◽  
The Right ◽  
A Company

Demand management is the supply chain management process that balances the customers' requirements with the capabilities of the supply chain. With the right process in place, management can match supply with demand proactively and execute the plan with minimal disruptions. The process is not limited to forecasting. It includes synchronizing supply and demand, increasing flexibility, and reducing variability. In this paper, we describe the demand management process in detail to show how it can be implemented within a company and managed across firms in the supply chain. We examine the activities of each sub‐process; evaluate the interfaces with corporate functions, processes and firms; and provide examples of successful implementation.

The Returns Management Process

2002 ◽  
Vol 13 (2) ◽  
pp. 1-18 ◽  
Author(s):  
Dale S. Rogers ◽  
Douglas M. Lambert ◽  
Keely L. Croxton ◽  
Sebastián J. García‐Dastugue
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Reverse Logistics ◽  
Successful Implementation ◽  
Management Process ◽  
Chain Management ◽  
Product Flow ◽  
Management Processes ◽  
Returns Management ◽  
Correct Implementation

Returns management is the supply chain management process by which activities associated with returns, reverse logistics, gatekeeping, and avoidance are managed within the firm and across key members of the supply chain. The correct implementation of this process enables management not only to manage the reverse product flow efficiently, but to identify opportunities to reduce unwanted returns and to control reusable assets such as containers. In this paper, we describe how the returns management process can be implemented within a firm and across the supply chain. The process is described in terms of its sub‐processes and associated activities, and the interfaces with corporate functions, other supply chain management processes and other firms. Examples of successful implementation are provided.

The Product Development and Commercialization Process

2004 ◽  
Vol 15 (1) ◽  
pp. 43-56 ◽  
Author(s):  
Dale S. Rogers ◽  
Douglas M. Lambert ◽  
A. Michael Knemeyer
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Product Development ◽  
New Products ◽  
Successful Implementation ◽  
Management Process ◽  
Chain Management ◽  
Effective Implementation ◽  
Chain Processes ◽  
Business Functions

Product development and commercialization is the supply chain management process that provides structure for developing and bringing to market new products jointly with customers and suppliers. Effective implementation of the process not only enables management to coordinate the efficient flow of new products across the supply chain, but also assists supply chain members with the ramp‐up of manufacturing, logistics, marketing and other related activities to support the commercialization of the product In this paper, the product development and commercialization process is described in detail to show how it can be implemented. To do this, the process is described in terms of its sub‐processes and associated activities, and the interfaces with business functions, other supply chain processes and other firms. Examples of successful implementation are provided.

The Customer Service Management Process

2003 ◽  
Vol 14 (2) ◽  
pp. 15-31 ◽  
Author(s):  
Yemisi A. Bolumole ◽  
A. Michael Knemeyer ◽  
Douglas M. Lambert
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Customer Service ◽  
Service Management ◽  
Customer Relationship ◽  
Successful Implementation ◽  
Management Process ◽  
Real Time System ◽  
Chain Management ◽  
Customer Service Management

Customer service management is the supply chain management process that represents the firm's face to the customer. The process is the key point of contact for administering product and service agreements (PSAs) developed by customer teams as part of the customer relationship management process. The goal is to provide a single source of customer information, such as product availability, shipping dates and order status. Customer service management requires a real‐time system to respond to customer inquiries and facilitate order placement. In this paper, we describe the customer service management process in detail to demonstrate how it can be implemented and managed. To do this, we detail the activities of each strategic and operational sub‐process; evaluate the interfaces with the business functions, the other seven supply chain management processes; and describe examples of successful implementation.

Business management in the football industry from a supply chain management perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhaleh Memari ◽  
Abbas Rezaei Pandari ◽  
Mohammad Ehsani ◽  
Shokufeh Mahmudi
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Management ◽  
Relationship Management ◽  
Flow Management ◽  
Manufacturing Firm ◽  
Chain Management ◽  
Content Type ◽  
Proposed Model ◽  
Football Industry

PurposeTo understand the football industry in its entirety, a supply chain management (SCM) approach is necessary. This includes the study of suppliers, consumers and their collaborations. The purpose of this study was to present a business management model based on supply chain management.Design/methodology/approachData were collected through in-depth interviews with 12 academic and executive football experts. After three steps of open, axial and selective coding based on grounded theory with a paradigmatic approach, the data were analysed, and a football supply chain management (FSCM) was developed. The proposed model includes three managerial components: upstream suppliers, the manufacturing firm, and downstream customers.FindingsThe football industry sector has three parts: upstream suppliers, manufacturing firm/football clubs and downstream customers. We proposed seven parts for the managerial processes of football supply chain management: event/match management, club management, resource and infrastructure management, customer relationship management, supplier relationship management, cash flow management and knowledge and information flow management. This model can be used for configuration, coordination and redesign of business operations as well as the development of models for evaluation of the football supply chain's performance.Originality/valueThe proposed model of a football supply chain management, with the existing literature and theoretical review, created a synergistic outcome. This synergy is presented in the linkage of the players in this chain and interactions between them. This view can improve the management of industry productivity and improve the products quality.

