scholarly journals LOGISTIC ACTIVITY OF LUKAS MTC PE: CURRENT STATE AND DIRECTIONS OF FURTHER IMPROVEMENT

2020 ◽  
pp. 112-120
Author(s):  
L.O. Syhyda ◽  
A.M. Tsunenko
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Success Factors ◽  
Swot Analysis ◽  
Electronic System ◽  
The United States ◽  
Chain Management ◽  
Erp System ◽  
Potential Risks ◽  
Logistics Activity

In the current conditions problem of logistics is becoming more and more burning for enterprises. The reason is that logistics reflects the willingness of enterprises to adapting and transparency. Accordingly, the purpose of the article is to study the peculiarities of the logistics activities at the Lukas MTC PE. The data presented in the article were obtained using such research methods as analysis, graphical method, and SWOT-analysis. As a result of the research, the literature sources devoted to the problem of supply chain management and its efficiency evaluation at the enterprises were investigated. Using Google trends, we determined the dynamics of the keyword “logistics” search for the period from May 2019 to May 2020. Additionally, based on the Scopus database, we analyzed publications for the keyword “supply chain management”. It showed that the scientists from the United States, Great Britain, India, and Germany make the main contribution in this field, and the chain concept forms the largest cluster of research. Using SWOT-analysis, we identified the strengths and weaknesses of the Lukas MTC PE. It allowed determining further directions of enterprises’ development regarding potential threats. Moreover, we presented the features of the logistics activities of the enterprise in the form of the Ishikawa diagram. It showed the success factors of the Lukas MTC PE logistics activities. In particular, as the main factors, we highlighted its own logistics center, suppliers’ careful selection and control, electronic system 1C WMS in the warehouse, and others. The obtained results allowed to suggest three main directions of the logistics activity improvement. The first is the implementation of the logistics concept "just-in-time", which provides the use of the KANBAN system. The second one is the implementation of the ERP system, and the third is the introduction of SAP Transportation Management (SAP TM). Also, we analyzed potential risks to increase the effectiveness of the proposed improvements implementation. The extreme risks are lack of material, financial, labor resources, and insufficient qualifications of employees in working with new programs. Additionally, risk analysis allowed to develop preventive measures to reduce or eliminate potential risks. Further research aims at studying the peculiarities of Lukas MTC PE interaction with suppliers.

Assessing Critical Success Factors of ERP Implementation

2010 ◽  
pp. 248-255 ◽  
Author(s):  
Leopoldo Colmenares
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Process ◽  
Success Factors ◽  
Critical Factors ◽  
Erp Systems ◽  
Erp Implementation ◽  
Chain Management ◽  
Erp System ◽  
Systems Implementation

