A METHODOLOGY FOR EVALUATING THE SUPPLY CHAIN MANAGEMENT

USING A CONCEPTUAL MODEL AS REFERENCE

[004-0099]
Alexandre T. Simon
Sílvio R. I. Pires*
The Methodist University of Piracicaba - UNIMEP
Luis C. Di Sério
Getulio Vargas Foundation – EAESP-FGV

* Corresponding author address: Rodovia Santa Bárbara – Iracemápolis, Km 1, Santa

Barbara do Oeste, SP, 13450-000, Brazil, Tel. 55-19-31241822 and 23 sripires@unimep.br
ABSTRACT
Despite the increasing interests in supply chain management (SCM) within the academy
and industrial environment, there is still a lack of academic literature concerning topics
such as methodologies to guide and support SCM evaluation. Therefore, most developed
methodologies have been provided by consulting companies and present a restrict
publication and use. This article presents a methodology for evaluating companies´
adherence degree to a conceptual model of SCM. The methodology is based on the Cooper,
Lambert and Pagh original contribution and it involves eleven analysis referential axis
established from key business process, horizontal structure, and initiatives & practices. It
was pre-tested and supplemented with findings from interviews with academics and
practitioners. Additionally, an illustration application was conducted in three relevant
companies for refining and demonstrating its applicability. In general terms, the
methodology can be considered as a diagnosis instrument that permits the companies to
evaluate its status concerning the SCM.

Keywords: Supply Chain Management, Supply Chain Management Models, Business

Process, SCM initiatives and practices.

INTRODUCTION

Business management has entered the era of inter-network competition. This means that
individual businesses no longer compete as solely autonomous entities, but rather as supply
chains. In this emerging competitive environment, the ultimate success of the single
business will depend on management’s ability to integrate the company’s network of
business relationships. Supply chain management is a strategy through which such an
integration can be achieved (SADEH et al., 2003) (CHRISTOPHER, 2001)
(CHRISTOPHER & RYALS, 1999).
Supply chain management (SCM) is a new and important area in the field of management
research. Despite the increasing interests in this area and the proliferation of SCM within
the academy and industrial environment, yet there is still a lack of academic literature
concerning topics such as methodologies to guide and support SCM evaluation and
implementation (AKKERMANS et al., 2004; CROXTON et al., 2000; LAMBERT et al.,
1998). Specially, the absence of a methodology for evaluating supply chain management
can be considered one the most critical lack in this area. Additionally, most methodologies
related to SCM implementation have been provided by consulting companies and present a
restrict publication and use.
Therefore, before implementing SCM in a company, as any other concept, it is first
necessary to evaluate its status concerning SCM related concepts and for that it is of utmost
importance to establish measurement scales.
Considering limitations in current literature and in SCM practical applications, the
objective of this article is to present the development of a methodology for evaluating in
what extent companies adhere to a conceptual model of SCM.
A very important aspect of this development is that it should provide a framework for
analysis, an efficient method for SCM field development and a clear explanations for
practical applications, what can be considered of fundamental importance for researchers
and practitioners (WACKER, 1998).
In summary, it focuses on identifying and selecting a SCM conceptual model as a
reference, identifying and defining the adequate research methodology and developing the
methodology for evaluating companies' adherence degree to the conceptual model.
The methodology was based on the conceptual model of Supply Chain Management
proposed by Cooper, Lambert and Pagh (Cooper et al. 1997), and on SCM initiatives &
practices. It involves eleven analysis referential axis established from key business
processes, SCM horizontal structure and initiatives & practices.
The key business processes involves Customer Relationship Management, Customer
Service Management, Demand Management, Order Fulfillment, Manufacturing Flow
Management, Supplier Relationship Management, Product Development and
Commercialization and Returns Management. The SCM initiatives & practices selected for
the methodology are: Supplier and Customer base Reduction and Consolidation, Postponed
Manufacturing, In Plant Representatives, Early Supplier Involvement, Electronic Data
Interchange, Vendor Managed Inventory, Efficient Consumer Response, Collaborative
Planning, Forecasting and Replenishment. Finally, the SCM horizontal structure considers
which tiers of suppliers and customers, beyond first tier, are monitored by the focal
company.
In terms of its structure, this article consists of five major sections besides this introduction.
In section two is summarized the theoretical framework of SCM. In section three is
discussed the selection of the reference SCM conceptual model used to develop the
methodology. In section four is presented the research methodology. In section five is
presented the development of the methodology for evaluating companies' adherence degree
to a conceptual model of SCM. In section six is pointed out the main conclusions.

