scholarly journals Blockchain in Medical Supply-Chain

2021 ◽  
pp. 89-93
Author(s):  
Kedar Kshatriya ◽  
Rutuja Ajagekar ◽  
Ishwarappa Kalbandi ◽  
Madhur Jodhwani ◽  
Sagar Gosavi
Keyword(s):  
Quality Control ◽  
Supply Chain ◽  
Supply Chains ◽  
Border Crossing ◽  
Global Supply Chains ◽  
Medical Supply ◽  
Working Together

Problems in the medical supply chain are neither new nor uncommon: These products can travel through global supply chains in which documentation is often manual and paper-based, increasing at each handoff and border crossing. As a result, theft and quality control issues are common, and regulators and distributors struggle to locate substandard products that have entered the system. As both the technology and the industry’s processes for working together matures, blockchains could help us get better and faster at getting medicines and vaccines to where we have the most urgency. With more granular visibility, stakeholders could better zero in on clogs in supply chains, more quickly locate and remove expired, damaged, or fraudulent products.

scholarly journals Mind the gap: Grass roots ‘brokering’ to improve labour standards in global supply chains

2017 ◽  
Vol 71 (4) ◽  
pp. 584-609 ◽  
Author(s):  
Sarah J Kaine ◽  
Emmanuel Josserand
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Working Conditions ◽  
Global Supply Chains ◽  
Significant Shift ◽  
Top Down ◽  
Whistle Blowing ◽  
Grass Roots ◽  
Labour Standards ◽  
Implementation Gaps

While governance and regulation are a first step in addressing worsening working conditions in global supply chains, improving implementation is also key to reversing this trend. In this article, after examining the nature of the existing governance and implementation gaps in labour standards in global supply chains, we explore how Viet Labor, an emerging grass-roots organization, has developed practices to help close them. This involves playing brokering roles between different workers and between workers and existing governance mechanisms. We identify an initial typology of six such roles: educating, organizing, supporting, collective action, whistle-blowing and documenting. This marks a significant shift in the way action to improve labour standards along the supply chain is analysed. Our case explores how predominantly top-down approaches can be supplemented by bottom-up ones centred on workers’ agency.

scholarly journals From Suspicion to Sustainability in Global Supply Chains

2020 ◽  
Vol 7 (2) ◽  
pp. 383-418
Author(s):  
Robert C. Bird ◽  
Vivek Soundararajan
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Fundamental Problem ◽  
Trust Building ◽  
Global Supply Chains ◽  
Human Rights Abuses ◽  
Economic Survival ◽  
Building Process ◽  
Sustainability Practices

Global supply chains power 80% of world trade, but also host widespread environmental, labor, and human rights abuses in developing countries. Most scholarship focuses on some form of sanction to motivate supply chain members, but we propose that the fundamental problem is not insufficient punishment, but a lack of trust. Fickle tastes, incessant demands for lower prices, and spot market indifference force suppliers into a constant struggle for economic survival. No trust can grow in such an environment, and few sustainability practices can take meaningful root. Responding to multiple calls for scholarship in the supply chain literature, we propose a trust-building process by which supply chains can evolve from indifference and hostility to a relational partnership that produces joint investments in sustainable practices. The result is a supply chain that is more efficient, more humane, and embeds sustainability in the supply chain for the long-term.

scholarly journals The bases of coordination development as the emergent quality of investment goods supply chain

2021 ◽  
Vol 69 (2) ◽  
pp. 146-152
Author(s):  
V. Falovych ◽  
N. Falovych ◽  
S. Semeniuk
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Production System ◽  
Current Time ◽  
Common Information ◽  
Working Together ◽  
The Difference ◽  
Reducing Costs ◽  
The Moment ◽  
Internal Stakeholders

In this paper article the authors point out the importance of actions aimed at reducing waste, increasing productivity and reducing costs in the supply chain, which will ensure the development of coordination as an emergent function of the supply chain and contribute to the formation of responsibility to internal stakeholders; they also note the difference between logistics and supply chain management (SCM), which, primarily, is that logistics usually refers to the activities taking place within one organization, and supply chains belong to the network of companies working together and coordinate their actions to product supply to the market. The authors point out that the development of partnership in supply chains makes it possible to perform collaborative planning on a common information base, collective management of stocks, risks and all this provides reasons to coordinate activities in the supply chain, i.e. the dependence of «exit» on «entry» becomes homogeneous. Particular attention is paid to the ways of improvement the supply chain functioning, which is proposed to carry out at three levels. The highest level includes the processes taking place throughout the supply chain, and concerns the relationship between all participants [10]. At the operational level (the second level), the constraint theory recommends to use the LPS (Logical Product Structure) method. At the current actions level (the third level) TOC proposes to use the concept of management of the production system DBR (English: Drum – Buffer – Rope), the application of which enables to increase the capacity of the production system. In order to identify the area of necessary changes, the authors propose to build a detailed flowchart of processes, actions and functions from receiving the order from the customer (either external or internal) up to the moment of order fulfilment and delivery to the customer, which makes it possible to analyze sequentially the system operation in the current time and identify the areas of necessary changes, as well as to increase the level of meeting the customer needs, ensuring the efficiency of material and information flows, strengthening the manufacturer status in the market.