An enterprise resource planning (ERP) system is an integrated set of programs that provides support for core organizational activities. ERP is a software infrastructure embedded with “best practices,” or best ways to do business based on common business practices or academic theory. The aim is to improve the cooperation and interaction between all the organizations’ departments, such as the products planning, manufacturing, purchasing, marketing and customer service department. ERP systems is a fine expression of the inseparability of IT and business. As an enabling key technology as well as an effective managerial tool, ERP systems allow companies to integrate at all levels and utilize important ERP systems applications, such as supply-chain management, financials and accounting applications, human resource management and customer relationship management (Boubekri, 2001). ERP systems hold the promise of improving processes and decreasing costs. Furthermore, two important new frontiers for ERP systems are electronic business (e-business) and supply-chain management (Wang and Nah, 2001). The systems can connect with suppliers, distributors, and customers, facilitating the flow, the product and information. ERP systems implementation is costly and complex. In many cases, an ERP system is the largest single investment in any corporate-wide project. The software is expensive, and the consulting costs even more. Meta Group found that the average ERP systems implementation takes 23 months with total owners’ cost of $12 million (Stewart, 2000). The ERP systems implementation is the process where business process and ERP system match each other. Usually the firm has to change the business process per ERP systems. Sometimes most positions have to be redesigned according to the ERP systems. Thus the difficulties and high failure rate in implementing ERP systems have been widely cited in the literature (Davenport, 1998; Kim, Lee, & Gosain, 2005)). The failure percentage of ERP systems was determined by one study as ranging from 40 to 60% and from another study as between 60 and 90% (Langernwalter, 2000; Ptak and Schragenheim, 2000; Yingjie, 2005). Although the failure rates of these ERP implementations have been highly publicized, this has not distracted companies from investing large sums of money on ERP systems (Somers & Nelson, 2004). ERP systems provide companies with the means of integrating their business functions into a unified and integrated business process. As companies implement more enterprise based systems throughout their organizations, the need for integration of these systems becomes even more paramount. Expanding from the functional areas of accounting, human resources, and shop floor control to an enterprise-wide system has become a format for producing full organization integration. Over the past few years, limited research has been conducted about ERP implementation issues: mainly case studies in individual organizations have been reported. That is a motivation toward conducting empirical studies to explore critical factors that affect ERP systems implementation. This study presents the results of an empirical study that surveyed managers from seven corporations, who were identified as having a key role in ERP systems implementation, in order to assess empirically which CSFs are critical in leading a successful implementation of ERP systems. A factor analysis solution was used to derive factors affecting successful ERP implementation. These factors are: ERP implementation management, users aptitudes and communication and technical knowledge. The study reveals that about 81.5 % of the variances in ERP systems implementation were explained by the critical factors identified in the study. The remainder of this article is organized in four sections. First ERP-related literature is reviewed. The next section introduces the research methodology, followed by the presentation of the results. The paper ends with the conclusions and implications for future research and practice.

Assessing Critical Success Factors of ERP Implementation

2010 ◽  
pp. 1371-1381
Author(s):  
Leopoldo Colmenares
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Process ◽  
Success Factors ◽  
Critical Factors ◽  
Erp Systems ◽  
Erp Implementation ◽  
Chain Management ◽  
Erp System ◽  
Systems Implementation

An enterprise resource planning (ERP) system is an integrated set of programs that provides support for core organizational activities. ERP is a software infrastructure embedded with “best practices,” or best ways to do business based on common business practices or academic theory. The aim is to improve the cooperation and interaction between all the organizations’ departments, such as the products planning, manufacturing, purchasing, marketing and customer service department. ERP systems is a fine expression of the inseparability of IT and business. As an enabling key technology as well as an effective managerial tool, ERP systems allow companies to integrate at all levels and utilize important ERP systems applications, such as supply-chain management, financials and accounting applications, human resource management and customer relationship management (Boubekri, 2001). ERP systems hold the promise of improving processes and decreasing costs. Furthermore, two important new frontiers for ERP systems are electronic business (e-business) and supply-chain management (Wang and Nah, 2001). The systems can connect with suppliers, distributors, and customers, facilitating the flow, the product and information. ERP systems implementation is costly and complex. In many cases, an ERP system is the largest single investment in any corporate-wide project. The software is expensive, and the consulting costs even more. Meta Group found that the average ERP systems implementation takes 23 months with total owners’ cost of $12 million (Stewart, 2000). The ERP systems implementation is the process where business process and ERP system match each other. Usually the firm has to change the business process per ERP systems. Sometimes most positions have to be redesigned according to the ERP systems. Thus the difficulties and high failure rate in implementing ERP systems have been widely cited in the literature (Davenport, 1998; Kim, Lee, & Gosain, 2005)). The failure percentage of ERP systems was determined by one study as ranging from 40 to 60% and from another study as between 60 and 90% (Langernwalter, 2000; Ptak and Schragenheim, 2000; Yingjie, 2005). Although the failure rates of these ERP implementations have been highly publicized, this has not distracted companies from investing large sums of money on ERP systems (Somers & Nelson, 2004). ERP systems provide companies with the means of integrating their business functions into a unified and integrated business process. As companies implement more enterprise based systems throughout their organizations, the need for integration of these systems becomes even more paramount. Expanding from the functional areas of accounting, human resources, and shop floor control to an enterprise-wide system has become a format for producing full organization integration. Over the past few years, limited research has been conducted about ERP implementation issues: mainly case studies in individual organizations have been reported. That is a motivation toward conducting empirical studies to explore critical factors that affect ERP systems implementation. This study presents the results of an empirical study that surveyed managers from seven corporations, who were identified as having a key role in ERP systems implementation, in order to assess empirically which CSFs are critical in leading a successful implementation of ERP systems. A factor analysis solution was used to derive factors affecting successful ERP implementation. These factors are: ERP implementation management, users aptitudes and communication and technical knowledge. The study reveals that about 81.5 % of the variances in ERP systems implementation were explained by the critical factors identified in the study. The remainder of this article is organized in four sections. First ERP-related literature is reviewed. The next section introduces the research methodology, followed by the presentation of the results. The paper ends with the conclusions and implications for future research and practice.

