Topic
Value chain
About: Value chain is a research topic. Over the lifetime, 7206 publications have been published within this topic receiving 224183 citations.
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TL;DR: A number of definitions of supply chain management have been proposed in the literature and in practice as mentioned in this paper, and some practical guidelines are offered for successful SMC management, including the competitive importance of linking a firm's supply chain strategy to its overall business strategy.
Abstract: Interest in supply chain management has steadily increased since the 1980s when firms saw the benefits of collaborative relationships within and beyond their own organization. Firms are finding that they can no longer compete effectively in isolation of their suppliers or other entities in the supply chain. A number of definitions of supply chain management have been proposed in the literature and in practice. This paper defines the concept of supply chain management and discusses its historical evolution. The term does not replace supplier partnerships, nor is it a description of the logistics function. The competitive importance of linking a firm’s supply chain strategy to its overall business strategy and some practical guidelines are offered for successful supply chain management.
781 citations
TL;DR: In this article, the authors provide a framework for developing supply chain metrics that translate performance into shareholder value, focusing on managing the interfacing customer relationship management and supplier relationship management processes at each link in the supply chain.
Abstract: Most discussions and articles about supply chain metrics are, in actuality, about internal logistics performance measures. The lack of a widely accepted definition for supply chain management and the complexity associated with overlapping supply chains make the development of supply chain metrics difficult. Despite these problems, managers continue to pursue supply chain metrics as a means to increase their “line of sight” over areas they do not directly control, but have a direct impact on their company's performance. We provide a framework for developing supply chain metrics that translates performance into shareholder value. The framework focuses on managing the interfacing customer relationship management and supplier relationship management processes at each link in the supply chain. The translation of process improvements into supplier and customer profitability provides a method for developing metrics that identify opportunities for improved profitability and align objectives across all of the firms in the supply chain.
762 citations
TL;DR: In this paper, a multi-method empirical approach involving both surveys and case study interviews was used to obtain an accurate view of supply chain management as it is currently practiced. But the findings reveal that supply chain practice seldom resembles the theoretical ideal.
Abstract: The terminology “supply chain management” is used frequently in today’s materials management environment and is generally associated with advanced information technologies, rapid and responsive logistics service, effective supplier management, and increasingly with customer relationship management. Most materials managers are familiar with the supply chain mantra of “suppliers’ supplier to customers’ customer”. However, experience shows that few companies are actually engaged in such extensive supply chain integration. To obtain an accurate view of SCM as it is currently practiced, the experience and insight of industry managers engaged in supply chain initiatives was sought via a multi‐method empirical approach involving both surveys and case study interviews. The findings reveal that supply chain practice seldom resembles the theoretical ideal. Three different levels of SCM implementation are identified and a series of limiting factors are discussed. Managers must recognize the tension that exists between SCM’s competitive potential and the inherent difficulty of collaboration.
732 citations
TL;DR: In this paper, the authors use theory-building through case studies to answer the question: how do organizations balance short-term profitability and long-term environmental sustainability when making supply chain decisions under conditions of uncertainty?
724 citations
Book•
01 Jun 1999
TL;DR: In this article, the authors present a survey of the state of the art in e-commerce and e-business design, focusing on the following: the first step of e-Business design: self-diagnosis. The second step of business design: Reversing the value chain.
