Lisa M. Ellram

Bio: Lisa M. Ellram is an academic researcher from Miami University. The author has contributed to research in topics: Purchasing & Supply chain. The author has an hindex of 67, co-authored 122 publications receiving 18583 citations. Previous affiliations of Lisa M. Ellram include Ohio State University & Colorado State University.

Characteristics of supply chain management and the implications for purchasing and logistics strategy.

Abstract: The concepts of a supply chain and supply chain management are receiving increased attention as means of becoming or remaining competitive in a globally challenging environment What distinguishes supply chain management from other channel relationships? This paper presents a framework for differentiating between traditional systems and supply chain management systems These characteristics are then related to the process of establishing and managing a supply chain A particular focus of this paper is on the implications of supply chain management for purchasing and logistics

Fundamentals of Logistics Management

Abstract: Chaper 1. Logistics Role in Economy/Organization Chaper 2. Logistics & Customer Service Chaper 3. Logistics Information Systems Chaper 4. Inventory Role & Importance of Inventory Chaper 5. Inventory Management Chaper 6. Materials Management Chaper 7. Transportation Chaper 8. Warehousing/Distribution Chaper 9. Packaging & Materials Handling Chaper 10. The Procurement Function Chaper 11. Global Logistics Chaper 12. Organization for Effective Logistics Performance Chaper 13. Financial Issues in Logistics Performance Chaper 14. Supply Chain Management/Integrated Channel Management Chaper 15. Implementing Logistics Strategy

The Supplier Selection Decision in Strategic Partnerships

Abstract: The Supplier Selection Decision in Strategic Partnerships The concept of partnerships between buyers and suppliers is receiving increasing attention in American industry. This article examines the issue of supplier selection in situations where the firm is considering a partnership type of relationship with potential suppliers. The argument is made that partnerships are different in nature than traditional buyer-supplier relationships, and thus require the consideration of additional factors in supplier selection. This study combines a literature review with the use of case studies of firms involved in buyer-supplier partnerships to develop additional factors that should be considered in the selection of supply partners. Four categories of additional factors are developed: (1) financial issues, (2) organizational culture and strategy, (3) technology, and (4) a group of miscellaneous factors. The issues included in these categories tend to be longer term and more qualitative than factors included in traditional supplier selection models. The article suggests that these additional factors supplement, rather than replace, the more traditional factors in developing strategic partnerships with suppliers. BACKGROUND Most of the research in the area of supplier selection focuses on the quantifiable aspects of the supplier selection decision - issues such as cost, quality, delivery reliability, and other similar factors. These are important criteria that should be considered in virtually any supplier selection decision. However, firms are becoming increasingly involved in "evergreen" or "strategic partnership" type relationships with suppliers. The purchasing literature suggests that this trend toward partnership activity can benefit the firm and, in many cases, should be pursued.[1] A strategic partnership between a buying and a supplying firm is defined here as a mutual, ongoing relationship involving a commitment over an extended time period, and a sharing of information and the risks and rewards of the relationship. As firms become involved in strategic partnerships with their suppliers, a new set of supplier selection criteria comes into consideration, equally as important as the more traditional criteria mentioned above. This new set of criteria considers "soft" factors that are difficult to quantify. These soft factors include issues such as management compatibility, goal congruence, and strategic direction of the supplier firm. With these issues in mind, the objective of this article is threefold. First, the article provides a brief review of the relevant literature and research in the area of supplier selection. Second, it discusses the difference in emphasis required in seeking a partnership type of buyer-supplier relationship, rather than a traditional, arms-length relationship. Third, through the use of an empirical case study of five manufacturing firms, the article explores the new, additional set of issues that becomes relevant to supplier selection when the firm seeks a "partnership" type of relationship with a supplier. REVIEW OF SUPPLIER SELECTION LITERATURE Supplier selection models may be based on the way in which model proponents believe a decision should be made (prescriptive/normative) or the way they believe decisions are actually made (descriptive). Most of the supplier selection models reviewed here fit in to the second category. Descriptive Research The key descriptive studies reviewed are summarized in Table 1.[2] All of these studies represent empirical, survey based research. Table : Table I SUMMARY OF DESCRIPTIVE RESEARCH REVIEWED Study Methodology Focus Technical Marketing Survey Separates purchasing decisions into three categories: Consultants (1985) (1) direct materials,(2) capital, (3) indirect materials and services White (1978) Survey Understand the relationship between product categories and buying situations Dickson (1966) Survey Understand the factors considered in supplier selection, and attempt to determine the most important factors The first study, conducted by Technical Marketing Consultants, examines industrial purchasing trends and practices. …

Defining supply chain management

Abstract: A management construct cannot be used effectively by practitioners and researchers if a common agreement on its definition is lacking. Such is the case with the term “supply chain management”—so many definitions are used that there is little consensus on what it means. Thus, the purpose of this paper is to examine the existing research in an effort to understand the concept of “supply chain management.” Various definitions of SCM and “supply chain” are reviewed, categorized, and synthesized. Definitions of supporting constructs of SCM and a framework are then offered to establish a consistent means to conceptualize SCM. Antecedents and consequences of SCM are identified, and the boundaries of SCM in terms of business functions and organizations are proposed. A conceptual model and unified definition of SCM are then presented that indicate the nature, antecedents, and consequences of the phenomena.

Green supply‐chain management: A state‐of‐the‐art literature review

Abstract: Vol. 9 Issue 1 pp. 000‐000 There is a growing need for integrating environmentally sound choices into supply-chain management research and practice. Perusal of the literature shows that a broad frame of reference for green supply-chain management (GrSCM) is not adequately developed. Regulatory bodies that formulate regulations to meet societal and ecological concerns to facilitate growth of business and economy also suffer from its absence. A succinct classification to help academicians, researchers and practitioners in understanding integrated GrSCM from a wider perspective is needed. Further, sufficient literature is available to warrant such classification. This paper takes an integrated and fresh look into the area of GrSCM. The literature on GrSCM is covered exhaustively from its conceptualization, primarily taking a ‘reverse logistics angle’. Using the rich body of available literature, including earlier reviews that had relatively limited perspectives, the literature on GrSCM is classified on the basis of the problem context in supply chain’s major influential areas. It is also classified on the basis of methodology and approach adopted. Various mathematical tools/techniques used in literature vis-a-vis the contexts of GrSCM are mapped. A timeline indicating relevant papers is also provided as a ready reference. Finally, the findings and interpretations are summarized, and the main research issues and opportunities are highlighted.

A framework of sustainable supply chain management: moving toward new theory

Abstract: Purpose – The authors perform a large‐scale literature review and use conceptual theory building to introduce the concept of sustainability to the field of supply chain management and demonstrate the relationships among environmental, social, and economic performance within a supply chain management context.Design/methodology/approach – Conceptual theory building is used to develop a framework and propositions representing a middle theory of sustainable supply chain management (SSCM).Findings – The authors introduce the concept of sustainability – the integration of environmental, social, and economic criteria that allow an organization to achieve long‐term economic viability – to the logistics literature, and position sustainability within the broader rubric of SSCM. They then present a framework of SSCM and develop research propositions based on resource dependence theory, transaction cost economics, population ecology, and the resource‐based view of the firm. The authors conclude by discussing manageri...