scholarly journals Mapping domain characteristics influencing Analytics initiatives: The example of Supply Chain Analytics

2020 ◽  
Vol 13 (1) ◽  
pp. 56
Author(s):  
Tino Herden
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Success Factors ◽  
Research Collaboration ◽  
Future Research ◽  
Structured Interviews ◽  
Chain Management ◽  
Domain Specific ◽  
The Status ◽  
The Impact

Purpose: Analytics research is increasingly divided by the domains Analytics is applied to. Literature offers little understanding whether aspects such as success factors, barriers and management of Analytics must be investigated domain-specific, while the execution of Analytics initiatives is similar across domains and similar issues occur. This article investigates characteristics of the execution of Analytics initiatives that are distinct in domains and can guide future research collaboration and focus. The research was conducted on the example of Logistics and Supply Chain Management and the respective domain-specific Analytics subfield of Supply Chain Analytics. The field of Logistics and Supply Chain Management has been recognized as early adopter of Analytics but has retracted to a midfield position comparing different domains.Design/methodology/approach: This research uses Grounded Theory based on 12 semi-structured Interviews creating a map of domain characteristics based of the paradigm scheme of Strauss and Corbin.Findings: A total of 34 characteristics of Analytics initiatives that distinguish domains in the execution of initiatives were identified, which are mapped and explained. As a blueprint for further research, the domain-specifics of Logistics and Supply Chain Management are presented and discussed.Originality/value: The results of this research stimulates cross domain research on Analytics issues and prompt research on the identified characteristics with broader understanding of the impact on Analytics initiatives. The also describe the status-quo of Analytics. Further, results help managers control the environment of initiatives and design more successful initiatives.

Exploring critical success factors (CSFs) of humanitarian supply chain management (HSCM) in flood disaster management (FDM)

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Isaac Sakyi Damoah
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Disaster Management ◽  
Success Factors ◽  
Flood Disaster ◽  
Chain Management ◽  
Content Type ◽  
Humanitarian Operations ◽  
Critical Success ◽  
Humanitarian Supply Chain

PurposeThis study explores the critical success factors (CSFs) in humanitarian supply chain management (HSCM) by focussing on flood disaster management (FDM) in Ghana.Design/methodology/approachAn in-depth semi-structured interview and questionnaire surveys in a sequential data collection approach were used to collect data from definitive stakeholders of humanitarian organisations. The data was analysed using exploratory factor analysis (EFA), confirmatory factors analysis (CFA) and structural equation modelling (SEM) techniques.FindingsSeventy-four factors were identified as success factors of HSCM of flood disaster management. However, 41 of these factors were statistically significant and considered as critical. In descending order, these factors relate to management practices, education and training, stakeholder involvement and cooperation, infrastructure, innovation and technology, materials and resources, administrative practices, socio-cultural and economic. Whilst some factors are internal to the humanitarian organisations, others are external factors that are beyond the control of humanitarian organisations.Research limitations/implicationsEven though this study offers empirical results that could guide policymakers in their decision-making about humanitarian operations, care needs to be taken since the data is within one country and within a specific disaster context – hence, policymakers need to consider the local contextual dynamics. Future studies could look at different disasters context to make a comparative analysis of various types of disaster operations.Practical implicationsInstitutions such as World Health Organization, Red Cross organisations and UN seeking to curbs global-warming-related disasters and the reduction of the effects of flood disaster can use findings as a guide during the formulation of HSCM policies and strategies.Originality/valueUnlike previous studies of humanitarian operations that focussed extensively on theoretical expositions, simulations, conceptual frameworks and models, this present study offers empirical evidence of humanitarian operations in the context of SCM. Further, by highlighting on the HSCM CSFs, this study contributes to disaster reduction and their effects on humanity in the context of FDM. This research could be used as guide by governments and FDM organisations to make informed decisions on SCM areas to focus the most during FDM.

