A business that has no robust supply chain can be a disaster. It is of significance that one think about the
delivery aspect link when determining supply chain efficiency. This link is what directly influences efficacy
and is the crucial determinant for client satisfaction. When there is technology improvement linkage within
this section, performance measures and delivery efficacy will increase business
competitiveness. Managers need to
recognize that getting products to the consumers quicker than the competition
will enhance their organizations’ competitive edge.
For business to maintain competitive edge requires
that its managers be innovative in providing solutions that are significant to
supply chain management issues such as enhanced analysis, load planning, route
planning and network sharing design. It is imperative this effectiveness is defined
in levels of supply chain goals, information supervision dynamics, capability
levels and capability success characteristics.
Business manager should connect supply chain
performance metrics to company short-term financial, strategic objectives for
improve profitability as the primary long-term financial goal. In this dynamic business environment, the
increase of just-in-time and quick response in inventory management and third
party require adaptability. Supply chain
management will require all participants to consider shorter cycle time to
maintain a competitive advantage through development and to utilize the right
set of performance measures.
Assessing the effectiveness of a proposed set of
performance measures for supply chain delivery efficiency is crucial to the
development of the supply chain management.
Performance measurement aspect of supply chain efforts may involve some
changes such as building trust relationship between sellers and buyers. The need to enhance the adversarial
relationships in collaboration and partnerships among companies in the network
may exist. Hence, it is of significance
to use knowledge administration dynamics and proficiency management sentience for
businesses which are in need of innovation to advance their supply chain
competitiveness.
Business organizations’ R&D need to investigate
more into collaborative aspects in the broader context of supplier-buyer
relationships. The other implication of
collaboration is examining two cultural factors, market and learning
orientation, in the context of augmenting agility of suppliers/buyers in the
organization to
cope with disruptions. Disruptions occur
when there is no visibility of information flow as the key to enabling the
coordination in the network. These
supply chain business issues can sometimes be remedied through competence in continuous
learning with supplier/buyer network improvement.
References
Wagner, S. M., Grosse-Ruykena, P. T., & Erhun,
F. (2012). The link between supply chain fit and financial performance of the
firm. Journal of Operations Management 30,
340-353. doi:10.1016/j.jom.2012.01.001
Elgazzar, S. H., Tipi, N.S., Hubbard, N. J., &
Leach, D. Z. (2012). Linking supply chain processes’ performance to a company’s
financial strategic objectives. European Journal
of Operational Research. doi:10.1016/j.ejor.2012.05.043
Cannella, S., & Ciancimino, E. (2010). On the Bullwhip Avoidance Phase: supply chain
collaboration and order smoothing. International
Journal of Production Research. 48,
6739-6776. doi:10.1080/00207540903252308.
Braunscheidel, M. J., Suresh, N. C., & Boisnier,
A. D. (2010). Investigating the impact of organizational culture on supply
chain integration. Human Resource
Management, 49(5), 883-911. doi:10.1002/hrm.20381
Kayakutlu, G., & Büyüközkan, G. (2010).
Effective supply value chain based on competence success. Supply Chain
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10.1108/13598541011028732
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