1.

RFID and Supply Chain Management: Introduction to the Special Issue

Reference: Coltman, Tim; Gadh, Rajit; Michael, Katina.Journal of Theoretical and Applied Electronic
Commerce Research; Curicó Vol. 3, Iss. 1, (Apr 2008): III, IV, V, VI.

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210857111

Abstract

As markets become more global and competition intensifies, firms are beginning to realize that
competition is not exclusively a firm versus firm domain but a supply chain against a supply chain
phenomenon. Visibility across operational activities-from demand forecasting, to the sourcing of raw
materials, through to manufacture and dispatch-is critical to supply chain competition. Customers
will no longer tolerate delays in response times and information is required in minutes not hours, to
enable individual stakeholders to plan, organize and control their supply chain activities.
Consequently, the most effective supply chain networks are dynamic in nature, distributed in
architecture, and leverage sophisticated real-time analytics.

1. The supply chain management processes

Reference: Croxton, Keely L; Garcia-Dastugue, Sebastian J; Lambert, Douglas M; Rogers, Dale

S.International Journal of Logistics Management; Ponte Vedra Beach Vol. 12, Iss. 2, (2001): 13-36.
DOI:10.1108/09574090110806271

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number on the search bar

235873785

Abstract

Increasingly, supply chain management is being recognized as the management of key business
processes across the network of organizations that comprise the supply chain. While many have
recognized the benefits of a process approach to managing the business and the supply chain, most

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are vague about what processes are to be considered, what sub-processes and activities are
contained in each process, and how the processes interact with each other and with the traditional
functional silos. This paper provides strategic and operational descriptions of each of the eight
supply chain processes identified by members of The Global Supply Chain Forum, as well as
illustrations of the interfaces among the processes and an example of how a process approach can
be implemented within an organization. The aim is to provide managers with a framework to be used
in implementing supply chain management, instructors with material useful in structuring a supply
chain management course, and researchers with a set of opportunities for further development of
the field.

1. THE EIGHT ESSENTIAL SUPPLY CHAIN MANAGEMENT PROCESSES

Reference: Lambert, Douglas M.Supply Chain Management Review; Framington Vol. 8, Iss. 6, (Sep
2004): 18-26.

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number on the search bar

221137874

Abstract

Successful supply chain management requires cross-functional integration of key business processes
within the firm and across the network of firms that comprise the supply chain. Drawing from work
done by The Global Supply Chain Forum, this article identifies the eight processes that need to be
managed and integrated for successful supply chain management: 1. customer relationship
management, 2. customer service management, 3. demand management, 4. order fulfillment, 5.
manufacturing flow management, 6. supplier relationship management, 7. product development and
commercialization, and 8. returns management. Each of the eight supply chain management
processes has both strategic and operational elements - that is, a strategic element in which the firm
establishes and strategically manages the process and an operational element in which the firm
executes the process.

© 2022 Athena Global Education. All Rights Reserved