Transportation Skills Needed by Private-Sector and Public-Sector Organizations

2005 ◽  
Vol 1924 (1) ◽  
pp. 46-51
Author(s):  
Thomas F. Humphrey
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Public Sector ◽  
Private Sector ◽  
Rhode Island ◽  
Common Interest ◽  
Chain Management ◽  
Certificate Programs ◽  
Public Sector Organizations ◽  
Private Sector Organizations

The University of Rhode Island requested an assessment of the potential demand for developing new academic programs in the areas of transportation and logistics. Although the research focused on Rhode Island public- and private-sector organizations, it was concluded that the results have broader applications for the academic community. The research was accomplished by interviewing a total of 24 key executives in four large private companies and five large public-sector organizations. The questions focused on “skills required to do your job.” The interviews resulted in the following conclusions: ( a) a distinct difference must be made between education needs, training needs, and outreach needs; ( b) concerning public agency needs, responses tracked closely to the several national studies that have taken place over the past several years; ( c) private-sector organizations view logistics and supply chain management as critical to their bottom line; ( d) there appears to be a common interest among interviewees for universities to establish more outreach programs; ( e) private-sector companies all expressed possible interest in targeted logistics and supply chain management programs (certificate programs or individual courses could be of interest, either as traditional classroom or Internet-based); ( f) definite interest existed among public agencies to establish courses and distance-learning–based certificate programs in “transportation policy and management” (the author's label); and ( g) there were a surprising number of common needs.

Supply chain management challenges in the South African public sector

2012 ◽  
Vol 6 (44) ◽  
pp. 11003-11014 ◽  
Author(s):  
M Ambe Intaher ◽  
A Badenhorst Weiss Johanna
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Public Sector ◽  
South African ◽  
The South ◽  
Chain Management

scholarly journals The use of Public-Private Partnerships in Health Supply Chain Management in Rwanda

2021 ◽  
Vol 4 (2) ◽  
pp. 237-256
Author(s):  
Evariste Byomuhangi ◽  
Pierre Claver Kayumba ◽  
Stella Matutina Umuhoza
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Private Sector ◽  
Public Institutions ◽  
Public Private Partnerships ◽  
Cross Sectional ◽  
Public And Private ◽  
Chain Management ◽  
Medical Products ◽  
Health Commodities

BackgroundThe Government of Rwanda considers the private sector to play an important role in supporting provision of strategic national investments through Public-Private Partnerships (PPPs).ObjectiveThis study aims to describe the various aspects of PPPs in Health Supply Chain Management (HSCM) in Rwanda.MethodsA questionnaire was used to collect data from health professionals and individuals familiar with HSCM Public-Private Partnerships for this descriptive, cross-sectional and quantitative study.ResultsThe PPP interventional areas used in HSCM in Rwanda were namely supply of commodities (99%), delivered health Information Technology (IT) supplies and equipment (operate) (53%), finance (52%), and maintenance area (40%). The main challenges were limited conversation and absence of formal platforms for public and private engagement (83.7%) and complex procurement requirements for medical products and equipment by public institutions (73.3%). The strategies to improve the PPPs in HSCM were effective coordination of PPPs (93.3%) and improved dialogue and formal platforms (90.6%)ConclusionThese findings indicated that private sector through PPPs plays an important role in HSCM in Rwanda. The engagement of the private sector can increase the financial support in terms of financing HSCM activities like supply of health commodities and equipment. Rwanda J Med Health Sci 2021;4(2): 237-256

Supply Chain Management

2011 ◽  
pp. 104-119
Author(s):  
Michael Quayle
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Public Sector ◽  
Value Chain ◽  
Chief Executive ◽  
Bullwhip Effect ◽  
Chain Management ◽  
Weakest Link ◽  
Private And Public

If your international supply chain management is the weakest link in your organisation, your board or chief executive will say good-bye — without a winking eye. How do you know your supply chain in the age of globalisation and internationalisation is effective? Literature in its many forms contains a lack of clarity and completeness in the how to’s of implementation. This chapter covers the nuts and bolts of what’s required and what can go wrong. I’ve been there, seen it, done it and didn’t get fired. Reality, therefore, pervades this chapter. Within this chapter, I will explore definitions and concepts of logistics and supply chain management, including the value chain, logistics management, global sourcing, and the bullwhip effect. Illustrations will be taken from the private and public sector along with a suggested interlock strategy.

