Supply Chain Strategy

2019 ◽  
pp. 62-77
Keyword(s):  
Supply Chain ◽  
Life Cycle ◽  
Response Time ◽  
Business Strategy ◽  
Supply Chain Strategy ◽  
Dual Strategy ◽  
Cost Efficient

This chapter discusses the relevance, dimensions, and types of supply chain strategies. It puts forward the key aspect, that is, the supply chain strategy needs to be in line with the firms' business strategy or else the relevance is lost. This chapter relates the supply chain strategy with business strategy as whether a supply chain needs to be cost-efficient or responsive or how to optimize both cost and response time in view of its business strategy, whether to make or buy a product, how to relate supply chain with product and supplier life cycle, and whether the firm needs to pursue push or pull or a dual strategy.

Towards greater understanding of a supply chain strategy

2018 ◽  
Vol 34 (12) ◽  
pp. 6-8
Keyword(s):  
Supply Chain ◽  
Tacit Knowledge ◽  
Business Strategy ◽  
Design Methodology ◽  
Reading Time ◽  
Strategy Use ◽  
Content Type ◽  
Supply Chain Strategy ◽  
Pertinent Information ◽  
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 Greater understanding of a business unit’s actual rather than desired supply chain strategy can help identify where changes are needed and ensure it remain closely linked to the wider business strategy. Use of a relevant framework enables the tacit knowledge surrounding the supply chain function to become conceptualized and thus make the supply chain strategy more explicit. Originality/value The briefing saves busy executives 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.

scholarly journals Aligning Supply Chain Strategy with Product Life Cycle Stages

2014 ◽  
pp. 3-10
Author(s):  
João Gilberto Mendes dos Reis ◽  
Sivanilza Teixeira Machado ◽  
Pedro Luiz de Oliveira Costa Neto ◽  
Irenilza de Alencar Nääs
Keyword(s):  
Supply Chain ◽  
Life Cycle ◽  
Product Life Cycle ◽  
Product Life ◽  
Supply Chain Strategy ◽  
Life Cycle Stages

Business strategy for sustainable development: Impact of life cycle inventory and life cycle impact assessment steps in supply chain design and planning

2019 ◽  
Vol 29 (1) ◽  
pp. 87-117 ◽  
Author(s):  
Bruna Alexandra Elias Mota ◽  
Ana Isabel Cerqueira de Sousa Gouveia Carvalho ◽  
Maria Isabel Azevedo Rodrigues Gomes ◽  
Ana Paula Ferreira Dias Barbosa‐Povoa
Keyword(s):  
Sustainable Development ◽  
Supply Chain ◽  
Life Cycle ◽  
Impact Assessment ◽  
Life Cycle Impact Assessment ◽  
Business Strategy ◽  
Life Cycle Inventory ◽  
Supply Chain Design ◽  
Life Cycle Impact

Luxury consumption moves East

2015 ◽  
Vol 19 (4) ◽  
pp. 347-359 ◽  
Author(s):  
Omera Khan
Keyword(s):  
Supply Chain ◽  
Business Strategy ◽  
Success Factors ◽  
Business Case ◽  
Luxury Consumption ◽  
Content Type ◽  
Supply Chain Strategy ◽  
Critical Success ◽  
Practical Implications

Purpose – The literature contains relatively little prescriptive guidance for establishing supply chain strategies in the luxury fashion marketplace. The focus has been on fashion rather than luxury fashion and the purpose of this paper is to identify and explore the critical supply chain success factors to consider when entering the Chinese luxury fashion marketplace. Design/methodology/approach – Given the lack of research in this area an exploratory and in-depth case study was conducted with a niche UK textile manufacturer. Findings – Findings from the case study suggest there are four critical success factors to consider when developing a business strategy to enter the Chinese luxury fashion marketplace. Practical implications – The findings could guide managers that are developing a business case for entering the Chinese luxury fashion marketplace. Originality/value – This case study provides novel insights to transformations in global supply chain strategy as luxury consumption is moving towards the east, which creates new challenges and demands for European manufacturers to respond, to sustaining a competitive advantage.

Life Cycle Considerations for Supply Chain Strategy

2005 ◽  
pp. 67-89
Author(s):  
Toru Higuchi ◽  
Marvin D. Troutt ◽  
Brian A. Polin
Keyword(s):  
Supply Chain ◽  
Life Cycle ◽  
Supply Chains ◽  
Production Process ◽  
Life Cycles ◽  
Point Of View ◽  
Location Strategy ◽  
Supply Chain Strategy ◽  
Manufacturing Facilities

The goal of this chapter is to propose a framework for the dynamics of supply chains from a life cycles point of view. It is inevitable for supply chains to be affected by the life cycles of the product. There are three important interrelated life cycles that have effects on the dynamics of supply chains and are associated with the product. These are: (i) the innovation (Abernathy & Clark, 1983), (ii) the market (Kotler, 1999), and (iii) the location (Vernon, 1966). The first life cycle related to the innovation illustrates how the product and production process progress. It gives us a hint to consider the feasibility of the location dependent on the degree of innovativeness of the product. The second one related to the market clarifies the marketing objectives in each stage. It suggests the reasonable location strategy. The last one related to the location proposes the relation between the product and the reasonable location of the manufacturing facilities. It is operational because it considers the timing and the reason to shift the manufacturing facilities. In this chapter, we discuss the mission and structure of the supply chain in the different stages of these life cycles. We illustrate the proposed framework using the case of the VCR.