SUPPLY CHAIN MANAGEMENT

Nowadays most individual business no longer compete simply as autonomous
organizations but rather as supply chains. Supply chain is referred as a set of companies
involved in the upstream and downstream flows of products, services, finances, and
information from a source to a customer (MENTZER et al. 2001). In brief, it can be
understood that the supply chain constitutes a network of business relationships.
Under this point of view, as stated in section 1, the success of a single business depends,
primarily, on its ability to integrate the company's network of business relationships. Thus,
what definitely matters is not the competitiveness of an individual company but that of the
supply chain in which the company is inserted. Christopher (1992) pointed that currently
the real competition is not company against company, but rather supply chain against
supply chain.
In this context, Supply Chain Management (SCM) has emerged as a form of achieving
adequate integration of company's network of business relationships. Supply chain
management extends the idea of integrating internal business functions, departments, and
processes beyond the company's frontier to all the companies in the supply chain (Cooper
et al. 1997). Hammer (2002), suggest that will succeed companies that are able to work in
close association with its partners for the development of projects and for the management
of processes that involves all the supply chain.
There are many definitions for supply chain management. Taking into account all the above
mentioned aspects and specific objectives and purposes, The Global Supply Chain Forum
definition was adopted for the development of this article: "Supply Chain Management is
the integration of key business processes from end user through original suppliers that
provides products, services and information that add value for customers and other
stakeholders" (LAMBERT et al. 1998 a; CROXTON et al. 2001).

THE REFERENCE SCM CONCEPTUAL MODEL

From a review of relevant literature, six SCM conceptual models that recognize the need of
implementing business processes were identified (Cooper, Lambert, and Pagh 1997;
Supply-Chain Council - SCOR 1996; Bowersox, Closs, and Stank 1999/Melnyk, Stank,
and Closs 2000; Srivastava, Shervani, and Fahey 1999; Vollman, Cordon, and Heikkilä
2000; Mentzer 2001).
According to Lambert et al. (2005) and Pires (2004), only two of those conceptual models
provide enough information to support research development in this important area:
Cooper, Lambert, and Pagh 1997, and the Supply Chain Council - SCOR models.
In this context, Cooper, Lambert and Pagh SCM conceptual model (Cooper et al. 1997) was
selected to support the evaluating methodology development proposed in this article, based
on many reasons. One is its high frequency of inclusion in existing research, much superior
than the SCOR model. Another is the fact that it is defined broadly and abstractly enough to
facilitate its potential study (LUCAS, 1974 in LEWIS, 1998). Additionally it is of ample
comprehensiveness, since encompasses eight main business processes involving at least six
functional areas of the companies. It has a more academic and didactic base since it
presents clearly a conceptual structure and provides detailed information about the business
processes what amplify the possibilities to theory development.

RESEARCH METHODOLOGY
The research methodology adopted for this paper combines three different methodologies.
Firstly, to define the basic model, it involves the use of Discovery Oriented Approach
(Kohli & Jaworski 1990; Menon et al. 1999) to create a preliminary methodology and to
complement the literature investigation with discussions in small groups of professionals
from academy and industry, directly involved with the area. Secondly, it is complemented
with an additional step that involves pre-testing the methodology by submitting it to a
group of potential respondents and integrating the obtained knowledge to the preliminary
methodology (FORZA, 2002). Finally, it is also supported by Lewis (1998) iterative
triangulation. It employs systematic iterations between literature review, case evidence and
intuition based on the researcher experience and judgement.
Therefore, according to the research methodology adopted for this study, three stages were
necessary for the development of the evaluating methodology;
- Stage 1: development of the preliminary methodology based on an extensive review of
diverse, relevant literature (Preliminary Methodology);
- Stage 2: development of the adjusted methodology from academy and industry
perspectives (Adjusted Methodology), and
- Stage 3: development of the methodology for evaluating companies' adherence degree
to a conceptual model of SCM by integrating knowledge obtained from the illustration
application (Evaluating Methodology).
The methodology is better detailed during the development of each stage, in next section.

