Reflections of the 1Malaysia Supply Chain (1MSC)

2019 ◽

pp. 1199-1210

Author(s):

Munira Halili ◽

Latifah Naina Mohamed ◽

Yudi Fernando

Keyword(s):

Supply Chain ◽

Driving Force ◽

National Development ◽

Supply Chain Performance ◽

Chain Process ◽

Sustainable Business ◽

Key Players ◽

Supply Chain Process ◽

End To End

This chapter focuses on the 1Malaysia Supply Chain framework that acts as the mover that enables the whole 1Malaysia concept to be realized and implemented. It will highlight an in-depth review of the 1MSC. The 1MSC concept is derived from the integration between all the key players in the end-to-end supply chain process. This is where the stakeholders have the same goals in ensuring that the end-to-end process of supply chain is achieved. The 1MSC can be considered as an umbrella that governs the whole supply chain process. The driving force behind the realization of this concept is the strong foundation of its supply chain which integrates different parties as one. This chapter introduces the concept of national development incubator (NDI) where it combines the primary supply chain elements to achieve sustainable business and supply chain performance.

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BUSINESS ANALYTICS FOR SUPPLY CHAIN: A DYNAMIC-CAPABILITIES FRAMEWORK

International Journal of Information Technology & Decision Making ◽

10.1142/s0219622013500016 ◽

2013 ◽

Vol 12 (01) ◽

pp. 9-26 ◽

Cited By ~ 59

Author(s):

BONGSUG (KEVIN) CHAE ◽

DAVID L. OLSON

Keyword(s):

Supply Chain ◽

Data Management ◽

Performance Management ◽

Dynamic Capabilities ◽

Process Capability ◽

Supply Chain Performance ◽

Chain Process ◽

Business Analytics ◽

Management Capability ◽

Supply Chain Process

Supply chain management has become more important as an academic topic due to trends in globalization leading to massive reallocation of production related advantages. Because of the massive amount of data that is generated in the global economy, new tools need to be developed in order to manage and analyze the data, as well as to monitor organizational performance worldwide. This paper proposes a framework of business analytics for supply chain analytics (SCA) as IT-enabled, analytical dynamic capabilities composed of data management capability, analytical supply chain process capability, and supply chain performance management capability. This paper also presents a dynamic-capabilities view of SCA and extensively describes a set of its three capabilities: data management capability, analytical supply chain process capability, and supply chain performance management capability. Next, using the SCM best practice, sales & operations planning (S&OP), the paper demonstrates opportunities to apply SCA in an integrated way. In discussing the implications of the proposed framework, finally, the paper examines several propositions predicting the positive impact of SCA and its individual capability on SCM performance.

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Joint Effect of Supply Chain Process Integration Capabilities, Information Technology Infrastructure and Government Policy on Supply Chain Performance of Public Universities in Kenya

10.7176/ppar/10-11-06 ◽

2020 ◽

Keyword(s):

Supply Chain ◽

Government Policy ◽

Public Universities ◽

Process Integration ◽

Joint Effect ◽

Supply Chain Performance ◽

Chain Process ◽

Technology Infrastructure ◽

Information Technology Infrastructure ◽

Supply Chain Process

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Assessing the Impact of Knowledge Transfer Mechanisms on Supply Chain Performance

Supply Chain Management ◽

10.4018/978-1-4666-2625-6.ch087 ◽

2012 ◽

pp. 1477-1491 ◽

Cited By ~ 1

Author(s):

Stephen McLaughlin

Keyword(s):

Supply Chain ◽

Information Transfer ◽

Business Processes ◽

Supply Chain Performance ◽

Chain Process ◽

Core Business ◽

Supply Chain Process ◽

Business Function ◽

The Impact ◽

Transfer Mechanisms

With the complexity of organizations increasing, it is becoming vitally important that organizations understand how knowledge is created and shared around their core business processes. However, many organizations deploy technology without due consideration for how their employees access, create and share information and knowledge. This chapter explores the subject empirically through the study of how employees work with information and knowledge around a core business function – in this case a supply chain process. In order to do this the organization needs to be viewed for a network perspective as it relates to specific business processes. Viewing the organization in this way enabled the author to see how employee’s preferred knowledge and information transfer mechanisms varied across the core process. In some cases the identified transfer mechanisms where at odds with the prescribed organization wide mechanisms. However, when the organization considered the employee’s preferred transfer mechanisms as part of an overall process improvement, the E2E supply chain performance was seen to improve significantly.

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Improving Supply Chain Performance through the Implementation of Process Related Knowledge Transfer Mechanisms

Enterprise Information Systems ◽

10.4018/978-1-61692-852-0.ch607 ◽

2011 ◽

pp. 1513-1536

Author(s):

Stephen McLaughlin

Keyword(s):

Supply Chain ◽

Information Transfer ◽

Business Processes ◽

Supply Chain Performance ◽

Chain Process ◽

Core Business ◽

Supply Chain Process ◽

Business Function ◽

The Subject ◽

Transfer Mechanisms

With the complexity of organizations increasing, it is becoming vitally important that organizations understand how knowledge is created and shared around their core business processes. However, many organizations deploy technology without due consideration for how their employees access, create, and share information and knowledge. This article explores the subject empirically through the study of how employees work with information and knowledge around a core business function—in this case a supply chain process. In order to do this, the organization needs to be viewed from a network perspective as it relates to specific business processes. Viewing the organization in this way enabled the author to see how employees’ preferred knowledge and information transfer mechanisms varied across the core process. In some cases, the identified transfer mechanisms where at odds with the prescribed organization wide mechanisms. However, when the organization considered the employees’ preferred transfer mechanisms as part of an overall process improvement, the E2E supply chain performance was seen to improve significantly.

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Assessing the Impact of Knowledge Transfer Mechanisms on Supply Chain Performance

Global Aspects and Cultural Perspectives on Knowledge Management ◽

10.4018/978-1-60960-555-1.ch011 ◽

2011 ◽

pp. 157-171

Author(s):

Stephen McLaughlin

Keyword(s):

Supply Chain ◽

Information Transfer ◽

Business Processes ◽

Supply Chain Performance ◽

Chain Process ◽

Core Business ◽

Supply Chain Process ◽

Business Function ◽

The Impact ◽

Transfer Mechanisms

With the complexity of organizations increasing, it is becoming vitally important that organizations understand how knowledge is created and shared around their core business processes. However, many organizations deploy technology without due consideration for how their employees access, create and share information and knowledge. This chapter explores the subject empirically through the study of how employees work with information and knowledge around a core business function – in this case a supply chain process. In order to do this the organization needs to be viewed for a network perspective as it relates to specific business processes. Viewing the organization in this way enabled the author to see how employee’s preferred knowledge and information transfer mechanisms varied across the core process. In some cases the identified transfer mechanisms where at odds with the prescribed organization wide mechanisms. However, when the organization considered the employee’s preferred transfer mechanisms as part of an overall process improvement, the E2E supply chain performance was seen to improve significantly.

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