In today's economy, it is no longer business versus business, but rather supply chain versus supply chain To compete, supply chain members must learn to seamlessly integrate, grow, and develop business functions Traditional quality management practices have been and will continue to be used to address many of these supply chain integration issues With this in mind, current managerial thinking is advancing the notion of supply chain quality management Supply chain quality management is a systems-based approach to performance improvement that integrates supply chain partners and leverages opportunities created by upstream and downstream linkages with a focus on creating value and achieving satisfaction of intermediate and final customers (Foster, 2008; Robinson & Malhotra, 2005) The intent of the chapter is to (1) review the positive impact of quality management on supply chain management, (2) present cases of supply chain improvements through quality management with a focus on the processes of design, production, delivery, support, and supplier-customer relationships, and (3) discuss the best practice recommendations, relationship between total quality management factors and transition to supply chain quality management that follow from these results

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Supply Chain Quality Management

Supply Chain Management - Pathways for Research and Practice

Competitive environment of today’s organizations, more than ever, is extensive, and the major concern for managers is to preserve and promote the sustainable competitive advantage. Companies have an obligation to improve their product quality and have extensive and close cooperation with other companies involved in the supply chain of products. Supply chain quality management (SCQM) is a systematic approach to improve the performance that integrates supply chain partners and uses the opportunity in the best way, establish linkages between upstream and downstream flows, and investigate on creating value and satisfaction of intermediaries and final customers. Furthermore, achieving competitive advantages enables an organization to create a remarkable position in market and differentiate itself from competitors. This paper aims to understand the relationships between SCQM and competitive advantage. Sixty-eight experts of 25 companies in Sahami Alyaf (SA) supply chain has been participated in this research. The research method used for this article is descriptive correlation. To assess the relationships between the criteria, canonical correlation analysis was used. The result shows that the SCQM and competitive advantages have a meaningful relationship. It also shows that most important variable in the linear combination of SCQM and competitive advantages are “customer focus and quality,” respectively.

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Canonical Correlation Analysis Between Supply Chain Quality Management And Competitive Advantages

Impediments to measuring construction site managers’ performance

: VE is defined as "a systematic effort directed at analyzing the functional requirements of DoD systems, equipment, facilities, procedures, and supplies for the purpose of achieving the essential functions at the lowest total cost, consistent with the needed performance, safety, reliability, quality, and maintainability," according to DoD Handbook 4245.8-H, Value Engineering. Public Law 104-106 requires all government agencies to establish and maintain VE procedures and processes. The Federal Acquisition Regulation requires a VE clause to be included in all contracts exceeding a specified threshold. DoD objectives state its net savings and cost avoidances for VE will be at least 1.5 percent of the total obligation authority. The VE process is typically conducted in eight phases: orientation, information, functional analysis, creative, evaluation, development, presentation, and implementation. Although the greatest potential for cost control when applying VE exists in the research and development stage of a new capability, opportunities for the application of VE techniques exist in every stage, especially when considering new available technologies and the experience of actual system deployment and user feedback. There are times when a problem in reliability or maintenance may become the greatest opportunity. Crane Army Ammunition Activity recently used VE principles to great success in a cooperative joint redevelopment with the Naval Surface Warfare Center. CAAA is colocated with Code WXR, the Navy design agent for countermeasure flares, at the NSWC installation at Crane, Ind. The effort turned unusable inventory into good materiel, supporting the warfighter, saving dollars, and easing the environmental impact of the flares.

David P. Benston

Papers

Using Value Engineering to Reduce Life Cycle Cost