scholarly journals Internal barriers to supply chain management implementation in a South African traditional university

2018 ◽  
Vol 12 ◽  
Author(s):  
Mamokgadi Z. Masete ◽  
Chengedzai Mafini
Keyword(s):  
Higher Education ◽  
Supply Chain ◽  
Supply Chain Management ◽  
South African ◽  
Management Practices ◽  
Higher Education Institutions ◽  
Successful Implementation ◽  
Public Higher Education ◽  
Chain Management ◽  
Internal Barriers

Background: The demand for higher education in South Africa continues to increase, placing pressure on public higher education institutions to satisfy this demand. Supply chain management is one of the practices that may be implemented to ensure that public universities improve their operations and can, therefore, meet the increased demand for higher education in the country.Objectives: This study aimed to explore the barriers to the implementation of supply chain management practices at a South African public university.Method: The study used a qualitative case study approach using a sample of 17 members of management and staff at a South African traditional university in the Limpopo Province. Data were collected using a combination of a focus group discussion and semi-structured in-depth interviews.Results: The study generated eight themes that embody the barriers to the implementation of supply chain management at the institution. These themes were labelled as stakeholder buy-in, knowledge of supply chain management, supply chain systems and processes, procurement policy and practices, implementation of supply chain management, stakeholder change management, human resource management and organisational culture.Conclusion: Various internal barriers impair the implementation of supply chain management practices at the institution. Administration at the institution has invested limited resources, time and initiatives to ensure the successful implementation of supply chain management. The focus should be directed to finding lasting solutions to each of the barriers identified in this study. Further studies should address the issue of external barriers to supply chain management in public higher education institutions.

scholarly journals Halal Supply Chain Management in the Fishing Ports Nusantara Lamongan, Indonesia

2020 ◽  
Vol 8 (5) ◽  
pp. 1261-1265
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Qualitative Case Study ◽  
Management Process ◽  
Chain Process ◽  
Case Study Method ◽  
Chain Management ◽  
Analysis Techniques ◽  
Supply Chain Process

Objective This research is to examine the supply chain management process carried out by fishermen in searching for fish in the Brondong archipelago - Lamongan East Java fishing port. In this study, researchers used a qualitative case study method with miles and hubberman analysis techniques (data reduction, data display and data verification). In this research, researchers look directly at the supply chain management process carried out there. In this study, researchers also examined the process that is adapted to Islamic Sharia, so that the supply chain process that is there can be said as a halal activity and also thayyiban. In accordance with the research objective, which is to examine halal supply chain management, researchers found that the process carried out by the fishermen who were there in carrying out their activities could be said to be halal and also tayiban

An Evaluation and Scenario Analysis of the Representative Supply Chain Management Software

2011 ◽  
pp. 76-91
Author(s):  
Ruiliang Yan ◽  
Zhongxian Wang ◽  
Ruben Xing
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Environment ◽  
Competitive Advantages ◽  
Analytic Hierarchy ◽  
Chain Management ◽  
Software Packages ◽  
The Right ◽  
Hierarchy Process ◽  
A Company

Supply Chain Management (SCM) has proven to be an effective tool that aids companies in the development of competitive advantages. SCM Systems are relied on to manage warehouses, transportation, trade logistics and various other issues concerning the coordinated movement of products and services from suppliers to customers. Although in today’s fast paced business environment, numerous supply chain solution tools are readily available to companies, choosing the right SCM software is not an easy task. The complexity of SCM systems creates a multifaceted issue when selecting the right software, particularly in light of the speed at which technology evolves. In this chapter, we use the approach of Analytic Hierarchy Process (AHP) to determine which SCM software best meets the needs of a company. The AHP approach outlined in this paper can be easily transferred to the comparison of other SCM software packages.

Using SA for SAM Applications and Design

2011 ◽  
pp. 258-279
Author(s):  
Mahesh Sarma ◽  
David C. Yen
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Management System ◽  
Business Processes ◽  
Management Systems ◽  
Chain Management ◽  
Competitive Position ◽  
Trading Partners ◽  
Supply Chain Management System ◽  
A Company

In order to maintain a competitive position in today’s marketplace, companies must demand a greater level of enterprise ef?ciency. In today’s rapidly changing market, experts argue that it is no longer about becoming a powerhouse but simply about remaining competitive. That is why automating and linking the supply chain has become so imperative. Supply chain management systems link all of the company’s customers, suppliers, factories, warehouses, distributors, carriers, and trading partners. These systems integrate all the key business processes across the supply chain of a company. This chapter explains the objectives of sup-ply chain management and how SAP’s supply chain management system helps companies ful?ll these objectives.

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