A survey of 553 Australian companies was conducted for the purpose of determining some of the primary characteristics of organisations actively implementing supply chain management enabling technologies. Three groups of organisations were identified based on the extent to which these technologies and methods have been adopted and used in dealings with trading partners. These groups have been labelled “strategic”, “tactical” and “reactive”. the results clearly indicate that the “tactical” and “strategic” groups derive significantly greater business benefit from the use of the EAN (European article numbering) system, are more knowledgeable of the techniques and implications of use, and perceive implementation to deliver significantly greater benefits over time relative to the cost of implementation. There is a significant relationship recorded between company size, industry sector and the extent of implementation. This indicates that “strategic” implementers are more likely to be larger organisations in the retail or wholesale distribution sectors. Organisations implementing more extensively are more proactive in their planning, more focused on the need to change and realign processes, and more likely to be investing in supporting infrastructure rather than just technology. Between the “strategic” and “tactical” groups, there is also a clear indication that the “strategic” group perceive all of these outcomes to be central to the effective operations of their organisations. By contrast, the “reactive” group can be characterised as at best ambivalent, and at worst extremely negative about the techniques and methodologies, and the contribution of the system to potential and/or real business outcomes.

Adoption and diffusion in technology implementation: a supply chain study

Documents two case studies conducted in Australian companies from the wholesaling sector. Both companies are importers and wholesalers supplying into the retail sector. The aim of the case studies was to establish to what extent each had adopted and implemented new technologies for the management of supply chain activities. Although both companies have approached implementation of established technologies such as barcoding and EDI from different perspectives some common themes emerge. The picture that emerges from the two cases is that although new technology may be adopted at varying levels, and with different objectives, the right technologies provide opportunities for all players. In both cases the services provided for retailers (either large or small) were important, and it was hard to see that they could be easily and efficiently replaced solely by applying new technology. At the same time, both companies saw technology as providing opportunities to grow their businesses, and to add value to the total supply chain.

Integrated supply chain management from the wholesaler's perspective: Two Australian case studies

Les Très Petites Entreprises-TPE sont assujetties à une forte concurrence. Il leur est indispensable de convertir leurs ressources en avantages compétitifs. Les entreprises doivent envisager leur supply chain management en leviers compétitifs. C’est un enjeu majeur en raison des difficultés de gestion des TPE de leurs maigres ressources. Quel est le rôle des ressources en lien avec le Management de la Supply Chain dans la recherche de compétitivité d’une TPE ? Manquant de ressources et ayant une position désavantagée dans la Supply Chain, comment font les TPEs pour surmonter ces obstacles ? Une étude de cas dans le secteur des vins et spiritueux est menée. Les résultats montrent que l’entreprise génère suffisamment de marge pour ne pas avoir à envisager une optimisation de sa SC passant par une meilleure mobilisation de ses ressources, et semble se focaliser sur une approche portérienne de diversification et de différentiation.

Supply chain management & avantages compétitifs des Très Petites Entreprises : à l’épreuve de leur manque de ressources

The purpose of this paper is to test for the relative impact of B2B technology application and employee participation on typical operational and bottom line business outcomes. The constructs developed relate to employee participation and use of B2B technologies. A survey instrument was administered within a sample of the membership of GS1 Australia (formerly EAN Australia). Employee participation is found to be the strongest significant predictor of B2B technology related outcomes. Application of the technology is also found to be important in explaining outcomes, but generally to a lesser extent than participation. This study has been limited to organizations operating in the Australian Fast Moving Consumer Goods (FMCG) sector. This research indicates that employee participation is not only a good strategy for B2B technology implementation, but essential to ensure the full potential of the technology is realized. The evidence suggests that involvement and participation of different groups of employees, at different stages of implementation, can be a critical factor accounting for many of the outcomes organizations seek when adopting technologies of this type.

Technology Application and Employee Participation: Comparative Contributions to B2B Technology Related Outcomes

There are three major flows in a supply chain – the physical flow of goods and services, information, and funds. All are necessary if a supply chain is to function and flourish. The most visible flow is that of the goods and services. In manufactured products, they originate in the extraction (mining) industries and farms, and flow toward the consumer through fabricators, assemblers, distributors, and retailers. Although not yet perfect, this flow is improving rapidly. For the most part, it receives major management attention and resource commitment. Of the three supply chain flows, this one is in the most advanced state of development. However, information and funds flow are equally important and in need of extensive refinement before supply chains will be completely effective. Funds Flow along the Supply Chain

Funds Flow along the Supply Chain

A supply chain is a series of customer and supplier relationships that extend throughout and beyond the company. It is an interwoven set of links that together form a chain supplying our customers in a seamless and integrated fashion delivering a high level of customer satisfaction. Supply chain management (SCM) integrates all activities so they are focused on customer satisfaction (both internally and externally). One of the things this article will attempt to accomplish is to provide a clear understanding of SCM's positive impact on customer service as well as on improving profitability, cash flow, product cycle times, and communication. Whether we go forward in the supply chain to the final end-user or backward in the supply chain to our supplier's suppliers, SCM will significantly improve our ability to serve our customers.

Knechtges Jp

Papers

Supply chain management for small business--how to avoid being part of the food chain.