...Northeastern University D’Amore-McKim School of Business SCHM2301 Supply Chain and Operations Management Tuesdays & Fridays 119DG 1/8-4/16 Michael Power 214 Hayden Hall Phone: 617-373-3498 Email: m.power@neu.edu Office Hours: Tuesdays & Thursdays 11:45am-1:15pm or by appointment Text: “Managing Operations Across the Supply Chain” 2nd Edition, by Swink, Melnyk, Cooper, Hartley, Publisher McGraw-Hill, ISBN: 13: 978-1-12-180339-8 All pertinent information can be found on BLACKBOARD. Course Description: The overarching course objective is to develop an in-depth understanding of integrative managerial issues and challenges related to developing and implementing a firm's Supply Chain and Operations Management Strategy. Attention is directed to the supply chain and operations mission confronted by varied types of business organizations. Supply Chain and Operations Management is positioned as a value-adding process that achieves time and place synchronization of demand stimulation and operations fulfillment. Emphasis will be placed on challenges related to providing logistical support for development of customer service standards, procurement, manufacturing, market-distribution and after-sales activities. The topics studied will span supply chain strategy, segmental positioning, service provider relationship development and maintenance, value-added services, forecasting and collaborative planning, order management, transportation, inventory...
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...Introduction to Supply Chain Management Technologies Second Edition Introduction to Supply Chain Management Technologies Second Edition David Frederick Ross CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2011 by Taylor and Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Printed in the United States of America on acid-free paper 10 9 8 7 6 5 4 3 2 1 International Standard Book Number-13: 978-1-4398-3753-5 (Ebook-PDF) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval...
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...1. Question Supply Chain Resources definition are Materials, People, Information, Money or any other such resources that must be managed for profitable business operations. Define and describe brief information of the resources defined. Supply chain management (SCM) is the management of the flow of goods. It includes the movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption. Interconnected or interlinked networks, channels and node businesses are involved in the provision of products and services required by end customers in a supply chain. Supply chain management has been defined as the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally. SCM draws heavily from the areas of operations management, logistics, procurement, and information technology, and strives for an integrated approach. Commonly accepted definitions of supply chain management include: • The management of upstream and downstream value-added flows of materials, final goods, and related information among suppliers, company, resellers, and final consumers. • The systematic, strategic coordination of traditional business functions and tactics across all business functions within a particular...
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...Supply Chain Management: An International Journal Theoretical perspectives on information sharing in supply chains: a systematic literature review and conceptual framework Joakim Kembro Kostas Selviaridis Dag Näslund Article information: Downloaded by National Institute of Industrial Engineering NITIE At 14:05 29 January 2016 (PT) To cite this document: Joakim Kembro Kostas Selviaridis Dag Näslund , (2014),"Theoretical perspectives on information sharing in supply chains: a systematic literature review and conceptual framework", Supply Chain Management: An International Journal, Vol. 19 Iss 5/6 pp. 609 - 625 Permanent link to this document: http://dx.doi.org/10.1108/SCM-12-2013-0460 Downloaded on: 29 January 2016, At: 14:05 (PT) References: this document contains references to 137 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1329 times since 2014* Users who downloaded this article also downloaded: Muhammad Mustafa Kamal, Zahir Irani, (2014),"Analysing supply chain integration through a systematic literature review: a normative perspective", Supply Chain Management: An International Journal, Vol. 19 Iss 5/6 pp. 523-557 http:// dx.doi.org/10.1108/SCM-12-2013-0491 Florian Kache, Stefan Seuring, (2014),"Linking collaboration and integration to risk and performance in supply chains via a review of literature reviews", Supply Chain Management: An International Journal, Vol. 19 Iss...