DEVELOPMENT OF THE EVALUATING METHODOLOGY

In this section are detailed all the necessary stages for constructing the methodology for
evaluating companies' adherence degree to a conceptual model of SCM.

Development of the Preliminary Methodology

Based on The Global Supply Chain Forum SCM definition, on conceptual model of Supply
Chain Management proposed by Cooper, Lambert and Pagh and on some basic SCM
initiatives & practices, the methodology establishes eleven analysis referential axis.
The first nine analysis referential axis are related to key business processes and it should
identify weather the company manages and integrates them within first tier key customers
and first tier key suppliers. Key business processes proposed by Cooper et al. (1997);
Lambert et al. (1998 a); Croxton, et al. (2001), are:
- Customer Relationship Management;
- Customer Service Management;
- Demand Management;
- Order Fulfillment;
- Manufacturing Flow Management;
- Supplier Relationship Management;
- Product Development and Commercialization, and
- Returns Management;
In order to eliminate a possible source of confusion Returns Management process was
separated in Returns Management from customers and Returns Management to suppliers.
The tenth analysis referential axis is related to horizontal supply chain structure and should
identify weather the company monitors the management of key business processes beyond
first tier of key suppliers and first tier of key customers.
The eleventh analysis referential axis is related to SCM initiatives & practices and should
identify weather the company uses or intend to use these initiatives & practices to support
business processes management.
A defined number of requirements were associated to each analysis referential axis. From
the analysis of each requirement in each one of the referential axis it is possible to establish
the company's adherence degree to the conceptual model of SCM. It is important to note
that the core of the methodology is related to the integration of key business processes.

Requirements associated to the analysis referential axis related to key business

processes
Key business processes definitions, objectives and strategic and operational sub-processes
stated in literature (Croxton et al. 2001, Lambert 2004, Bowersox & Closs 2001,
Christopher 2001 and Lambert et al.1998b) were detailed, analyzed, and translated into
evaluating parameters or requirements using the language of industrial environment. One
hundred requirements were identified for key business processes. These requirements were
submitted to a selected group constituted of a professional from industry, an academic and
three professors/consultancy professionals. After a lot of discussions and many decisions
meetings, were defined which requirements should be considered in the methodology. The
final requirements are presented on Table 1 to 11.
 Table 1 - Requirements of analysis referential axis related to customer relationship
management business process
Process: Customer Relationship Management
Requirements:
- Company differentiates customers identifying key customers
- Company has a cross-functional team for customer relationship management
- Company provides the framework for managing relationships with customers
- Develops and implements customized product/service agreement for key customers
- Develops and implements product/service agreement for customers segments
- Develops process improvement programs with customers
- Develops efforts to reduce demand variability with customers
- Develops programs with customers to eliminate non value added activities
- Identify opportunities with customers
- Develops guidelines for sharing process improvement benefits with customers
- There are procedures to periodically evaluate customer, based on bought products, sales and position on its market Segment
- Designs performance reports to measure the firm's financial impact on those customers
- Designs performance reports to measure the customer's financial impact on the company

Table 2 - Requirements of the analysis referential axis related to customer service

management business process
Process: Customer Service Management
Requirements:
- Company has a cross-functional team for customer service management
- Develops customer service strategy
- There is a communication channel to provide customers information about PSA
- There is an action plan to evaluate alternatives for manage events and its effects on the customer and on internal operations of the
company
- The team determines a set of actions working jointly with the specialists in each of the functions affected by the event to evaluate
the situation and define solutions
- The team coordinates the implementation of the selected alternatives
- The event is recorded in a database that can be used for future reference
- The evolution of the event is monitored in order to know to what extent the response has been implemented
- The team inform the customer about how the issue is being resolved