scholarly journals Ethical Issues in Global Supply Chains

2007 ◽  
Author(s):  
Bodo B. Schlegelmilch ◽  
Magdalena Öberseder
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Working Conditions ◽  
Ethical Issues ◽  
Low Cost ◽  
Global Supply Chains ◽  
Unethical Conduct ◽  
Production Methods ◽  
Technological Advances ◽  
Consumer Demands

Despite all technological advances, global supply chains are always based on the interaction of people. And wherever people interact, a kaleidoscope of ethical issues emerges. While consumer demands and concerns have undoubtedly led to an increased awareness of unethical conduct in the supply chain, contravening forces, such as the relentless pressures for low cost products and the ease by which consumers are purchasing non-deceptive counterfeits, should also not be ignored. Many retailers are now embracing ethical issues by emphasising, for example, that they take care of the production methods and working conditions pertaining to the goods they offer.

Moving toward a Global Supply Chain Operations and the Impact on International Competition

2012 ◽  
pp. 1626-1636
Author(s):  
Seyed-Mahmoud Aghazadeh
Keyword(s):  
United States ◽  
Supply Chain ◽  
Supply Chains ◽  
Global Economy ◽  
The United States ◽  
Global Supply Chain ◽  
Global Supply Chains ◽  
Domestic Firms ◽  
Foreign Products ◽  
The Impact

As the domestic businesses expand, many are making the choice to use foreign products, labor, and services to aid in their production. Global supply chains are minimizing the costs of the production process but are also creating vulnerabilities to home countries. As the global economy changes, the competitiveness between countries grows. Competitiveness can affect everything from a country’s economy to how a firm conducts international business. Addressing the need to find a method to increase the United States competitiveness in the world economy by improving the use of global supply chains would help to make domestic firms more successful in the global economy. Studying how companies position themselves abroad is important to providing insight into how to become more competitive. Worldwide companies are diversifying by moving more of their supply chain to international locations. This is providing them with many benefits such as better markets for products, lower costs, and more advanced technologies. As a result, the competitive strategy of companies is to increase production and decrease costs through the most efficient global supply chain. Maximizing the potential of domestic firms’ global supply chains is one of the most effective ways to increase U.S. competitiveness. If more big businesses in the United States are willing to participate on the global level, then the US will be able to improve their competitiveness.

Moving toward a Global Supply Chain Operations and the Impact on International Competition

2013 ◽  
pp. 466-476
Author(s):  
Seyed-Mahmoud Aghazadeh
Keyword(s):  
United States ◽  
Supply Chain ◽  
Supply Chains ◽  
Global Economy ◽  
The United States ◽  
Global Supply Chain ◽  
Global Supply Chains ◽  
Domestic Firms ◽  
Foreign Products ◽  
The Impact

As the domestic businesses expand, many are making the choice to use foreign products, labor, and services to aid in their production. Global supply chains are minimizing the costs of the production process but are also creating vulnerabilities to home countries. As the global economy changes, the competitiveness between countries grows. Competitiveness can affect everything from a country’s economy to how a firm conducts international business. Addressing the need to find a method to increase the United States competitiveness in the world economy by improving the use of global supply chains would help to make domestic firms more successful in the global economy. Studying how companies position themselves abroad is important to providing insight into how to become more competitive. Worldwide companies are diversifying by moving more of their supply chain to international locations. This is providing them with many benefits such as better markets for products, lower costs, and more advanced technologies. As a result, the competitive strategy of companies is to increase production and decrease costs through the most efficient global supply chain. Maximizing the potential of domestic firms’ global supply chains is one of the most effective ways to increase U.S. competitiveness. If more big businesses in the United States are willing to participate on the global level, then the US will be able to improve their competitiveness.

Blockchain Integration Into Supply Chain Operations

2021 ◽  
pp. 329-350
Author(s):  
Yigit Sever ◽  
Pelin Angin
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Global Supply Chains ◽  
Central Authority ◽  
Proof Of Concept ◽  
Pilot Studies ◽  
Blockchain Technology ◽  
History Of ◽  
Trusted Data

Following the globalization initiated by containerization of logistics, supply chains might be due another revolution by the integration of the disruptive blockchain technology that addresses the current issues with the management of complex global supply chains. Blockchains are distributed digital ledgers that require no central authority to operate while offering a tamper-proof and transparent history of each transaction from the very beginning. Distributed nature of these ledgers ensure that every participant of the supply chain has access to trusted data. The industry has already begun experimenting with blockchain integration into their operations. For the majority of the organizations, however, these experiments stay in proof-of-concept stages or small pilot studies. In this chapter, the authors discuss the supply chain characteristics that make blockchain integration favorable, lay the groundwork for how blockchain can be used for supply chain operations and how it has been used so far.