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...Review on Impact of supply chain integration on the performance of Bahman group By- Fateme Moshkdanian Introduction: Supply chain integration is widely considered by both practitioners and researchers a vital contributor to supply chain performance. The two key flows in such relationships are material and information. In this paper, researcher has investigated the integrations of both information and material flows between supply chain partners and their effect on operational performance, specifically the role of long-term supplier relationship as the driver of the integration. Using data from Bahman group managers and staffs of logistics, IT, purchase and customer services this study showed that information integration (information technology and information sharing) positively influence logistic integration and via this factor it improves performance. It also shows that long term relationship with suppliers indirectly improves performance through information and logistic integration. About the scenario: During the 1950s and 1960s, most manufacturers emphasized mass production as a strategy to reduce their production costs. In this environment, product development was very slow and limited to the ability of domestic producers. Bottlenecks in production lines, leading to a host of operations during the construction works were documented...
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...Aligning Sourcing and procurement strategy to corporate strategy/strategic supplier selection analysis, Collaboration methods and mechanisms INTRODUCTION Organizations are operating in an environment characterized by continuous economic, social, natural and political disruptions to their sources of supplies and services/ consumers and markets. To survive in this turbulent and highly competitive market place, these organizations must continually monitor their competitive positions alongside their internally controllable functional strategies to ensure they are proactively aligned with the overall corporate strategy. To succeed therefore in this fact evolving global competitive business environment, an innovative business concept Supply Chain Management was introduced to help align the functional strategies with the overall business strategies and suppliers. During World War I and II, the success of a firm was not dependent on what it could sell, since the market was almost unlimited. Instead, the ability to obtain from suppliers the raw materials, suppliers and services needed to keep the factories and mines operating was the key determinant of organizational success. Consequently, attention was given to organization policies, strategies and procedures of the supply chain functions which resulted to activities termed logistics, souring, procurement, material management. By the open of 1970’s, organizations faced two most challenging problems: an international shortage of almost...
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...21st Bled eConference eCollaboration: Overcoming Boundaries through Multi-Channel Interaction June 15 - 18, 2008; Bled, Slovenia Value Creation in B2B E-Markets of China: A Practical Perspective Jing Zhao a, , Shan Wang b and Wilfred V Huang c a Center for International Cooperation in E-Business, College of Management China University of Geosciences, Wuhan 430074, P.R.China zhao5563@gmail.com b Department of Management Science, School of Business, Renmin University, 59 Zhong Guan Cun Avenue, Haidian District, Beijing 100872, P.R. China wangs7@gmail.com c College of Business, Alfred University, Alfred, NY 14802, U.S.A. fhuang@alfred.edu Abstract In China, the development of e-market has unique characteristics in the transactional processes and market mechanisms, which relate largely to the current industry structure, financial infrastructure and organization structure. This paper seeks to develop a conceptual model of B2B e-market value creation strategy, and can also be used to highlight the complexity of such activities for Chinese B2B e-markets. A process-oriented approach to modelling the value of e-market, rather than strategic position theory or a simple descriptive approach, is found to be more suitable and has been selected. The model consists of two dimensions: the e-commerce process and the controlling complexity. We apply the model in an actual Chinese B2B e-market (Alibaba.com). The crucial value creation activities and strategies in the four...
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...Research Methodologies in Supply Chain Management Herbert Kotzab ´ Stefan Seuring Martin Mçller ´ Gerald Reiner (Editors) Research Methodologies in Supply Chain Management In Collaboration with Magnus Westhaus With 71 Figures and 67 Tables Physica-Verlag A Springer Company Professor Dr. Herbert Kotzab Copenhagen Business School Department of Operations Management SCM-Group Solbjerg Plads 3 2000 Frederiksberg Denmark hk.om@cbs.dk PD Dr. Stefan Seuring PD Dr. Martin Mçller Supply Chain Management Center Institute of Business Administration Faculty of Business, Economics and Law Uhlhornsweg 26111 Oldenburg Germany stefan.seuring@uni-oldenburg.de martin.mueller@uni-oldenburg.de Dr. Gerald Reiner Vienna University of Economics and Business Administration Department of Production Management Nordbergstraûe 15 1090 Vienna Austria gerald.reiner@wu-wien.ac.at Cataloging-in-Publication Data Library of Congress Control Number: 2005924508 ISBN 3-7908-1583-7 Physica-Verlag Heidelberg New York This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must...
