STRATEGIC CUSTOMER VALUE FOCUS IN LEAN SUPPLY CHAIN MANAGEMENT

Making the right decisions for food supply chain is extremely important towards achieving sustainability in agricultural businesses. This paper explores that knowledge sharing to support food supply chain decisions to achieve lean performance (i.e. to reduce/eliminate non-value-adding activities, or “waste” in lean term). The focus of the paper is on defining new knowledge networks and mobilisation approaches to address the network and community nature of current supply chains. Based on critical analysis of the state-of-the-art in the topic area, a knowledge network and mobilisation framework for lean supply chain management has been developed. The framework has then been evaluated using a case study from the food supply chain. Analytic Hierarchy Process (AHP) has been used to incorporate expert's view on the defined knowledge networks and mobilisation approaches with respect to their contribution to achieving various lean performance objectives. The results from the work have a number of implications for current knowledge management and supply chain management in theory and in practice.

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Impact of Lean Supply Chain Management on Operational Performance

International Journal of Business Analytics ◽

10.4018/ijban.2015070101 ◽

2015 ◽

Vol 2 (3) ◽

pp. 1-19 ◽

Cited By ~ 8

Author(s):

Steve Bin Zhou ◽

Fiona Xiaoying Ji

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Small Businesses ◽

Lean Manufacturing ◽

Value Added ◽

Current Status ◽

Chain Management ◽

Small Organizations ◽

Research Survey ◽

Lean Supply Chain

Lean is a systematic approach to identify and eliminate non-value-added activities or waste through continuous improvement process. While traditional lean manufacturing focuses on the activities within a single organization, lean supply chain consists of the same processes, but it views these processes over multiple organizations. This research addresses an important yet under-studied area – lean supply chain management in small organizations, especially small manufacturing firms. The study examines driving factors of lean supply chain management, focus of lean supply chain practices, and major supply chain and information technology solutions applied in these companies. Through a research survey, the study has provided important insights into the current status of lean supply chain practices and related implementation issues in small businesses.

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SUPPLY CHAIN MANAGEMENT INDUSTRY TANNERY IN GARUT INDONESIA

Review of Behavioral Aspect in Organizations and Society ◽

10.32770/rbaos.vol11-8 ◽

2019 ◽

Vol 1 (1) ◽

pp. 1-8

Author(s):

Yusuf Tojiri ◽

Imas Komariyah

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Customer Value ◽

Qualitative Method ◽

Single Case ◽

Spare Parts ◽

Raw Material ◽

Chain Management ◽

Depth Interviews

This research was conducted in the Tannery Industry in Garut – Indonesia, about suplly chain management, research methods using qualitative method, with a single case study. In this case study researchers collecting data through observation, interviews and in-depth interviews with entrepreneurs, academics and expert tannery. Supply Chain Management, in this case, describe the process of delivery of the goods from the supplier, and then processed by the industry, the result posted by the distributor to the subscriber. The Supply Chain Management must provide a level of efficiency in the process of delivering customer value, so that customers can be more satisfied, or in other words from the center (supplier), Company, Chanels (distribution) and Customer (4C). Supply Chain Management will be effective in improving the competitiveness of the industry, either by the supplier of the raw material leather, leather chemicals, leather production machinery, spare parts, and also any other relevant parties if able to improve cooperation between the core industry, supporting industry, and related industry is strong, so each others corroborate (linkage), as well as the distribution of goods to the customer must be of high quality and on time.

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Antecedents and outcomes of supply chain management in Bangladesh

Modern Supply Chain Research and Applications ◽

10.1108/mscra-02-2019-0007 ◽

2019 ◽

Vol 1 (1) ◽

pp. 68-87 ◽

Cited By ~ 2

Author(s):