Abstract: (All chapters conclude with a Memo to the CEO.) Foreword. Preface. Moving from e-Commerce to e-Business. What Makes This Book Different? Who Should Read This Book? How This Book Is Organized. Acknowledgments. 1. From e-Commerce to e-Business. Linking Today's Business with Tomorrow's Technology. e-Business = Structural Transformation. e-Business Requires Flexible Business Designs. Challenge Traditional Definitions of Value. Define Value in Terms of the Whole Customer Experience. e-Business Communities: Engineering the End-to-End Value Stream. Integrate, Integrate, Integrate: Create the New Techno- Enterprise. Needed: A New Generation of e-Business Leaders. 2. e-Business Trend Spotting. Increase Speed of Service: For the Customer, Time Is Money. Empower Your Customer: Self-Service. Provide Integrated Solutions, Not Piecemeal Products. Integrate Your Sales and Service: Customization and Integration. Ease of Use: Make Customer Service Consistent and Reliable. Provide Flexible Fulfillment and Convenient Service Delivery. Contract Manufacturing: Become Brand Intensive, Not Capital Intensive. Learn to Outsource: You Cannot Be Good at Everything. Increase Process Visibility: Destroy the Black Box. Learn the Trends in Employee Retention. Integrated Enterprise Applications: Connect the Corporation. Meld Voice, Data, and Video. Multichannel Integration: Look at the Big Picture. Wireless Applications Enter the Mainstream. Middleware: Supporting the Integration Mandate. What Is Common to All These Trends? 3. Think e-Business Design, Not Just Technology. Constructing an e-Business Design. The First Step of e-Business Design: Self-Diagnosis. The Second Step of e-Business Design: Reversing the Value Chain. The Third Step of e-Business: Choosing a Narrow Focus. Case Study: Service Excellence at American Express. Case Study: Operational Excellence at Dell Computer. Case Study: Continuous Innovation at Cisco Systems. Business Design Lessons Learned. 4. Constructing the e-Business Architecture. Why Is Application Integration Important? The New Era of Cross-Functional Integrated Apps. Integrating Application Clusters into an e-Business Architecture. Aligning the e-Business Design with Application Integration. 5. Customer Relationship Management: Integrating Processes to Build Relationships. Why Customer Relationship Management? Defining Customer Relationship Management. Organizing around the Customer: The New CRM Architecture. Supporting Requirements of the Next-Generation CRM Infrastructure. Organizational Challenges in Implementing CRM. Next-Generation CRM Trends. Building a CRM Infrastructure: A Manager's Roadmap. 6. Selling-Chain Management: Transforming Sales into Interactive Order Acquisition. Defining Selling-Chain Management. Business Forces Driving the Need for Selling-Chain Management. Technology Forces Driving the Need for Selling-Chain Management. Managing the Order Acquisition Process. Cisco and Selling-Chain Management. Elements of Selling-Chain Infrastructure. The Custom Foot: Transforming Shoe Sales with Technology. 7. Enterprise Resource Planning: The e-Business Backbone. Why Is Management Willingly Paying Millions for ERP Suites? ERP Decision = Enterprise Architecture Planning. The COTS ERP That Keeps on Ticking: The SAP Juggernaut. ERP Usage in the Real World. ERP Implementation: Catching the Bull by the Horns. The Future of ERP Applications. 8. Supply Chain Management: Interenterprise Fusion. Defining Supply Chain Management. Basics of Internet-Enabled SCM: e-Supply Chain 101. Basics of Internet-Enabled SCM: e-Supply Chain 201. e-Supply Chain Fusion: e-Supply Chain 301. e-Supply Chain Fusion Management Issues. The Future: e-Supply Chains in 200X. Supply Chain Management: A Manager's Roadmap. 9. e-Procurement: The Next Wave of Cost Reduction. Structural Transition: From Isolated Purchasing to Real-Time Process Integration. Why Is Procurement a Top-Management Issue? What Exactly Is Operating Resource Procurement? Operating Resource Procurement at Microsoft: MS Market. Procurement Business Problem: Lack of Process Integration. Next-Generation Integrated Procurement Applications. Elements of Buy-Side e-Procurement Solutions. Buy-Side Applications for the Procurement Professional. Elements of Sell-Side e-Procurement Solutions. The e-Procurement Manager's Roadmap. 10. Knowledge-Tone Applications: The Next Generation of Decision Support Systems. Knowledge Apps: Why They Are Important. Knowledge Tone Is an Application Framework. Emerging Classes of Knowledge-Tone Applications. Knowledge-Tone Usage in the Real World. Tech Trends Driving Knowledge-Tone Framework Investments. Elements of the Knowledge-Tone Architectural Framework. Core Technologies: Data Warehousing. Enabling Technologies: Online Analytical Processing. A Roadmap to Knowledge-Tone Framework. 11. Developing the e-Business Design. The Challenges of e-Business Strategy Creation. Roadmap to Moving Your Company into e-Business. Phase 1: Knowledge Building. Phase 2: Capability Evaluation. Phase 3: e-Business Design. e-Business Design in Action: The Case of E*TRADE. 12. Translating e-Business Strategy into Action. e-Business Blueprint Creation Is Serious Business. Basic Steps of e-Business Blueprint Planning. Doing the Right Projects: A Prioritization Blueprint. Putting It All Together: The e-Business Blueprint Case. Key Elements of a Business Case. Communicate, Communicate, Communicate. e-Business Project Planning Checklist. Doing the Projects Right: An Execution Blueprint. Why e-Business Initiatives Fail. Endnotes. Index.
721 citations