New Managerial Challenges from Supply Chain Opportunities

Ballou, Ronald H.; Gilbert, Stephen M.; Mukherjee, Ashok

doi:10.1016/s0019-8501(99)00107-8

Cited by 333 publications

(222 citation statements)

References 15 publications

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“…This could be attributed to a lack of cooperation between members of the whole chain considering the low scores that breeders exhibit and the subsequent "snowball effect" that this may affect the chain as a whole. This lack of cooperation between chain members is well-documented in the food SCM literature [see Fearne (1998) for the UK beef chain; Van der Vorst (2006) for other national food chains] but it is also discussed extensively in the "generic" (non-food) marketing and SCM literature [see relevant theoretical paper by Ballou, et al (2000) and Tan (2006) who examined various SCs representing sectors such as textile, furniture, chemicals and tobacco to name a few]. Major sustainability performance differences were also noted in relation to "quality of my firm's products packaging".…”

Section: Discussionmentioning

confidence: 99%

“…A similar finding is proposed by Zhao, et al (2002) for other "generic", non-food chains regarding the influential role of information sharing and ordering co-ordination by chain members on the total SC performance. Therefore, a higher level of cooperation and coordination in product conservation time between all members is essential to achieve sustainable performance as this will have an impact on the quality of the final dairy products; however, we anticipate that it will be challenging to achieve this [see Fearne (1998) for the lack of co-operation and co-ordination in the UK food chain; Van der Vorst (2006) for other national food chains; Zhao, et al (2002);Ballou, et al (2000); Tan (2006) for other "generic", non-food chains]. In addition, the positive performance of the dairy chain in traceability is partly explained by the strong performance of the large dairy manufacturers who lead the chain on this indicator.…”

Section: Discussionmentioning

confidence: 99%

“…To our knowledge, this is the first study that monitors the sustainability performance of the whole SC by examining all key chain members in the evaluation. Hence, we follow an inter-organizational, supply chain-wide approach that has been highly recommended by many marketing and operations management researchers in the past (see Ballou, et al 2000;Gunasekaran, et al 2004;Jüttner, et al 2010;Van der Vorst 2006). In addition, our work has contributed to the marketing, operations management and SCM literature regarding the performance of a SC and its key members by following the use of a specific set of marketing and operations, sustainability-related indicators.…”

Section: Conclusion Managerial Implications and Future Researchmentioning

confidence: 99%

See 2 more Smart Citations

Examining sustainability performance in the supply chain: The case of the Greek dairy sector

Bourlakis

Maglaras

Gallear

et al. 2014

Industrial Marketing Management

108

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Conclusion Managerial Implications and Future Researchmentioning

confidence: 99%

See 1 more Smart Citation

Examining sustainability performance in the supply chain: The case of the Greek dairy sector

Bourlakis

Maglaras

Gallear

et al. 2014

Industrial Marketing Management

108

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“…The extent of integration can begin with product design, and incorporate all steps leading to the ultimate sale of the item (Transportation and Distribution, 1998;Modern Materials Handling, 1998;Ballou et al, 2000). Some authors also include all activities throughout the useful life of the product including service, reverse logistics and recycling (Carter and Ellram, 1998;Coleman and Austrian, 2000;Thomas and Griffin, 1996).…”

