Topic
Supply chain management
About: Supply chain management is a research topic. Over the lifetime, 39055 publications have been published within this topic receiving 1082949 citations. The topic is also known as: SCM.
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TL;DR: In this paper, the authors evaluate how vendor managed inventory (VMI) affects a supply channel and find that VMI always leads to a higher buyer's profit, but supplier's profit varies.
Abstract: This research evaluates how vendor managed inventory (VMI) affects a supply channel. Specifically, VMI always leads to a higher buyer's profit, but supplier's profit varies. In the short-term, VMI is found to reduce total costs of the channel system, but under certain cost conditions between buyer and supplier, it could decrease the purchasing price and supplier's profit. In the long-run, it could more likely increase supplier's profit than in the short-run. Finally, VMI is an effective supply chain strategy that can realize many of the benefits obtainable only in a fully integrated supply chain.
359 citations
TL;DR: In this article, the authors examined the relationship between supply chain agility and cost efficiency and customer effectiveness across various environmental situations, and provided evidence to managers that deploying resource to enhance FSCA can positively impact the firm's bottom line.
358 citations
TL;DR: This paper extends the range of the supply chain to include re-use and recycling throughout the life cycle of products and services and proposes the multiple attribute utility theory method for assessing a supply chain.
358 citations
TL;DR: In this paper, the role of small and medium-size enterprises (SMEs) in the subcontractor and material supply sectors has been investigated and it was found that significant barriers exist to supplier integration within the construction sector, which stem from SME scepticism over the motives behind supply chain management practices.
Abstract: In 1998, a government‐sponsored review of the UK construction sector called for the adoption of initiatives from manufacturing industry in order to increase productivity and reduce costs. Subsequent research has focused on how supply chain management practices could be implemented effectively by clients, consultants and large contracting organisations. However, little attention has been paid to the integration of small and medium‐size enterprises (SMEs) in the subcontractor and material supply sectors. This paper presents the findings of research that focused on the role of these SMEs in re‐engineered construction supply chains. It was found that significant barriers exist to supplier integration within the construction sector, which stem from SME scepticism over the motives behind supply chain management practices. It is suggested that the industry must make greater efforts to extol the mutual benefits of supplier integration to SMEs if significant performance improvement is to be achieved.
357 citations
TL;DR: In this paper, the fundamental building blocks of supply chain agility are conceptualized as supply- and demand-side competence, which are viewed as enabler (moderator) on the relationship between supply chain competencies and supply-chain agility.
Abstract: This paper investigates the fundamental building blocks of supply chain agility, which are conceptualised as supply- and demand-side competence. While the former refers to production and supply management related activities, the latter refers to distribution and demand management related activities. The model further assesses the influence of supply chain agility on operational performance, as well as its mediating role in the relationship between supply- and demand-side competence and performance. Within this framework, process compliance, i.e. how well supply chain management processes are internally executed by the firm's employees, is viewed as an enabler (moderator) on the relationship between supply chain competencies and supply chain agility. Theoretical substantiation is provided by the resource-based view of the firm augmented with the dynamic capabilities perspective. The model is tested with data from 121 supply chain management professionals. Implications for both academic theory development and supply chain and production management practice are provided.
356 citations