Creating flex‐lean‐agile value chain by outsourcing

Mohammed, Ilyas R.; Shankar, Ravi; Banwet, D.K.

doi:10.1108/14637150810876670

Cited by 94 publications

(55 citation statements)

References 71 publications

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“…As the level of SC integration needed depends largely on the amount of uncertainty within the SC [91]-an issue that has to be properly dealt with in order to define an effective supply chain policy [8]-the development of an integrated SC requires the management and coordination at different levels of abstraction, i.e. operational and tactical, of material flow [92] and information flow [54], [93]. This in turn depend on the interoperability between business processes, via their standardization, mutual adjustment of practices, or synchronization of the decision centers [94].…”

Section: Sc Communication (Information Sharing)mentioning

confidence: 99%

“…SCs are one of many different forms of inter-enterprise practices [25]. The ideal business model for achieving inter-organization integration is "collaboration", as limited visibility into supplier contracts and performance exposes enterprises to inflated costs, diminished negotiation leverage, missed rebates and saving opportunities, overcharging by suppliers, lowcompliance rates, greater risk of supply, policy and regulatory violations [93]. In the case of SC collaboration, it is often defined as two or more chain members working together to establish a functioning alliance [100] that creates a competitive advantage through a unified approach to value creation [70], which in turn requires considering several points of view [14].…”

Section: Sc Collaboration and Cooperationmentioning

confidence: 99%

See 1 more Smart Citation

Modeling the Supply Chain Management Creation of Value — A Literature Review of Relevant Concepts

Martínez-Olvera¹,

Davizon-Castillo²

2015

Applications of Contemporary Management Approaches in Supply Chains

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3. S&D elements realignment; based on the realignment of the SC partners' static and dynamic elements (i.e. network structure and decision-making processes) affecting the material, information, and cash flows… 4. C&O fulfilment; in the face of internal/external constraints and local/global objectives. SC design & modelingIn general terms, a SC can be considered as 1) composed by inbound logistics, component suppliers, final assembly plants, and outbound logistics echelons [32], [33], [34], [35], where the relevance of the physical functions (i.e. transportation and storage) to the efficient supply,

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Section: Sc Communication (Information Sharing)mentioning

confidence: 99%

Section: Sc Collaboration and Cooperationmentioning

confidence: 99%

Modeling the Supply Chain Management Creation of Value — A Literature Review of Relevant Concepts

Martínez-Olvera¹,

Davizon-Castillo²

2015

Applications of Contemporary Management Approaches in Supply Chains

View full text Add to dashboard Cite

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“…In this, a set of different and directly related variables affecting the system under consideration is structured into a comprehensive systematic model. It has been used for over 25 years by specially trained consultants to help their client understand complex situations and find solution to complex problems (Mohammed et al, 2008). First proposed by Warfield (1974), ISM is a computer-assisted learning process that enables individuals or group to develop a map of complex relationship between the many elements involved in complex situation.…”

Section: Interpretive Structural Modelingmentioning

confidence: 99%

Modeling the enablers of Six Sigma using interpreting structural modeling

Soti¹,

Shankar

Kaushal³

2010

Journal of Modelling in Management

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107

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this research paper is to study the enablers of Six Sigma and to establish relationship among them using interpretive structural modeling (ISM). Design/methodology/approach -The research paper presents a blend of theoretical framework and practical applications. In the paper, 11 enablers of Six Sigma are identified from literature survey and experts' opinion and then these are validated by questionnaire survey in India. Finally, ISM is used to obtain structural relationship among these enablers of Six Sigma. Findings -The ISM-based model indicates that "effective top management leadership role", "availability of funds" and "availability of expert training" are strategic requirements; "organizational culture", "organizational infrastructure", "quality maturity level of organization", and "employees' adaptability and flexibility towards learning" are tactical requirements. "Statistical thinking", "committed work force", "reliable data gathering and retrieval system", and "technical competence" are operational requirements for Six Sigma applications. Originality/value -Enablers are the building blocks for deployment of Six Sigma. To know the key enablers and relationship among them can help many organizations to develop Six Sigma competences. It is one of the foremost attempts to model enablers of Six Sigma. The paper provides useful insights to the Six Sigma implementers, consultants, and researchers.

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“…Today, coordination and integration of supply chain activities strongly depend on the performance of modern contributions of IT throughout the value chain [12]. Outsourcing IT value chain activities can be a driver of flexibility, agility and leanness of supply chains [13]. For this reason, for decades, managers have made the strategic decision to delegate their non-specialized operations, including IT activities to external professional suppliers, termed IT outsourcing [10].…”

Section: Introductionmentioning

confidence: 99%