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Digital Supply Chain
Companies that do not have good supply chain systems and processes often experience lower customer satisfaction levels, order lead times, and inefficient production processes vs. those that do. Before the widespread expansion of the Internet, most supply chains operated according to a very traditional and linear model -- business partners worked together directly with separately managed linkages between suppliers and customers. Today, the advent of the Internet has had a significant impact on supply chain management. Digital supply chain is an emerging trend especially in the music, publishing, and library industries. It provides a rare opportunity to use electronic means to impact the delivery of goods and services, offering a unique view of the process at critical points between the origin of raw materials to final delivery to the customer.
A number of companies have used the Internet to lower costs and add value to their business. First and foremost, the Internet can create more sourcing opportunities for materials. Partnering options are widely expanded with players...
Online forums, public exchanges and paid member sites exploded in popularity in the late 1990s and allow suppliers and buyers to connect in new ways. Major benefits include automated procurement, collaboration in forecasting, planning and replenishment, and lower costs due to more competitive bidding (Gulledge and Chavusholu, 2008). In addition, materials are often easier to source with shorter lead times due to a greater number of supplier options. All of this has the potential to decrease inventory volume, thus decreasing overhead costs.
The supply chain of the past was often an inflexible series of events that somehow managed to get products out the door. It often involved inaccurate inventory forecasts, rigid production plans and hypothetical shipping schedules. Digital supply chain management, especially for video and virtual content, has ushered in a new paradigm. Warehouses are being replaced with data centers, boxes replaced by bits, and trucks replaced by bandwidth (Whelage, 2008). Within the digital supply chain, one can…
References
Gulledge, T. And Chavusholu, T. (2008) "Automating the Construction of Supply Chain Key Performance Indicators," Industrial Management & Data Systems, Vol. 108, No. 6, pp.750-774.
Tarantillis, C.D., Kiranoudis, C.T., and Theodorakopoulos, N.D. (2008) "A Web-based ERP System for Business Services and Supply Chain Management: Application to Real-World Process Scheduling," European Journal of Operational Research, Vol. 187, No. 3, pp.1310-1326.
Wehlage, C.J. (2008) "How the Digital Supply Chain Made Apple No. 1 on the Supply Chain Top 25," AMR Research, July 28, 2008
This shift in responsibility that a payoff can force over time needs to be dealt with from a business process management and change management standpoint over the long-term (Jacobs, Chase, 2010). By concentrating on the unique requirements and needs of the internal stakeholders, payoff analysis can be profitable and productive over the long-term. References: Juan Alberto Aragon-Correa, & Enrique a Rubio-Lopez. (2007). Proactive Corporate Environmental Strategies: Myths and Misunderstandings. Long-Range Planning,
This dynamic is more than an experience effect or network effect, as it is multiplicative across the many members of the supplier network, in effect creating an entirely new platform for sharing knowledge and information. The reliance on analytics for creating the necessary integration links and platforms for decision making also dominate this phase of maturity in any supply chain network (Wang, Huang, Dismukes, 2004). With the findings that what
Supply Chain strategies are like a living thin. They must change and adapt in order to meet the ever evolving needs of the customer and the business. They need to be flexible enough to drive ideal operational and tactical decisions. It also must be precise and clear. This is because it allows for immediacy in decision-making. For example, future opportunities require a supply chain strategy to evolve with time. Twenty years
Discussion: SCMOperations and Supply Chain Management Processes refer to the procedures involved in producing and delivering goods and services. Every business uses these processes. An example would be if one were to run a small online clothing store, the operations would involve designing clothes, sourcing materials, and manufacturing and delivering the product. The supply chain process would involve selecting reliable suppliers for materials, ensuring timely delivery to customers, and managing
Global Supply Chain DesignIntroductionGlobal network design plays a crucial role in the modern business environment. As Meixell and Gargeya (2000) note, this is an area that is subject to influence from a range of factors, from technology changes to political circumstances. As a result, organizations are continually seeking ways to optimize their supply chain processes to stay competitive (Meixell & Gargeya, 2000). This paper examines some of the traditional and
Article Review: Manufacturing Focused Supply Chain Integration Introduction The article by Georgise, Thoben and Seifert (2014) entitled “Supply Chain Integration in the Manufacturing Firms in Developing Country: An Ethiopian Case Study” was published in 2014 in the Journal of Industrial Engineering. It shows how supply chain integration can enhance value creation and what challenges manufacturing firms in developing countries face when attempting to implement supply chain integration. This paper will summarize the