Table 3 - Requirements of the analysis referential axis related to demand management

business process
Process: Demand Management
Requirements:
- Company has a cross-functional team for demand management
- There are guidelines to collect data/information for forecast demand
- The team determines which forecasting approaches to use
- The forecasts are communicated to the other process teams that are affected by them including customer service management, order
fulfillment, manufacturing flow, and product development and commercialization
- There are synchronization procedures to match the demand forecast to the company's production, sourcing and distribution
capabilities.
- There are contingency plans in the event of even internal or external events that disrupt the balance of supply and demand
- The team reviews and adjust the forecasts periodically
- The team works with the manufacturing flow team to gain flexibility
- The team works with customer relationship management team to reduce demand variability
- The team evaluates periodically differences between forecasts and actual demand
- The team evaluates periodically the level of production capacity utilization
 Table 4 - Requirements of the analysis referential axis related to order fulfillment business
process
Process: Order fulfillment
Requirements
- Company has a cross-functional team for order fulfillment management
- The team defines requirements for order fulfillment
- The team defines the specific steps from order entry to product delivery
- The team verifies customer credit
- The inventory is checked to verify if it is possible to fulfill the customer order
- The team communicates Customer Service Management team when customer order is delivered
- The team communicates with the customer relationship management process team to make sure that all customer expectations are
met.
- Order cycle time is measured
- The team monitors quantity of complete orders delivered on time and compares to order fulfillment policy
- The team provides information about the order to Customer Service Management, Manufacturing Flow Management and Demand
Management teams

Table 5 - Requirements of the analysis referential axis related to manufacturing flow

management business process
Process: Manufacturing Flow Management
Requirements:
- Company has a cross-functional team for manufacturing flow management
- The team develops and implements a master production schedule
- The team produces a detailed capacity plan and a time-phased requirement plan
- The team identify manufacturing constraints and determines manufacturing capabilities
- The team synchronizes capacity and demand
- The team discusses the product and service agreement with customer relationship management team
- The team communicates manufacturing capabilities to the demand management, order fulfillment, and returns process teams
- The company has make or buy strategies clearly defined
- The company develops programs and implements actions to augment manufacturing flexibility
- The team measures manufacturing cycle time
- The team measures work in process level
- The team measures the quality levels
- There are procedures to identify non conformity causes
- There are procedures to define manufacturing priorities

Table 6 - Requirements of the analysis referential axis related to supplier relationship

management business process
Process: Supplier Relationship Management
Requirements:
- Company differentiates suppliers identifying key suppliers
- Company has a cross-functional team for supplier relationship management
- Company provides the framework for managing relationships with suppliers
- Develops and implements customized product/service agreement for key suppliers
- Develops and implements product/service agreement for suppliers segments
- Develops process improvement programs with suppliers
- There are procedures to quantify processes improvements benefits
- Identify opportunities with key suppliers
- Develops guidelines for sharing process improvement benefits with suppliers
- Designs performance reports to measure the costs/profitability of individual supply orders
- There are procedures for suppliers evaluation and development
- There are procedures to periodically evaluate supplier, based on bought products, relationship and position on its market segment
 Table 7 - Requirements of the analysis referential axis related to product development and
commercialization business process
Process: Product Development and Commercialization
Requirements:
- Company has a cross-functional team for product development and commercialization process management
- The team includes customers and suppliers members
- Company has methodology to create new products and services
- There are defined guidelines for new product development
- Product development project determines product profitability levels
- Product development project determines time-to-market expectations
- Company designs and builds prototypes
- The team analyses make or buy decision
- The team determines marketing and distribution channels
- The team interacts with manufacturing flow management and supplier relationship management processes teams to product rollout
- The team works together marketing function for new products development
- The team evaluates new product sales performance

Table 8 - Requirements of the analysis referential axis related to returns management

business process (from customers)
Process: Returns Management (from customers)
Requirements:
- Company has a cross-functional team for returns (from customers) management process
- There are defined procedures for returns management process
- There are defined procedures for returns disposition
- There are defined plans for transporting and holding returned products until they reach their final disposition
- There is an analysis plan to identify returns causes
- There are rules for credit/debt customer/supplier
- There is a program for returnable packaging
- There are procedures for evaluating financial impact of the returns
- The returns are recorded
- The returns records are used for implement improvements in process and product

Table 9 - Requirements of the analysis referential axis related to returns management

business process (to suppliers)
Process: Returns Management (to suppliers)
Requirements:
- Company has a cross-functional team for returns (to suppliers) management process
- There are defined procedures for returns management process
- There are defined plans for transporting and holding returned products until they reach their final disposition
- There are rules for credit/debt supplier
- There is a program for returnable packaging
- There is an analysis plan to identify returns causes
- There are procedures for evaluating financial impact of the returns
- The team informs supplier relationship management process team about the returns
- There are procedures to eliminate returns causes