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...Sharing Demand Signals: A New Challenge to Improve Collaboration within Supply Chains Karine Evrard-Samuel University Pierre Mendès-France Grenoble II, karine.samuel@upmf-grenoble.fr The purpose of this article is to provide an overview of collaborative demand planning. This article focuses on this practice particularly when information is shared in the downstream supply chain between a manufacturer and a retailer. We show how a manufacturing supply chain needs to be aligned with the retail supply chain in order to create value for the trading partners and for the end consumer. Through the analysis of three case studies we attempt to identify which practices allow efficient collaborative demand planning. Regarding the findings, different types of demand signals are identified through the planning process and allow us to highlight some breaking points that prevent the alignment and optimization of the retail chain. Research implications are the identification of four steps in the demand planning process that will help managers to better understand which actions should be taken to improve their collaboration practices. The originality of this article lies in the fact that it goes beyond historical demand figure analysis and focuses instead on information sharing about demand signals within supply chains as one of the keys to responding to retail demand with greater agility. Introduction One of the main challenges that firms have to face within the current environment is to increase...
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...Marketing Management, 14e (Kotler/Keller) Chapter 2 Developing Marketing Strategies and Plans 1) The task of any business is to ________. A) create customer needs B) differentiate in terms of cost of production C) deliver customer value at a profit D) reduce competition E) communicate similar value as provided by competitors Answer: C Page Ref: 33 Objective: 1 Difficulty: Easy 2) What is the traditional view of marketing? A) Firms should just focus on production because if the products are good then they will automatically sell. B) Firms should just focus on production and selling because marketing occurs as a part of the selling process. C) Firms should have a proper marketing team that can increase consumers' awareness of their products and rouse their interest in them. D) Firms should price their products as low as possible so that marketing them becomes easy. E) Firms should remember that promotion is the most important of the four Ps. Answer: B Page Ref: 33 Objective: 1 Difficulty: Easy 3) Value delivery process can be divided into three phases, out of which "choosing the value" implies _______, which is the essence of strategic marketing. A) segmentation, developing, and delivering B) targeting, positioning, and communicating C) targeting, positioning, and delivering D) segmentation, targeting, and positioning E) researching, developing, and delivering Answer: D Page Ref: 34 Objective: 1 AACSB: Reflective thinking Difficulty:...
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...March 17 - 19, 2010, Hong Kong Supply Chain Integration: Definition and Challenges Hussain A.H Awad, Mohammad Othman Nassar Abstract—Ever Since the Council of Supply Chain Management Professionals (CSCMP) Defined Supply Chain Management and the Council of Logistics Management (CLM) adopted the definition of logistics in 1984, the integration of a supply chain processes or activities became obligatory definition. Many firms have extended their chain from upstream and downstream to include other vendors, agents of vendor, and customers. These firms have successfully implemented the concept of supply chain integration with spectacular results after they recognize and manage the integration challenges of supply chain. This research is a humble scientific attempt to shed more on the challenges and the obstacles that those companies faced during their success journey stand behind finding integration in their supply chain. By reviewing the available literature about the supply chain integration challenges we didn’t find a single source able to present all these challenges that may face the organization during its implementation of supply chain integration. The main contributions for this paper are integrating all the of supply chain integration challenges in one source. These contributions will be very helpful for the organizations that establish the integration in their supply chain Index Terms— Supply chain integration, Challenges of supply chain integration. I. INTRODUCTION...
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...Limited. All rights reserved When ETO companies design the supply chain during new product development process R. Cigolini1, M. Pero1*, A. Sianesi1 1 * Department of Management, Economics and Industrial Engineering, Politecnico di Milano, ITALY Corresponding Author: E-mail: margherita.pero@polimi.it Phone: +39.02.2399.2819; Fax: .2700 Abstract This paper outlines the interface between product development process and supply chain configuration. It highlights the relevance of product features on the time the sourcing decisions are taken with respect to the product development phases. Multiple case studies in Engineer-To-Order (ETO) industries have been performed to investigate how companies configure the product development process and choose the timing of sourcing decisions along the process. Results suggest that the time companies take supply chain configuration decisions varies according to product features: high techno-logical complexity pushes companies to re-think their supply chain in the early phases of product development process, e.g. in terms of make-or-buy decisions and suppliers selection. The proposed framework helps decisions makers arrange the product development process by defining when supply chain configuration should take place. Keywords: Supply Chain, New Product Development, Engineer To Order, Supply Chain Design.. DOI: http://dx.doi.org/10.4314/ijest.v6i3.3S 1. Introduction The coordination of supply chain (SC) configuration with new product development process...
