According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

Despite its infancy, some authors are already suggesting that the writing may be on the wall for supply chain collaboration. It has been reported that supply chain collaboration has proved difficult to implement; there has been an over‐reliance on technology in trying to implement it; a failure to understand when and with whom to collaborate; and fundamentally a lack of trust between trading partners. This paper proposes that a supply chain segmentation approach, based on customer buying behaviour and service needs, is the most appropriate context for collaboration. The paper also proposes the need for a greater understanding of the elements that make up supply chain collaboration, and in particular how the relevant cultural, strategic and implementation elements inter‐relate with each other.

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Understanding the meaning of collaboration in the supply chain

https://epublications.marquette.edu/cgi/viewcontent.cgi?article=1270&context=mgmt_fac

Qualitative case studies in operations management: Trends, research outcomes, and future research implications

Both supply chain management (SCM) and marketing in general have been moving from models and purposes narrowly focused on goods to more general models and purposes associated with partnerships, value networks, service provision, and value creation. Some of this movement has been captured in what has become known as service–dominant (S–D) logic. This article applies S–D logic to thinking about SCM in terms of service provision, in which goods are seen as service distribution or provisioning mechanisms, explores and elaborates on the concept of a value network, and develops a model of the firm as an essential service provisioning agent in a complex and adaptive value network. Research and managerial opportunities are also explored.

Service, value networks and learning

Multi criteria decision making approaches for green supplier evaluation and selection: a literature review

Supplier selection and evaluation are arguably one of the most critical functions for the success of an organization. Several approaches exist in the literature to objectively evaluate suppliers, including analytic hierarchy process and total cost of ownership. Analytic hierarchy process provides a framework to cope with multiple criteria situations involving supplier selection, while the total cost of ownership is a methodology and philosophy, which look beyond just the price of a purchase to better understand and manage costs in selecting and maintaining relationships with suppliers. This paper illustrates the two approaches and provides a comparison.

Supplier selection problem: a comparison of the total cost of ownership and analytic hierarchy process approaches

Buyer‐supplier relationships play an important role in an organization’s ability to respond to dynamic and unpredictable change. If the relationship is too restrictive, flexibility will be difficult to achieve and, if it is too lenient the risk of opportunism will be present. This paper provides a framework for understanding how buyer‐supplier relationships have evolved over the past two decades from transaction processes based on arms‐length agreements to collaborative processes based on trust and information sharing. To achieve this objective, buyer‐supplier relationships are reviewed from the perspectives of transaction cost theory, strategy‐structure theory and resource‐based theory of the firm. Findings from early supply chain research are contrasted with the findings of more current research to provide a better understanding of how these relationships have changed. Current theory is extended by offering two proposals that test the influence of trust and information sharing and a third proposal that rejects the notion that supply chain alliances lead to monopolistic practices.

From arms‐length to collaborative relationships in the supply chain: An evolutionary process

The essence of benchmarking is the process of identifying the highest standards of excellence for products, services, or processes, and then making the improvements necessary to reach those standards – commonly called “best practices”. Various companies have adopted benchmarking and customized the methodology to suit their needs. A five‐step benchmarking model is suggested in this paper as a model to be used when undertaking a benchmarking study. Two case studies are enumerated and a comparison presented.

Benchmarking – best practices: an integrated approach

An integrated location, production, distribution and investment model for a multinational corporation

ERP-led BPR implementation often leads to fundamental changes within an organization's structure, culture and management process. Literature cites that a fragmented approach to change management practices is the major reason for BPR failures. The purpose of this paper is to look at the change management process in companies where BPR was implemented through ERP, and thereby obtain some insight into the dynamics of this change process. Many ERP implementers are finding themselves in a position to re-engineer their existing processes to fit the software they are implementing. The paper uses a case study approach that investigates six change management issues at three diverse companies where ERP-led BPR was implemented. The paper shows that through close attention to the change management principles the ERP implementers must integrate the changes with company strategic objectives, and through detailed planning and workforce cultural changes navigate the new system.

Faizul Huq

Papers

Supplier selection problem: a comparison of the total cost of ownership and analytic hierarchy process approaches

From arms‐length to collaborative relationships in the supply chain: An evolutionary process

Benchmarking – best practices: an integrated approach

An integrated location, production, distribution and investment model for a multinational corporation

BPR through ERP: Avoiding change management pitfalls