scholarly journals Supply chain management: success factors from the Malaysian manufacturers perspective

2011 ◽  
Vol 5 (17) ◽  
pp. 7240-7247 ◽  
Author(s):  
Chin Thoo Hon Tat Huam Ai ◽  
Md Yusoff Rosman ◽  
Md Rasli Amran ◽  
Bakar Abd Hamid Abu
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Success Factors ◽  
Chain Management

Analysing the critical success factors for implementation of sustainable supply chain management: an Indian case study

DECISION ◽  
2018 ◽  
Vol 45 (1) ◽  
pp. 3-25 ◽  
Author(s):  
Dayal S. Prasad ◽  
Rudra P. Pradhan ◽  
Kunal Gaurav ◽  
Partha P. Chatterjee ◽  
Inderpal Kaur ◽  
...  
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Sustainable Supply Chain ◽  
Chain Management ◽  
Sustainable Supply Chain Management ◽  
Critical Success

Implementation of Green Supply Chain Management in a Globalized Economy

2019 ◽  
pp. 274-290
Author(s):  
Harish C. Chandan
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Success Factors ◽  
Green Supply Chain Management ◽  
Green Supply Chain ◽  
Government Regulations ◽  
Chain Management ◽  
Critical Success ◽  
Innovative Products ◽  
Top Management Commitment

Green supply chain management (GSCM) practices help a firm to become eco-friendly, socially responsible, meet customer expectations, deal with industry peer-pressure and comply with government regulations (Luthra, 2014). GSCM refers to the management of all activities involved in sourcing, purchasing, manufacturing, transportation and distribution of products and services to customers in an eco-friendly way (Sharma, 2013). A conceptual framework of GSCM is presented that consists of eco-friendly organizational culture, collaborative relationships, innovative products and eco-friendly processes (Mutingi, 2013). A SWOT analysis for context specific implementation strategies for global GSCM is presented (Lee and Chen, 2010). The contribution of GSCM practices to a firm's performance is discussed (Laisirihongthong et al., 2013). The critical success factors required to achieve GSCM include top management commitment, government regulations, environment protection literacy and compliance among the supply chain partners, and ISO14001 certification (Jain and Sharma, 2014).

Identifying Critical Success Factors for Supply Chain Excellence

2012 ◽  
pp. 353-375
Author(s):  
Chinho Lin ◽  
Chu-hua Kuei ◽  
Christian N. Madu ◽  
Janice Winch
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Organizational Performance ◽  
Success Factors ◽  
International Studies ◽  
Critical Factors ◽  
Chain Management ◽  
Organizational Conditions ◽  
Critical Success ◽  
Organizational Condition

This paper presents a research framework for studying supply chain excellence, emphasizing two distinct paths of knowledge acquisition, that is qualitative inquiry through interviews with senior supply chain executives in Taiwan and quantitative inquiry through data collection from companies that operate in Taiwan. Four factors are considered as the antecedents of supply chain excellence, such as collaboration, organizational conditions, technology adoption, and operations. The authors use the grounded theory approach to further understand those four critical factors and relevant concepts. Organizational condition was ranked by our senior supply chain executives as the most important factor based on this qualitative investigation. The effect of four critical factors on organizational performance is also assessed through regression analyses, and the results help supply chain professionals in Taiwan determine which factors and concepts of supply chain management to focus on to improve business performance. Although these findings are situation-dependent, the proposed framework is different from existing literature and can be adopted in other international studies to enhance the body of knowledge on supply chain management.

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