Mohammed Belal Uddin ◽

Bilkis Akhter

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Business Strategy ◽

Customer Value ◽

Structural Equation ◽

Principal Component ◽

Equation Modeling ◽

Competitive Advantages ◽

Chain Management ◽

Content Type

PurposeThe purpose of this paper is to investigate the institutional and significant competences that have allowed organizations to employ supply chain management (SCM) practices, the practices of SCM and the benefits of SCM practices for both buyers and suppers.Design/methodology/approachA theoretical model (including hypotheses) has been proposed regarding antecedents, SCM practices and outcomes of SCM. Using purposive sampling method, data were collected from different manufacturing, distributing, wholesaling and retailing organizations. Collected data were analyzed in a principal component analysis and structural equation modeling, including confirmatory factor analysis, and path analysis.FindingsThe empirical results provided supportive evidences in favor of the hypotheses and theoretical arguments except one hypothesis. This study did not a find positive relationship between organizational compatibility and SCM practices. The study found relationships between mutual trust and SCM practices, communication and SCM practices, and cooperation and SCM practices, which were positive and significant. Again, the relationships between SCM practices and competitive advantages, and SCM practices and long-term orientation and growth were also positive and significant.Practical implicationsPractitioners could also use the findings to align SCM with business strategy and gain an insight for better utilization of the available resources and technology to perform better.Originality/valueThis study will provide guidance as to the preconditions that need to be in place in order for a company to implement SCM with its suppliers and customers. It will remind practitioners to stay focused on the ultimate goals of SCM – lower costs, increased customer value and satisfaction, and, ultimately, competitive advantage.

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Design and Operating for the Logistics Systems

Advanced Materials Research ◽

10.4028/www.scientific.net/amr.433-440.3101 ◽

2012 ◽

Vol 433-440 ◽

pp. 3101-3105

Author(s):

Yan Ling Wang

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Global Economy ◽

Customer Value ◽

Business Processes ◽

Product Introduction ◽

Supply Chain System ◽

Chain Management ◽

Organizational Goals ◽

Chain System

Logistics supply chain system management is the integration of key business processes from end user through original logistics suppliers that provides products, services, and information that add value for customers and other stakeholders. Due to the emergence of the global economy and intensified competition, many modern firms in the industry have recognized the importance of managing their logistics supply chains for fast product introduction and service innovations to the markets since the introduction of the term logistics supply chain management. For improved competitiveness, many modern firms in the industry have embraced the logistics supply chain management to increase organizational effectiveness and achieve such organizational goals as improved customer value, better utilization of resources, and increased profitability, through suitable design and effective operating of logistics supply chain system.

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Beyond lean [supply chain management]

Manufacturing Engineer ◽

10.1049/me:20030106 ◽

2003 ◽

Vol 82 (1) ◽

pp. 38-40

Author(s):

S. Franks

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Chain Management ◽

Lean Supply Chain

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The moderating effect of Lean supply chain management on the impact of Lean shop floor practices on quality and inventory

Supply Chain Management An International Journal ◽

10.1108/scm-10-2016-0350 ◽

2017 ◽

Vol 22 (6) ◽

pp. 473-485 ◽

Cited By ~ 21

Author(s):

Giuliano Almeida Marodin ◽

Guilherme Luz Tortorella ◽

Alejandro Germán Frank ◽

Moacir Godinho Filho

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Performance Metrics ◽

Shop Floor ◽

Chain Management ◽

Content Type ◽

Inventory Turnover ◽

The Impact ◽

Lean Supply Chain ◽

Supplier Relationship

Purpose The purpose of this paper is to understand the relationship between the implementation of Lean shop floor (LSF) practices and Lean supply chain management, and their effect on quality and inventory turnover. Design/methodology/approach A survey-based research method was conducted and data were collected from 110 plants located in Brazil. The research constructs were validated through rigorous procedures (unidimensionality and discriminant validity and reliability) through confirmatory factor analysis and two hypotheses were tested using ordinary least square regression. Findings The results indicate that: Lean supplier relationship positively moderates the effect of LSF practices on inventory turnover; Lean customer relationship negatively moderates the effect of LSF practices on inventory turnover; and Lean supplier relationship positively moderates the effect of LSF practices on quality. Originality/value From a theoretical perspective, the results of this study provide evidences supporting the importance of understanding the systemic relationships between Lean implementation at the shop floor and the firm’s relationships with supply chain partners, that was not tested before. As managerial implications, the results suggest that managers should take a decision to foster a Lean supply chain management depending on which performance metrics they need to improve: quality or inventory turnover.

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