scholarly journals Equipping small business retailers to manage logistical supply chain drivers: A theoretical guideline

2017 ◽  
Vol 11 ◽  
Author(s):  
Themari Eicker ◽  
Jacoba O. Cilliers
Keyword(s):  
Supply Chain ◽  
Small Business ◽  
Small Businesses ◽  
Competitive Strategy ◽  
Supply Chain Design ◽  
Substantial Contribution ◽  
Extensive Literature ◽  
Supply Chain Strategy ◽  
Strategic Fit ◽  
Cost Efficient

Background: Small businesses are seen as the impetus behind a country’s economic growth. The South African government’s continued commitment to prioritise the development of small businesses, the promising rise of the retail sector in South Africa and the substantial contribution of small businesses to trade, business services, personal services and construction make the small retailers a force to be reckoned with. Businesses often fail because of a lack of strategic fit between the competitive and supply chain strategies. It is imperative that the supply chain design, resources and processes provide the necessary capabilities to support the desired competitive strategy. Managing the three logistical supply chain drivers of facilities, inventory and transportation can contribute to achieving a strategic fit between the selected competitive strategy and supply chain strategy. The logistical supply chain drivers should not only be managed as a cohesive unit, but should also be aligned with the orientation of the selected supply chain strategy, in terms of responsiveness and cost-efficiency.Objective: The objective of this article is to provide guidelines from literature that small business retailers can use in managing their logistical supply chain drivers to be aligned with the orientation of their selected supply chain strategy in terms of responsiveness and cost-efficiency.Method: An extensive literature review was conducted pertaining to the management of the three logistical supply chain drivers by small retailers.Results: It was determined that small responsive retailers typically order inventory on a frequent basis, hold excess inventory, provide customers with a seamless in-store experience and are located close to their customers. These responsive retailers make use of direct delivery from suppliers (and to customers) to increase their flexibility and reduce lead times. On the other hand, small cost-efficient retailers typically do not hold excess inventory, and their stores are usually located further away from customers. These cost-efficient retailers take advantage of both economies of scale when purchasing inventory and economies of distance when transporting inventory.Conclusion: Literature guidelines with regard to the management of the logistical supply chain drivers are provided to assist small retailers in achieving a strategic fit between the selected competitive strategy and supply chain strategy.

scholarly journals Supply Chain Systems Architecture and Engineering Design: Green-Field Supply Chain Integration

2019 ◽  
Author(s):  
Petar Radanliev
Keyword(s):  
Supply Chain ◽  
Engineering Design ◽  
Business Strategy ◽  
Supply Chain Design ◽  
Supply Chain Integration ◽  
Business Strategies ◽  
Conceptual System ◽  
Systems Architecture ◽  
Supply Chain Strategy ◽  
Strategic Design

This paper developed a new theory for supply chain architecture, and engineering design that enables integration of the business and supply chain strategies. The architecture starts with individual supply chain participants and derives insights into the complex and abstract concept of green-field integration design. The paper presented a conceptual system for depicting the interactions between business and supply chain strategy engineering. The system examines the decisions made when engineering the business strategy, with regards to the supply chain design. The system derived with a new understanding of how strategies are integrated, and what are the implications for engineering successful strategies. The study revealed that supply chain design is not considered in great detail before architecting the business strategies. Thus, companies consequentially experience supply chain problems that are likely to be detrimental to the growth potentials. The paper also derived with the findings that proactive and pre-emptive involvement of supply chain participants in the strategy engineering process, would lead to a more robust strategic design.

scholarly journals Considering the consumer in the design of a supply chain of perishables

2018 ◽  
Vol 21 (4) ◽  
pp. 525-542 ◽  
Author(s):  
José F. Jiménez-Guerrero ◽  
Juan C. Pérez-Mesa ◽  
Jerónimo de Burgos-Jiménez ◽  
Laura Piedra-Muñoz
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Strategy ◽  
Consumer Satisfaction ◽  
Customer Segmentation ◽  
Responsible Innovation ◽  
Theoretical Point ◽  
Chain Management ◽  
Supply Chain Strategy ◽  
Perishable Product

Customer satisfaction, contrary to a manufacturer based approach, is considered a key factor in the business strategy of many companies and in supply chain management. However, focusing on the consumer requires an analysis of the preference structure, which is something that conditions supply chain strategy. In this work we carry out a customer segmentation of a perishable product in order to identify different profiles, depending on their needs and preferences, which may allow the study of differentiated supply chain strategy. Thus, taking consumer satisfaction, we propose a differentiated supply chain approach depending on the segment which the company intends to address. In parallel and from a theoretical point of view, this approach represents a first step toward introducing the concept of responsible innovation in the study of supply chain management.

The impact of product life cycle on supply chain strategy

2003 ◽  
Vol 85 (2) ◽  
pp. 127-140 ◽  
Author(s):  
James Aitken ◽  
Paul Childerhouse ◽  
Denis Towill
Keyword(s):  
Supply Chain ◽  
Life Cycle ◽  
Product Life Cycle ◽  
Product Life ◽  
Supply Chain Strategy ◽  
The Impact
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