Requirements associated to the analysis referential axis related to horizontal supply

chain structure
For horizontal supply chain structure, which identify weather the company monitors the
management of key business processes beyond first tier key suppliers and first tier key
customers, were defined four requirements:
 Table 10 - Requirements of the analysis referential axis related to horizontal supply chain
structure
Analysis referential axis related to horizontal supply chain structure:
Requirement:
- Company monitors key business processes management with second tier of key customers
- Company monitors key business processes management beyond second tier of key customers
- Company monitors key business processes management with second tier of key suppliers
- Company monitors key business processes management beyond second tier of key suppliers

Requirements associated to analysis referential axis related to SCM initiative &

practices
For initiatives & practices, which identify if the company uses or intend to use SCM
initiatives & practices to support business processes management, were defined eight
requirements.

Table 11 - Requirements of analysis referential axis related to SCM initiatives & practices
Analysis referential axis related to SCM initiatives & practices
Requirement:
- Supplier and Customer base Reduction and Consolidation
- Postponed manufacturing;
- In plant representatives;
- Early supplier involvement;
- Electronic Data Interchange;
- Vendor Managed Inventory;
- Efficient consumer response, and
- Collaborative planning, forecasting and replenishment.

Categories and measurement scale

A set of categories is associated to each requirement of each analysis referential axis. So,
each requirement is classified in five categories, and each category reflects the situation of
the company related to that specific requirement.
The categories combine amplitude and depth characteristics. Amplitude is related to the
quantity of items to which the requirement is applied and is expressed in two levels: (1) for
the majority of the items, and (2) not for the majority of the items. Depth is related to the
way the requirement is applied: in a documented manner (formally) and in a non-
documented manner (not formally).
Considering these situations, the following categories were established:
- Category 5 - company satisfies the requirement for the majority of the items related to
it and makes it formally.
Note: The items related to the requirement refers, for example, to "customers", "orders",
"events", "teams", "suppliers", "functional areas", "departments", and so on.
- Category 4 - company satisfies the requirement not for the majority of the items
related to it but makes it formally;
- Category 3 - company satisfies the requirement for the majority of the items related to
it but does not make it formally;
- Category 2 - company satisfies the requirement not for the majority of the items
related to it and does not make it formally;
- Category 1 - company does not satisfy the requirement.

As result, category 5 reflects the best situation concerning the parameters toward the high
adherence degree of the company to the conceptual model of SCM. On the contrary,
Category 1 reflects the worst situation.
Considering that it is not possible to measure the necessary effort to take one requirement
from a defined category to a higher one, it is adopted an ordinal scale as the measurement
scale. So it provides information about the ordination of categories, not about the
magnitude of the differences among them (REA & PARKER, 2000).

Analysis of the results

Normally companies applies many of the requirements of the business processes what does
not mean that they have a successful SCM. What really matters is the integration and
management of all business processes, and to make this, companies must apply all the
requirements of all processes, for the majority of the items related to each requirement and
in a documented manner, i.e., formally. This is called the highest ordination and this is the
situation that can lead companies to the highest adherence degree to the conceptual model
of SCM.
So, company adherence degree is obtained in dependence of the frequency of requirements
occurring in the highest ordination, taking into account all the referential analysis axis.
Table 12 helps organize the data and Table 13 provides the adherence degree.
 Table 12 - Formulary for presenting the results of the methodology application, and determining adherence
(A)
Ordination E1 E2 E3 E4 E5 E6 E7 E8 E9 E10 E11 Frequency (%)

5 A
4 Y
3 Z
2 V
1 W
Total

The percentage value obtained in ordination 5, on Table12, represents the adherence

(A). From this value, on Table 13, it is obtained the adherence degree of the company to the
conceptual model of SCM.