Section: Asmentioning

confidence: 99%

Supply chain management integration and implementation: a literature review

Power

2005

Supply Chain Management: An International Journal

506

344

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Purpose -The purpose of this paper is to review a sample of the literature relating to the integration and implementation of supply chain management practices from a strategic viewpoint. Design/methodology/approach -The literature is examined from three perspectives. First, supply chain integration covers issues relating to integration of core processes across organizational boundaries through improved communication, partnerships, alliances and cooperation. Second, strategy and planning examines supply chain management as a strategic matter for trading partners, along with factors relating to the amount of planning required. Third, implementation issues concern factors critical for successful implementation, as well as issues specific to inter and intraorganizational aspects of supply chain initiatives are contained in this sub-group Findings -An important emergent theme from the literature is the importance of taking a holistic view, and the systemic nature of interactions between the participants. At the same time, it is also apparent that this requirement to take such an holistic and systemic view of the supply chain acts as an impediment to more extensive implementation. The strategic nature of adopting a supply chain wide perspective, on the one hand provides significant potential benefit, and on the other requires trading partners to think and act strategically. This is easier said than done within a stand-alone organization, let alone across a diverse and dispersed group of trading partners. Research limitations/implications -The scope of this review is by design limited to a cross-section of the literature in this area. As such, it cannot, and does not, attempt to be an examination of the full range of the literature, but a sampling of important and influential works. Practical implications -This review of the literature serves to highlight the inter-dependence between integration (technologies, logistics, and partnerships), a strategic view of supply chain systems, and implementation approach. All three need to inform and underpin each other in order for management of supply chains to be able to deliver on the promise of benefits for all trading partners. Originality/value -This study reviews a sample of recent and classic literature in this field, and in doing so provides some clear guidelines for the conduct of future research.

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“…La Figura 1 muestra la evolución que los estudios de la cadena de valor (Porter, 1985) y de la cadena de suministro han tenido desde sus inicios, para la industria manufacturera (ej. Ballou et al, 1984;Hammer, 2006) y, con mucho menos investigación, para el área de servicios (Fernie, 1995). Sin embargo, en años recientes, investigadores de la cadena de valor (Stylianou y Turner, 1999) y de suministro (O'Brien y Kenneth, 1996) 10 han empezado a extender unos pocos estudios del área de servicios a IES's 11 (Habib, 2010a).…”

Section: Revisión De La Literaturaunclassified

Demanda y oferta de educación superior: Integración total de la cadena de valor y las cadenas de suministro

Jiménez

Salinas

2017

Econ. y Admin.

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RESUMENPara la demanda y oferta de educación superior (ES), se propone un modelo sistémico que integra una cadena de valor y dos de suministro de ES de Honduras, que incluye los insumos/entradas de ES (ej. graduados de educación media), el proceso de ES, las salidas/resultados de la ES. Para ello, se toman todos los actores de lo que podría ser considerado como un sistema de valor y de suministro de ES (proveedores de insumos, ofertantes/universidades y demandantes/ beneficiarios de resultados) para entender como sus interrelaciones contribuye al éxito de las operaciones de las tres funciones fundamentales de ES: docencia, investigación y vinculación con la sociedad. Así pues, la perspectiva holística considera tanto a una cadena de suministro de docencia (transferencia de conocimiento a estudiantes para convertirse en profesionales como parte del capital intelectual de ES), como a una cadena de suministro de investigación/proyecto (producción de conocimiento), así como una cadena de valor de la vinculación con la sociedad, que realimente el valor percibido de los resultados de ES (profesionales e investigación) entregados a sus demandantes. Así pues, dicha integración muestra no sólo el valor añadido por el proceso de la ES a ambos suministros (docencia e investigación), sino también la productividad de ambos, mejorando continuamente el flujo bidireccional ES-sociedad (Oferta y Demanda de ES). Todo ello como fundamento para investigaciones futuras, en un proyecto de ES en marcha, que permitan la articulación eficiente y eficaz entre proveedor de insumos, ofertante de ES y demandante de ES, guiada por la demanda (valor suplido al demandante) desde un modelo de un sistema de valor y de http://www.iies-unah.org/Revista 21

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New Managerial Challenges from Supply Chain Opportunities

Cited by 333 publications

References 15 publications

Examining sustainability performance in the supply chain: The case of the Greek dairy sector

Examining sustainability performance in the supply chain: The case of the Greek dairy sector

Supply chain management integration and implementation: a literature review

Demanda y oferta de educación superior: Integración total de la cadena de valor y las cadenas de suministro

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