Manufacturing SMEs, network governance and global supply chains

2019 ◽  
Vol 27 (1) ◽  
pp. 130-147
Author(s):  
Tony Cragg ◽  
Tom McNamara ◽  
Irena Descubes ◽  
Frank Guerin
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Demand Uncertainty ◽  
Network Governance ◽  
Global Supply Chains ◽  
Informal Networks ◽  
Content Type ◽  
Case Research ◽  
Effective Form ◽  
Supply Chain Governance

Purpose The purpose of this paper is to investigate how small manufacturing firms develop and manage relationships with global suppliers and distributors. In so doing the authors aim to contribute to knowledge about SMEs and supply chain management (SCM). Design/methodology/approach The authors conducted 12 in-depth case studies of SME final assemblers of machinery in the French farm equipment sector. Findings The most effective form of global supply chain governance used by successful SMEs is informal networks involving managers in similar complementary firms, which serve to concatenate links with foreign suppliers and distributors. Research limitations/implications The principal limitation of this research is that it is specific to one sector and therefore questions of transferability are raised. Practical implications The important implication for managers in manufacturing SMEs is that links with other complementary local firms in the same sector need to be developed, leveraged and valued. Originality/value The originality of this case research is that the authors draw on inter-organisational boundaries, power asymmetries and network governance to develop a conceptual framework for the study of SMEs and global supply chains. By focusing on the perceptions of boundary-spanning managers, the authors show how, in circumstances of demand uncertainty, soft network governance is an effective strategic choice.

scholarly journals Corona virus, tariffs, trade wars and supply chain evolutionary design

2020 ◽  
Vol 40 (10) ◽  
pp. 1649-1660 ◽  
Author(s):  
Robert B. Handfield ◽  
Gary Graham ◽  
Laird Burns
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Case Studies ◽  
Bullwhip Effect ◽  
Global Supply Chain ◽  
Global Supply Chains ◽  
Chain Management ◽  
Content Type ◽  
Constructal Law ◽  
The Usa

PurposeUsing the constructal law of physics this study aims to provide guidance to future scholarship on global supply chain management. Further, through two case studies the authors are developing, the authors report interview findings with two senior VPs from two multi-national corporations being disrupted by COVID-19. This study suggests how this and recent events will impact on the design of future global supply chains.Design/methodology/approachThe authors apply the constructal law to explain the recent disruptions to the global supply chain orthodoxy. Two interviews are presented from case studies the authors are developing in the USA and UK – one a multi-national automobile parts supplier and the other is a earth-moving equipment manufacture. Specifically, this is an exploratory pathway work trying to make sense of the COVID-19 pandemic and its impact on supply chain scholarship.FindingsAdopting the approach of Bejan, the authors believe that what is happening today with COVID-19 and other trade disruptions such as Brexit and the USA imposing tariffs is creating new obstacles that will redirect the future flow of supply chains.Research limitations/implicationsIt is clear that the COVID-19 response introduced a bullwhip effect in the manufacturing sector on a scale never-before seen. For scholars, the authors would suggest there are four pathway topics going forward. These topics include: the future state of global sourcing, the unique nature of a combined “demand” and “supply shortage” bullwhip effect, the resurrection of lean and local production systems and the development of risk-recovery contingency strategies to deal with pandemics.Practical implicationsSupply chain managers tend to be iterative and focused on making small and subtle changes to their current system and way of thinking, very often seeking to optimize cost or negotiate better contracts with suppliers. In the current environment, however, such activities have proved to be of little consequence compared to the massive forces of economic disruption of the past three years. Organizations that have more tightly compressed supply chains are enjoying a significant benefit during the COVID-19 crisis and are no longer being held hostage to governments of another country.Social implicationsAn implicit assumption in the press is that COVID-19 caught everyone by surprise, and that executives foolishly ignored the risks of outsourcing to China and are now paying the price. However, noted scholars and epidemiologists have been warning of the threats of pandemics since the severe acute respiratory syndrome (SARS) virus. The pundits would further posit that in their pursuit of low-cost production, global corporations made naive assumptions that nothing could disrupt them. Both the firms the authors have interviewed had to close plants to protect their workforce. It was indicated in the cases the authors are developing that it is going to take manufacturers on average one month to recover from 4–6 days of disruption. These companies employ many thousands of people, and direct and ancillary workers are now temporarily laid off and face an uncertain future as/when they will recover back to normal production.Originality/valueUsing the constructal law of physics, the authors seek to provide guidance to future scholarship on global supply chain management. Further, through two case studies, the authors provide the first insight from two senior VPs from two leading multi-national corporations in their respective sectors being disrupted by COVID-19. This study is the first indication to how this and recent disruptive events will impact on the design of future global supply chains. Unlike the generic work, which has recently appeared in HBR and Forbes, it is grounded in real operational insight.

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