Prioritizing and Analyzing Demand Chain Management (DCM) Processes in Indian Retailing Using AHP

2017 ◽  
pp. 157-175
Author(s):  
Arun Kumar Deshmukh ◽  
Ashutosh Mohan
Keyword(s):  
Customer Service ◽  
Inventory Management ◽  
Service Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Survey Method ◽  
Chain Management ◽  
Demand Chain ◽  
Top Management Commitment ◽  
Demand Chain Management

The extant body of literature on demand chain management (DCM) is predominantly conceptual and unequivocal on how to implement it in a real business setting. Keeping the research gap into account, the study aims to identify and prioritize the DCM processes or variables in the context of Indian retailing. The data were collected using survey method using a structured questionnaire with Saaty (1980) scale. The method employed for analyzing the collected data was analytical hierarchy process or AHP. The results of the study have interesting implications for the industry vis-à-vis literature. Some quick measures revealed that the processes which are critical to implementation of DCM in retail context, in the order of importance, comprises supplier relationship management, customer relationship management assortment planning, top-management commitment and support, marketing orientation, information management, supply chain leagility, customer service management, category management, purchasing management, inventory management, and category tactics.

Logistics and supply chain management: The importance of integration for business processes

2017 ◽  
Vol 5 (4) ◽  
pp. 73 ◽  
Author(s):  
Izwan Azmi ◽  
Norlida Abdul Hamid ◽  
Md Nasarudin Md Hussin ◽  
Nik Ibtishamiah Ibrahim
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Customer Service ◽  
Service Management ◽  
Business Processes ◽  
Demand Management ◽  
Relationship Management ◽  
Customer Relationship ◽  
Chain Management ◽  
Customer Service Management

This conceptual paper outlines the importance of integration in supply chain management (SCM) by linking the functions of logistics as it applies in strategic business process. Often, business processes are developed at the strategic level but are never identified precisely in logistics or in SCM. Strategic business processes like Customer Relationship Management (CRM), Supplier Relationship Management (SRM), Customer Service Management (CSM) and Demand Management are not directly linked to logistics or SCM. This paper identifies the literature that expressed the importance of integration and how business processes can be relevant in the execution of key logistics activities in the supply chain context.

Enabling the Glass Pipeline

2006 ◽  
pp. 291-309 ◽  
Author(s):  
Umar Ruhi ◽  
Ofir Turel
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Inventory Management ◽  
Mobile Technology ◽  
Information Exchange ◽  
Relationship Management ◽  
Customer Relationship ◽  
Mobile Technologies ◽  
Chain Management ◽  
Technology Applications

In recent years, the prospect of information exchange independent of time and place has been a compelling driver for organizations worldwide to adopt mobile technology applications in their various business practices. In particular, the application of mobile technology in Supply Chain Management has drawn widespread attention from researchers and practitioners who endorse adaptive and agile supply chain processes. This chapter discusses the applications of mobile technologies in various areas of supply chain management and the potential benefits of those technologies along the dimensions of reduced replenishment time and transactions and billing cycles. Among other discussions, the role of mobile procurement, inventory management, product identification, package tracking, sales force, and field service automation technologies is highlighted. To substantiate the basis for adopting mobile technologies for supplychain management, different market drivers for mobile applications are exemplified and applied to the three macro-level processes of supplier relationship management, internal supply chain management, and customer relationship management; a resulting typology of mobile supply chain management applications is presented.

Online Real Estate Demand Chain Integration

2020 ◽  
pp. 910-944
Author(s):  
Emna Cherif
Keyword(s):  
Real Estate ◽  
Value Chain ◽  
Management System ◽  
Value Added ◽  
Customer Relationship ◽  
Third Party ◽  
Chain Management ◽  
Demand Chain ◽  
Real Estate Management ◽  
Demand Chain Management

In this paper, we propose a solution for demand chain management using APIs (application programming interfaces) integration in the online real estate. We propose online real estate management system that includes advanced modules that can be bundled together, creating differentiation and enhancing the value chain. We propose a simplified implementation architecture for an integrated demand and supply chain management system for online real estate services. We use a formal specification language for specifying the functional components of the demand chain management system and interaction with real estate entities and actors. We choose an open source Customer Relationship Management system as a platform to manage some of the online real estate modules. Other value-added modules are integrated from third-party providers using their open interfaces.

Role of Electronic Customer Relationship Management in Demand Chain Management

2017 ◽  
Vol 10 (1) ◽  
pp. 53-67
Author(s):  
T. G. K. Vasista ◽  
A. M. AlAbdullatif
Keyword(s):  
Supply Chain ◽  
Predictive Analytics ◽  
Customer Relationship ◽  
Chain Management ◽  
Cycle Times ◽  
Demand Chain ◽  
Knowledge Based ◽  
New Business ◽  
Strategy Building ◽  
Demand Chain Management

In 21st century, collaborative business supply chain environments are required to be proactive rather than reactive so that they can better deal with the uncertainty, growing competition, shorter cycle times, more demanding customers and pressure to cut costs. Demand chain management as a new business model requires investing in consumer insights and closer relationships in the supply chain to conduct predictive analysis of retail intelligent solutions. In this regard new kinds of methodologies are required to be discussed. However, at the execution level the limitations in terms of scalability, data integration and knowledge based decision support to providers or suppliers in terms of strategy building and in providing deductive inference capabilities are to be addressed. Therefore, it is required to describe how predictive analytics helps in constructing the knowledge base to conduct verification and validation in terms of semantic predictive analytic for the domain of demand chain management.