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...Kenneth J. Petersenc a Department of Marketing and Supply Chain Management, Eli Broad Graduate School of Management, Michigan State University, East Lansing, MI 48824-1122, USA b North Carolina State University, Raleigh, NC, USA c University of Oregon, Eugene, OR, USA Abstract In many industries, firms are striving to integrate material suppliers earlier into the new product/process development process. This involvement may range from simple consultation with suppliers on design ideas to making suppliers fully responsible for the design of components or systems they will supply. In this paper, we develop and test a conceptual model of the effect of elements of the supplier integration process on cost, quality, and new product development time, under conditions of technology uncertainty. Technology uncertainty is operationalized here, as the degree to which the product or process technologies employed in the project are new, complex, and/or rapidly changing. The results suggest that technology uncertainty have a negative impact on cost results, but no direct effect on quality or cycle time. The results also show that certain elements of the supplier integration process are more likely to be employed under conditions of technology uncertainty, leading to significant improvements in cost, quality, and cycle time objectives. D 2001 Elsevier Science Inc. All rights reserved. Keywords: Product development; Suppliers; Collaboration; Purchasing; Technology; Structural equation modeling ...
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...Rutgers in 1975 and 1989. VASSILKA KIROVA received a Ph.D. in computer science from NJIT. Her areas of interest include specification and software productivity and quality. She can be reached at kirova@bell-labs.com. FADI P. DEEK is professor and dean of the College of Science and Liberal Arts at NJIT. His research interests include software engineering and learning systems. Mojgan Mohtashami, Thomas Marlowe, Vassilka Kirova, and Fadi P. Deek Collaborative software development involving multiple organizational units, often spanning national, language, and cultural boundaries, raises new challenges and risks that can derail software development projects even when traditional risk factors are being controlled. This article presents a framework that can be used to manage collaborative software development projects, based on an extended set of risk management principles. Three risk factors — trust, culture, and collaborative communication — are discussed in depth. OLLABORATIVE SOFTWARE DEVELOPment (CSD) entails multiple teams, working for multiple organizational units within the same or different companies, and no clear central authority. Software development in such an environment often crosses national, linguistic, and cultural boundaries and requires changes in the nature of risk management. Risk management is a routine practice of software development and project management. It deals with anticipating, preventing, and mitigating problems arising in the software product,...
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...INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT International Journal of Project Management 25 (2007) 150–157 www.elsevier.com/locate/ijproman Coordination mechanisms for construction supply chain management in the Internet environment Xiaolong Xue a,c,* , Yaowu Wang a,c , Qiping Shen b,c , Xiaoguo Yu a,d a c Department of Construction and Real Estate, School of Management, Harbin Institute of Technology, P.O. Box 1243, No. 13, Fayuan Street, Harbin 150001, China b Department of Building and Real Estate, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong, China National Center for Technology, Policy and Management, Science Park, Harbin Institute of Technology, No. 2, Yikuang Street, Harbin 150001, China d Harbin Institute of Technology, Shenzhen Graduate School, HIT Campus of Shenzhen University Town, XiLi, Shenzhen 518055, China Abstract The construction industry in general is characterized with high fragmentation, low productivity, cost and time overruns, and conflicts compared with other manufacturing industries. Supply chain management as an innovative management mode provides a new solution for resolving these problems from systems perspective. Coordination is the core issue to improve construction performance in construction supply chain (CSC). In this paper, the concepts of CSC and CSC management are defined. Furthermore, the inter-organization problems that effect CSC coordination are identified. Considering the Internet...
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