Leadership Style and Work Engagement: A Comparison of Private and Public Sector Firms in India

2021 ◽  
pp. 097226292110526
Author(s):  
Jain Mathew ◽  
Kohila Rajam ◽  
Sridevi Nair
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Engagement ◽  
Public And Private ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Private Sector Organizations ◽  
Public And Private Sector

Post-privatization, public sector organizations were encouraged to borrow and learn from private sector firms. The popular belief was that the human resource practices followed by private sector organizations were far superior and more effective than those of the public sector organizations. However, this claim lacks empirical proof. This study adds to this body of knowledge by comparing the level of work engagement in private and public sector firms of India. Given that the leadership is crucial in setting the tone of an organization, the study also analyses the dominant leadership styles and their relationship to the levels of work engagement. The study is descriptive in nature and utilizes a structured questionnaire to collect data. Individuals currently employed in Indian public and private sector firms, in managerial roles, were invited to record their responses. The final sample consisted of 240 employees, with equal representation from both sectors. The collected data was then analysed using SPSS. The findings suggested that the dominant leadership styles were not significantly different in public and private sector organizations. Private sector employees were found to be more engaged and the leadership style appeared to be significantly related to the levels of engagement in public sector firms only.

HRD Practices and Philosophy of Management in Indian Organizations

2005 ◽  
Vol 30 (2) ◽  
pp. 71-80 ◽  
Author(s):  
Anil Kumar Singh
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Competitive Environment ◽  
Top Management ◽  
The Public ◽  
Hr Practices ◽  
Public Sector Organizations ◽  
Private Sector Organizations ◽  
The Impact ◽  
Theory Y

The managerial philosophy of a company is generally based upon the top management's assumptions about people working in the organization. It reflects the attitude of the top management towards the human resources of an organization. Managerial philosophies of companies are embedded in the society. McGregor (1960) has labelled these managerial philosophies as ‘Theory X and Theory Y.’ This paper is an attempt to identify the relationship between human resource (HR) practices and the philosophy of management of the Indian business organizations. For this, the different variables of HR practices were studied and the management's philosophy was identified by measuring beliefs of top management about employees in the organizations. The sample for the study consisted of 95 respondents from two private sector organizations and 119 respondents from two public sector organizations. The findings of the study indicate that the variables of HR practices (planning, recruitment, and selection) were highly but negatively related to the philosophy of management in the private sector organizations. This meant that the Indian organizations were practising traditional philosophy of management in such organizations. The prevalence of traditional managerial philosophy focusing on managerial control has always dominated the managerial community in the sense that it is more prevalent and is more ‘tightly’ linked to managerial practice. As new managerial ideologies evolved, the older ones “never disappeared; instead, images and practices central to each were gradually institutionalized” (Barley and Kunda, 1992). The philosophy of management showed a blurred picture in the public sector organizations. Though the top management's views and balance sheet emphasized the belief of the organization towards Theory Y, the analysed responses proved that management philosophy was not clear to managers working in these organizations. In fact, the Indian public sector organizations started as welfare organizations. However, the impact of market economy has led to a competitive environment. Though the public sector organizations have started realizing the impact of competition, it is difficult for them to understand when they lost their focus on the managerial philosophy. The following key issues emerged from the study: Organizations will have to design managerial philosophy which is sensitive to human existence. The managerial philosophy in the organization has an impact on the organizations of the future. HR concepts that get packaged along with modern managerial philosophy are likely to revolutionize the workplace. The bottom line is that people want to be cared for and respected. On their part, organizations want commitment and integrity. A successful combination of committed people and a benevolent organization could well be the way for organizations in this competitive environment in India.

scholarly journals URGENSI PENELITIAN MANAJEMEN RANTAI PASOK: PEMETAAN ISU, OBJEK, DAN METODOLOGI

2018 ◽  
Vol 17 (2) ◽  
pp. 147
Author(s):  
Sherlywati Sherlywati
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Public Sector ◽  
Exploratory Research ◽  
Management Research ◽  
Chain Management ◽  
Developmental Issues ◽  
Private And Public ◽  
Research Objects ◽  
Production And Inventory Control

The purpose of this paper is to raise the issue of urgency of supply chain management research in terms of developmental issues, trends and challenges, as well as research objects and methologies in the any industry, business sector, and public sector. This study is an exploratory research with the aim of finding trends, developments, and challenges of current and potential supply chain management research. Data were collected from previous studies and written interviews from supply chain management experts where domiciled in several institutions in Bandung City. The findings of this study show expert opinion on the issues of supply chain management research in terms of developments, trends, and challenges, as well as the urgency of supply chain research. While, the results of the literature review from previous study, the research objects and methodologies of supply chain management research categorized into several categories that need to be concentrated for further research. Research suggestions are aimed specifically at academic, private and public sector practitioners to update and upgrade capacity, information, and knowledge about the development of supply chain management study in a sustainable manner. This paper also suggests to establish a community of supply chain management which consist of academicians, practitioners, and government in Bandung City to share informations and experiences about research and issues related to supply chain management, such as Supply Chain Indonesia (SCI) and American Production and Inventory Control Society (APICS). Keywords: Supply Chain Management, Supply Chain Management Research, Issue of Supply Chain Management

Sign in / Sign up

Export Citation Format

Share Document