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The Helferich analysis also supports the findings of other researchers as well in the area of supply chain risk management and security. It has been found that the supply chain design characteristics of complexity of logistics and information sharing, node criticality, density of supply chain partnerships geographically and from a product perspective all influence the capacity for risk mitigation and minimization (Craighead, Blackhurst, Rungtusanatham, Handfield, 2007). Simply put the greater the complexity of a supply chain and its logistics and collaboration functions the greater the need to have an agile, parallel-based supply chain and sourcing strategy in place (Stecke, Kumar, 2009). The need for an integrated framework is crucial if supply chains are able to anticipate and react quickly to disruptions, whether they are from natural disasters or acts of terrorism (Peck, 2005). The need then is for a framework that put agility ahead of formality and response times ahead of overt and exceptionally tight controls. The response of Wal-Mart and other mass merchandisers to the needs of residents in New Orleans after Hurricane Katrina is a vivid reminder of just how critical having an agile supply chain is (Horwitz, 2009). As has been mentioned in the Helferich's Securing the Supply Chain analysis, supply chain security needs to take into account four dimensions and also have role-based access and security privileges by each functional area of supply chain management. These four dimensions include the security of the product or service, security of information flows, security of payments and financial transactions, and security of logistics systems (Pope, 2008). As the Helferich has also pointed out, there needs to be a security structure in place that validates access to each of these four systems and process areas throughout a supply chain. To the extent a supply chain has been able to manage these specific vulnerability areas is the extent to which they can withstand natural disasters and the potential interruptions from terrorist acts and other disasters. The need for an agile, secure and scalable supply chain network to overcome the risks and vulnerabilities mentioned in Helferich's analysis is key. The bottom line is that supply chains are the most critical link...
Ruark, & et al. (2004). Accelerating the Profitability of Hewlett-Packard's Supply Chains. Interfaces, 34(1), 59-72.
Karen Butner. (2010). The smarter supply chain of the future. Strategy & Leadership, 38(1), 22-31.
Chris W. Craighead, Jennifer Blackhurst, M JohnRungtusanatham, & Robert Handfield (2007). The Severity of Supply Chain Disruptions: Design Characteristics and Mitigation Capabilities. Decision Sciences, 38(1), 131-156.
Gunasekaran, a., & Ngai, E.. (2009). Modeling and analysis of build-to-order supply chains. European Journal of Operational Research, 195(2), 319.
Hopkins, M.. (2010). Your Next Supply Chain. MIT Sloan Management Review, 51(2), 17-24.
Horwitz, S.. (2009). Wal-Mart to the Rescue: Private Enterprise's Response to Hurricane Katrina. The Independent Review, 13(4), 511-528.
Paul Kunert. (2005, October). WEEE enforcement could spark price hike. MicroScope,3.
Kwok Hung Lau, & Yiming Wang. (2009). Reverse logistics in the electronic industry of China: a case study. Supply Chain Management, 14(6), 447-465.
Lee, H.. (2008). Embedding sustainability: lessons from the front line. International Commerce Review: ECR Journal, 8(1), 10-20.
Neureuther, B., & Kenyon, G.. (2009). Mitigating Supply Chain Vulnerability. Journal of Marketing Channels, 16(3), 245.
Helen Peck. (2005). Drivers of supply chain vulnerability: an integrated framework. International Journal of Physical Distribution & Logistics Management, 35(3/4), 210-232.
Pope, J.. (2008). Dimensions of Supply Chain Security. Southern Business Review, 33(2), 21-27.
Doug Smock. (2004, June). HP takes the lead on social responsibility. Purchasing, 133(11), 36.
Stecke, K., & Kumar, S.. (2009). Sources of Supply Chain Disruptions, Factors That Breed Vulnerability, and Mitigating Strategies. Journal of Marketing Channels, 16(3), 193.
Tsai, W., &…
References
Corey Billington, Gianpaolo Callioni, Barrett Crane, John D. Ruark, & et al. (2004). Accelerating the Profitability of Hewlett-Packard's Supply Chains. Interfaces, 34(1), 59-72.
Karen Butner. (2010). The smarter supply chain of the future. Strategy & Leadership, 38(1), 22-31.
Chris W. Craighead, Jennifer Blackhurst, M JohnRungtusanatham, & Robert Handfield (2007). The Severity of Supply Chain Disruptions: Design Characteristics and Mitigation Capabilities. Decision Sciences, 38(1), 131-156.
Gunasekaran, a., & Ngai, E.. (2009). Modeling and analysis of build-to-order supply chains. European Journal of Operational Research, 195(2), 319.
(Reza, 2009) This information is building off of the findings from Uthayakumar. This is illustrating how the two tier system can help to streamline operations. However, as time goes by these ideas will become obsolete. The reason why is because they are focusing on particular aspect of supply chain management (i.e. during emergencies and backlogs). Where is it is failing, is through understanding how this strategy could be used when
Supply chain management in FMCG sector Fast Moving Consumer Goods (FMCG) Managing supply of FMCGs Demand and Supply Distribution Channel Traditional channel of FMCGs distribution National Vs Global Presence Products and Services Supply chain opportunities Usage of Supply Chain Management Business development Business performance Cost reduction Revenue Increase Inventory management Overall Business Performance Competitive advantage Future trends Issues in global supply chain management: FMCG sector Multi-channel Supply Chain Management Individual Tagging The FMCG sector is represented as manufacturers and distributors of packaged products. They are also coupled with mega retail brands
Supply chain management has become a concept without which companies could not face the increasingly complicated business environment existent nowadays, especially given the competition of companies that can operate at lower operational costs and thus increase their profit margins through cost competitive advantages. In order to achieve lower costs, better distribution processes and better delivery times, companies have introduced supply chain management. Supply chain management can be defined as "the practice
Supply Chain Management Hypothesis defined Concepts of SCM and the evolution to its present day form Critical factors that affect SCM Trust Information sharing and Knowledge management Culture and Belief -- impact on SCM Global environment and Supply Chain management "Social" and "soft" parameter required for SCM Uncertainties This chapter aims to give an outline and scope of the study that will be undertaken in this work. The study lays out the issues faced by manufacturing organizations when it comes
Supply Chain Management Founded in 1903, Ford Motor Company now manufactures or distributes automobiles across six continents. Ford employs about 164,000 people in about 70 plants worldwide. The company's automotive brands include Ford and Lincoln. According to Ford's corporate website, in 2010 Ford earned $6.6 billion, their highest net income in more than 10 years. In 2010 Ford launched 24 new or redesigned vehicles in key markets around the world. Ford expects
Global Supply Chain Issues The increasing focus on core competencies and efficiency has led many companies to outsource non-core operations to distant specialists, saving production costs and cutting organizational waste. The integrity of a global supply chain is absolutely crucial to keep these relationships profitable. However, the benefits of global supply chain operations extend far beyond cost-savings. They also serve to: (1) Increase Revenue; (2) Achieve Economies of Scale; (3) Reduce