Table 13 - Adherence degree of the company in dependence of adherence (A)

Adherence A (%) SCM – Evaluation Adherence Degree

94<A≤100 Ideal
84<A≤94 High
74<A≤84 Medium
A≤74 Low

From the total of 112 requirements to be evaluated, those related to key business processes
and horizontal structure of supply chain, are mandatory. From those related to SCM
initiatives & practices, only one, Supplier and Customer base Reduction and Consolidation,
is mandatory (companies can manage its supply chain without considering the others, even
though they are helpfully). In this way 105 requirements are mandatory, what means that
ideal adherence A is situated in a range going from 94 to 100%. For high and medium
adherence degree it was established a range of 10 points in percentage. Low adherence
degree is equal or under of 74%.
Frequency of requirements occurring in ordination 4 to 1 must be used as a reference to
identify the status of the company related to SCM. From them, company should analyze
involved requirements on these ordinations, verify which are more distant of 5 ordination
and which are the most critical. Company must establish priorities and actions plan toward
higher degree of adherence. Even though the ordinal scale adopted is not aimed to measure
the effort to go from one level to a higher one, ordinations 4 to 1 help company to have, at
least, an idea of the overall situation.
It should be noted that Tables 1 to 13, above presented, are the final ones since they already
integrate the knowledge and suggestions obtained on illustration application.

Organization and planning of methodology application

The requirements established for the referential analysis axis form the questions that are put
together in a questionnaire built in a structure aiming to facilitate its application and
motivate the respondents.
Considering the complexity and the high number of questions, the data collection
instrument should be applied by personal interviews. In this manner the researcher can get
more detailed information, explain the questions, provide detailed instructions, and assure
responses reliability by checking the evidences. On the other hand, there are disadvantages
when using this method as, for instance, higher costs, more stress and less privacy (REA &
PARKER, 2000). In these applications disadvantages are easily compensated by the
advantages, mainly taking in to account that SCM is a new field and needs practical and
theoretical complementation.
The methodology application should initiate with a detailed planning of the interviews,
selecting previously the persons that will be interviewed in the company and make the
arrangement for this interviews.

Identifying the focal company

The methodology considers that a supply chain is a group of basic chains, and each basic
chain involves the company that will be evaluated and its first tier customers and suppliers.
In this way each company must manage and integrate business process within key members
of basic chain and then the total chain will be managed. The leader company of the supply
chain is responsible for verifying or monitoring weather the other key members, both
suppliers or customers, are managing their basic chains. Therefore the evaluating
methodology should be applied at the supply chain leader company.

Development of adjusted methodology

After its development, the preliminary methodology was pre-tested to evaluate the defined
requirements, categories, measurement scale and matters related to the interviewed
understanding of the questions, clarity of construction and readability, comprehensiveness
and focus of requirements and related categories and acceptability. Based upon the results
of the pre-test, some of items were eliminated or reworded, and other was added.
For this purpose four academic experts and three industry experts were interviewed.

Development of evaluating methodology

As stated initially, an illustration application was conducted in three relevant companies to
accomplish Forza (2002) and Lewis (1998) recommendations, for refining the methodology
and for demonstrating its applicability.
For this purpose, an intentional sampling was established. Intentional sampling is a non
probabilistic sampling in which the researcher utilizes his professional experience, rather
than at random, to select, for instance, the companies that will participate of a defined
research (REA & PARKER, 2000).
For the development of this stage three companies were selected. By one side a company
with recognized competency in SCM practice, and by the other side two companies without
recognized competency in the area. However, the three companies are leaders in their
supply chain.
After the illustration application the gained knowledge was analyzed and added to the
adjusted methodology resulting in the methodology for evaluating companies’ adherence
degree to a conceptual model of SCM or SCM – EAD Methodology.

CONCLUSIONS
Although SCM today is undoubtedly a contemporary and important area in the field of
operations management, the literature still reveals a paucity of academic studies involving
key topics such as generic methodologies to guide and support SCM implementation and
evaluation.
There are several contributions of this paper to the knowledge of supply chain management
evaluation. In general terms, the methodology proposed in this article can be considered as
a diagnosis instrument that permits companies evaluate their status concerning aspects of
SCM. Based on this diagnosis, companies can identify and implement activities aimed at
increasing their adherence to the reference model and augmenting the benefits gained
through SCM.
The methodology provides a model to analyze SCM, contributes to the development of the
subject and provides explanations for practical applications. Additionally, it can be used by
both academics and practitioners to develop complementary researches in this area.
Derived from a major research project, the methodology contributes to the theoretical
development on SCM and research development on applications of structured models for
implementing and supporting effective SCM.
The methodology is an initial reference for SCM evaluation process, and should be
improved as the SCM theory evolves.

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