scholarly journals TARGET COSTING SUITABILITY FOR IMPROVEMENTS OF LEAN SUPPLY CHAINS

2021 ◽  
pp. 203
Author(s):  
Bojana Novićević Čečević ◽  
Ljilja Antić
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Product Quality ◽  
Strategy Implementation ◽  
Strategic Orientation ◽  
Target Costing ◽  
Market Participants ◽  
Key Competencies ◽  
Similarities And Differences ◽  
Good Support

Competitive advantage can be seen as the superiority of some market participants to properly use resources and utilize key competencies to deliver greater value than competitors, without compromising product quality and functionality. In that sense, accounting, especially management accounting, successfully responds to managers’ needs for information that will be their adequate support in strategy implementation. Lean concept and target costing are just some of the concepts whose strategic orientation can be a good support to managers. The aim of this paper is to point out the similarities and differences between lean concept and target costing and to show on a practical example how these concepts bring business improvements in supply chain.

scholarly journals NOT SO SIMILAR AFTER ALL: EXPLORING THE DIVERSITY OF STRATEGIC ORIENTATIONS FOR INNOVATION

2018 ◽  
Vol 22 (04) ◽  
pp. 1850036
Author(s):  
STEFANO DENICOLAI ◽  
ANTONELLA ZUCCHELLA ◽  
FEDERICO MORETTI
Keyword(s):  
Cluster Analysis ◽  
Supply Chain ◽  
Competitive Advantage ◽  
Business Model ◽  
Value Creation ◽  
Value Chain ◽  
Chain Structure ◽  
Strategic Orientation ◽  
Strategic Orientations ◽  
Innovation Strategies

Innovation has gained growing attention in the strategic management field, and — as a strategic orientation — it has been predominantly considered as a homogenous class of differentiated strategic mindsets. This contribution aims at distinguishing different sub-typologies of innovation strategies and validating their profiles and consistency. It explores approaches discussed in the mainstream literature as well as the possibility that other orientations could exist. A cluster analysis outlines four strategic orientations showing differences in terms of competitive drivers, value creation architectures, outsourcing and alliance policies, and managerial processes. Findings offer scholars and practitioners a better understanding of strategic alternatives in pursuing innovation through the identification of systems of consistency among managerial variables — e.g., configuration of the supply chain — thus fostering uniqueness and sustainability of the competitive advantage, and driving managers’ decision. In particular, what really characterised the different innovation strategies here shown is the way they deal with the value chain structure, meaning a key part of the business model.

Contested Illegality

2017 ◽  
Author(s):  
Annette Hübschle
Keyword(s):  
Supply Chain ◽  
Economic Exchange ◽  
Political Decision ◽  
Market Participants ◽  
Effective Implementation ◽  
Cultural Legitimacy ◽  
The Way

This chapter shows that the illegalization of an economic exchange is not a straightforward political decision with fixed goalposts, but a protracted process that may encounter unexpected hurdles along the way to effective implementation and enforcement. While political considerations informed the decision to ban trade in rhino horn initially, diffusion of the prohibition has been uneven and lacks social and cultural legitimacy among key actors along the supply chain. Moreover, some market actors justify their participation in illegal rhino horn markets based on the perceived illegitimacy of the rhino horn prohibition. The concept of “contested illegality” captures an important legitimization device of market participants who do not accept the trade ban.

Unlocking the Supply Chain to Build Competitive Advantage

2000 ◽  
Vol 11 (2) ◽  
pp. 1-8 ◽  
Author(s):  
Brian Walker ◽  
David Bovet ◽  
Joseph Martha
Keyword(s):  
Supply Chain ◽  
Competitive Advantage

Mining tech-fueled value from the procurement function

2021 ◽  
Vol 37 (3) ◽  
pp. 34-35
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Design Methodology ◽  
Reading Time ◽  
Content Type ◽  
Strategic Actions ◽  
Pertinent Information ◽  
Reduced Costs ◽  
Productivity Gains ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the capacity of procurement digitalization to pump up supply chain effectiveness and competitive advantage levels. Data from the examination of the strategic actions of an environmental charity, an IT multinational, and an Australian SME reveal that increasing procurement effectiveness translates into marked performance enhancements in terms of productivity gains and reduced costs. Wiping away boundaries between buyers and suppliers produced procurement processes with greater scalability, agility, and flexibility, all of which also enhanced the firms' capability to mitigate their risks. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Developing a model for supply chain agility and innovativeness to enhance firms’ competitive advantage

2019 ◽  
Vol 57 (7) ◽  
pp. 1511-1534 ◽  
Author(s):  
Chih-Jou Chen
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Business Environment ◽  
Structural Equations ◽  
Survey Method ◽  
Content Type ◽  
Supply Chain Agility ◽  
It Integration ◽  
The Impact

Purpose Developing agility and innovativeness as dynamic capabilities are important for firms to sustain their competitive advantage in today’s global economy. The purpose of this paper is to develop and empirically test a framework to investigate how the supply chain agility and innovativeness are achieved through IT integration and trust in members of supply chain and how these, in turn, can enhance firms’ competitive advantage. Design/methodology/approach This research employs a survey method and data are collected from senior managers working in the supply chain or IT area. The model and hypotheses are tested utilizing data from 204 usable Taiwan manufacturing firms via structural equations modeling methodology. Findings The study demonstrates that both IT integration and trust in supply chain members significantly enhance supply chain agility and innovativeness, which in turn positively affect firm’s competitive advantage. The results indicate that IT integration and trust are antecedents and major joint partnership resources for improving supply chain agility and innovativeness. Research limitations/implications Data are collected from manufacturing industry in Taiwan and single respondent from each firm, the generalizability of current findings to other industries or countries should require additional investigation. Practical implications The study suggests that a firm should focus on IT integration and trust in supply chain members to achieve supply chain agility and innovativeness. To take advantage of supply chain agility and innovativeness, through maximizing firm’s competitive advantage, firms should continually adapt to the fast changing business environment and search for creative ways to satisfy new market needs. Originality/value Given the attention paid to supply chain agility and innovativeness in terms of importance to responding to business uncertainty and competitiveness, and more recently, as important capabilities in managing supply chain management, this paper investigates how IT integration and trust can contribute to supply chain agility and innovativeness. Provide evidence regarding the impact of IT integration and trust on agility of supply chains, innovativeness and competitive advantage.

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