Enabling the Glass Pipeline

2011 ◽  
pp. 1034-1049
Author(s):  
Umar Ruhi ◽  
Ofir Turel
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Inventory Management ◽  
Mobile Technology ◽  
Information Exchange ◽  
Relationship Management ◽  
Customer Relationship ◽  
Mobile Technologies ◽  
Chain Management ◽  
Technology Applications

In recent years, the prospect of information exchange independent of time and place has been a compelling driver for organizations worldwide to adopt mobile technology applications in their various business practices. In particular, the application of mobile technology in Supply Chain Management has drawn widespread attention from researchers and practitioners who endorse adaptive and agile supply chain processes. This chapter discusses the applications of mobile technologies in various areas of supply chain management and the potential benefits of those technologies along the dimensions of reduced replenishment time and transactions and billing cycles. Among other discussions, the role of mobile procurement, inventory management, product identification, package tracking, sales force, and field service automation technologies is highlighted. To substantiate the basis for adopting mobile technologies for supplychain management, different market drivers for mobile applications are exemplified and applied to the three macro-level processes of supplier relationship management, internal supply chain management, and customer relationship management; a resulting typology of mobile supply chain management applications is presented.

scholarly journals Information Technology Applications in the Material Handling Equipment Industry

10.28945/2580 ◽  
2002 ◽  
Author(s):  
Virginia Anne Taylor
Keyword(s):  
Information Technology ◽  
Customer Service ◽  
Inventory Management ◽  
Enterprise Resource Planning ◽  
Material Handling ◽  
Resource Planning ◽  
Sales Force ◽  
Customer Relationship ◽  
Demand Chain ◽  
The Usa

This study is an exploratory review of the determinants and extent of information technology’s influence on the operations of material handling dealerships in the USA. The goal is to develop an analysis framework specifying which factors contribute to the transformation of the material handling industry’s practices in relation to using information technology to optimize transactions in goods, knowledge, and services. Knowledge management, sales force automation, customer relationship management, demand chain management, customer service automation, inventory management, and enterprise resource planning, will be investigated. A survey instrument will be used to elicit both information technology ideas that have already changed operations and those that are expected to impact future approaches to informing clients effectively and efficiently. The primary objectives of this research are to identify relevant issues, develop a pilot case study, and provide an analysis of the participant’s responses to an initial survey questionnaire about these topics.

Enabling the Glass Pipeline

2009 ◽  
pp. 1483-1498
Author(s):  
Umar Ruhi ◽  
Ofir Turel
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Inventory Management ◽  
Mobile Technology ◽  
Information Exchange ◽  
Relationship Management ◽  
Customer Relationship ◽  
Mobile Technologies ◽  
Chain Management ◽  
Technology Applications

In recent years, the prospect of information exchange independent of time and place has been a compelling driver for organizations worldwide to adopt mobile technology applications in their various business practices. In particular, the application of mobile technology in Supply Chain Management has drawn widespread attention from researchers and practitioners who endorse adaptive and agile supply chain processes. This chapter discusses the applications of mobile technologies in various areas of supply chain management and the potential benefits of those technologies along the dimensions of reduced replenishment time and transactions and billing cycles. Among other discussions, the role of mobile procurement, inventory management, product identification, package tracking, sales force, and field service automation technologies is highlighted. To substantiate the basis for adopting mobile technologies for supply chain management, different market drivers for mobile applications are exemplified and applied to the three macro-level processes of supplier relationship management, internal supply chain management, and customer relationship management; a resulting typology of mobile supply chain management applications is presented.

The Right Path to SCM-CRM Integration

2009 ◽  
pp. 134-151
Author(s):  
Charlotte H. Mason ◽  
Aleda V. Roth
Keyword(s):  
Customer Service ◽  
Relationship Management ◽  
Customer Relationships ◽  
Customer Relationship ◽  
Key Factors ◽  
Financial Flows ◽  
Chain Management ◽  
Innovative Capability ◽  
Information Chain ◽  
The Right

Growing competitive pressures and escalating customer demands have led businesses to sophisticated information technology to manage costs and enhance revenues. Two popular initiatives are supply chain management (SCM) and customer relationship management (CRM). SCM focuses on optimizing the materials, information, services, and financial flows through a supply network. CRM focuses on marketing, sales, and customer service, and aims to maximize the value of customer relationships. Furthermore, the real potential lies in the integration of SCM and CRM. Disconnected implementations can result in IT “silos” with redundancies in hardware, software and staff, breaks in the information chain, and disappointing performance. There are different paths to integration. The right path depends on the organization’s relative maturity on 6 key factors: 1) interconnectivity, 2) interoperability of systems’ functionality, 3) information integrity, 4) interorganizational competence, 5) intellectual capital, and 6) innovative capability.

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.

Online Real Estate Demand Chain Integration

2017 ◽  
pp. 151-187
Author(s):  
Emna Cherif
Keyword(s):  
Real Estate ◽  
Value Chain ◽  
Management System ◽  
Value Added ◽  
Customer Relationship ◽  
Third Party ◽  
Chain Management ◽  
Demand Chain ◽  
Real Estate Management ◽  
Demand Chain Management

In this paper, we propose a solution for demand chain management using APIs (application programming interfaces) integration in the online real estate. We propose online real estate management system that includes advanced modules that can be bundled together, creating differentiation and enhancing the value chain. We propose a simplified implementation architecture for an integrated demand and supply chain management system for online real estate services. We use a formal specification language for specifying the functional components of the demand chain management system and interaction with real estate entities and actors. We choose an open source Customer Relationship Management system as a platform to manage some of the online real estate modules. Other value-added modules are integrated from third-party providers using their open interfaces.

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