Showing papers on "Value chain published in 1990"

Supply Chain Management, Partnership, and the Shipper ‐ Third Party Relationship

Abstract: The paper begins with an overview of some of the forces that have shaped supply chain management and partnership relationships Next the potential benefits and risks of involvement in supply chain management/partnership relationships are discussed from the perspective of both the shipper and the service provider (warehousers and transportation firms) Results from a major survey of shippers, warehousers and transportation providers are used to illustrate the risks and benefits Means of minimizing the potential risks are also suggested The paper concludes with a discussion of issues in supply chain management that would benefit from further analysis and research These issues include determination of whether a firm should use a supply chain management approach, the management structure to use in supply chain management, and modelling supply chain management systems

Successful Supply‐Chain Management

Abstract: The supply chain is the flow of both information and material through a manufacturing company, from the supplier to the customer. Traditionally the flow of material has been considered only at an operational level, but this approach is no longer adequate. It is now essential for businesses to manage the supply chain in order to improve customer service, achieve a balance between costs and services, and thereby give a company a competitive advantage. Managers must work to integrate the supply chain – i.e. to ensure that all the functions and activities involved in the chain are working harmoniously together. To develop an integrated supply chain means managing material flow from three perspectives: strategic, tactical and operational. At each of these levels, the use of facilities, people, finance and systems must be co‐ordinated and harmonised as a whole. The article describes how this can be achieved in practice by working through three phases: (1) evaluation of the competitive environment; (2) diagnostic review of the supply chain; (3) development of the supply chain, which involves functional integration, internal integration and finally external integration. Companies which develop an integrated supply chain, with all that this involves, will benefit hugely in the marketplace. Those that do not will get left behind in the struggle for survival.

Electronic data interchange: a research agenda

Abstract: The authors discuss electronic data interchange (EDI) as an emerging business practice that affects the exchange of information among trading partners. The theoretical basis for EDI as an interorganizational system (IOS) is provided along with an assessment of the current status of the technology. The potential, costs, benefits, and risks inherent in the adoption of an EDI are shown to be affected by the level of acceptance among the trading partners and the likelihood of adoption by a competitor. A model is presented which considers the interaction of the value chain and competitors in determining the potential of adoption. Major areas for subsequent research are also identified and discussed. >