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It is erroneous to look at technology in the context of
supply chain management as the panacea; rather it needs to be seen as the
enabler of efficiency and inter-supply chain collaboration, quality
management, and supplier relationship management. Technology is only
applied to supply chains after the fundamental relationships and trust have
been defined, along with a culture that is unique to the collaboration
within a given supply chain. The culture that has emanated from high
quality standards that Toyota has placed on suppliers and the development
of the Toyota supplier base as a learning organization over just
transaction partners. Toyota has rigorous standards for defining their
suppliers and use technology including many forms of online collaborative
applications to further support their quality and egalitarian approach to
managing their suppliers (D R Towill, et.al.). Toyota's best practices
focus on the selective use of technology to further support their strategic
objectives of enforcing very high quality standards, adherence to their
internal processes for performance and execution of supply chain functions,
and the ability of suppliers to create their own learning community.
Technology and its collaborative aspects are then used to strengthen the
trust and interdependent nature of the supply chain.
Studies have shown that that the higher the level of collaboration and
resulting trust, the higher the level of transaction velocity and accuracy
throughout a supply chain. The ability of technology to create this level
of transparency and trust through the use of collaborative tools including
portals, shared applications,...
The
research completed by Mu-Chen Chen, Taho Yang, Hsin-Chia Li (pp. 524)
specifically illustrates this point. Technology is an enabler of
collaboration once trust has been created and maintained. These three
aspects of any supply chain are all predicated on how transparency and
trust are created and sustain, and the role of quality standards in
defining internal supplier performance and the clear benchmarks of
performance to manufacturers based on agreed-upon quality and overall
performance benchmarks.
References
Michael Burkett. "The "Perfect" Product Launch." Supply Chain Management
Review 1 Jul 2005: 12-13. ABI/INFORM Global. ProQuest. 1 Dec. 2007
Mike Ledyard, Bill Keough. "Demand-Driven Supply Chain Meets
Offshoring" Supply Chain Management Review 1 Jul 2007: 11. ABI/INFORM
Global. ProQuest. 1 Dec. 2007
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