Supply Chain Development for the Lean Enterprise

Cooper, Robin L.; Slagmulder, Regine

doi:10.1201/9780203737873

Cited by 37 publications

(115 citation statements)

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“…The generation of administrative and financial information should assist managers to make decisions in that scenario (Seal, Berry, & Cullen, 2004;Tomkins, 2001). This requires companies to manage not only their internal operations but, in unison, the operations of other chain companies (Cooper & Slagmulder, 1999;Kulmala et al, 2002;Kajüter & Kulmala, 2005;Coad & Cullen, 2006;Souza & Rocha, 2009). From this context, the Interorganizational Cost Management emerges in the area of strategic management of costs.…”

Section: Interorganizational Cost Managementmentioning

confidence: 99%

“…Interorganizational Cost Management is a structured approach to the coordination of activities of companies in a supply chain, so that its total costs are reduced (Cooper & Slagmulder, 1999). Souza and Rocha (2009, p. 25) state that "Interorganizational Cost Management is a cooperative process of cost management comprising other organizations from a value chain besides the company itself".…”

Section: Interorganizational Cost Managementmentioning

confidence: 99%

“…IOCM aims to reduce costs related to the distribution, logistics and manufacturing of products (Cooper & Slagmulder, 1999). The different methods for cost reduction share a focus on the coordination of businesses in the supply chain and in cost management policies across organizational boundaries, aiming at an "intelligent" cost management, so that the cooperative relations of the chain are more efficient before competitor chains (Christopher, 2007).…”

Section: Interorganizational Cost Managementmentioning

confidence: 99%

“…Cooper and Slagmulder (1999) explain that Interorganizational Cost Management is a structured approach to coordinating the activities of companies in a supply chain, aiming at reducing total network costs.…”

Section: Introductionmentioning

confidence: 99%

“…Studies concerning Interorganizational relationships say that this approach is a tool for businesses to grow in the market in which they operate, generating benefits for all those involved (Ellram, 1994;Ellram & Siferd, 1998;Cooper & Slagmulder, 1999;Ferrin & Plank, 2002;LaLonde, 2003). Nevertheless, from an empirical point of view, there is a significant number of businesses that fail to participate in cooperative processes, and many networks are unable to consolidate their structures and management models (Sadowski & Duysters, 2008;Pereira, Alves, & Silva, 2010).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Inhibiting Factors of Inter-organizational Cost Management Complementary Study

Farias¹,

Gasparetto²

2016

IBR

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The research problem of this study is based on the discussion of inhibitors related Interorganizational Cost Management (IOCM). Taking on an inductive logic, the studyś objective is exploratory by way of a qualitative approach, with the overall goal of analyzing which factors inhibit the applicability of Interorganizational Cost Management. This study is a complement and completion of the debate initiated by Farias (2016). Fifty-four surveys retrieved from the literature were analyzed, which demonstrate the difficulties faced by companies in managing costs in a cooperative manner. Analysis on these studies could illustrate the perceptions held by different businesses, and list the difficulties faced by them, leading to the identification of 30 inhibiting factors. The diversity of the same highlights the interdisciplinary nature, as well as complexity, of the phenomenon in question. The study chose to divide the inhibiting factors into three groups, which relate to the developmental stages of Interorganizational relationships (planning, start of operations and maturation), with the inhibitors present in the three stages. Inhibitory factors related to People were found to be most predominant; the implementation of Interorganizational approaches requires not only changes in processes, but also in the adaptation of organizational behavior on part of those involved. Thus, the application of IOCM cannot be seen as a technical approach, guided by technology and management programs alone, and companies need to overcome internal barriers.

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Section: Interorganizational Cost Managementmentioning

confidence: 99%

Section: Interorganizational Cost Managementmentioning

confidence: 99%

Section: Interorganizational Cost Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Inhibiting Factors of Inter-organizational Cost Management Complementary Study

Farias¹,

Gasparetto²

2016

IBR

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Strategic Benefits of Integrating the Managerial Accounting Function With Supply Chain Management

Vann¹

2016

J Corp Accounting Finance

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The importance of supply chain management has increased over time as a result of more intense global competition, shorter product life, and rapidly changing technologies. This study examines recent academic research to offer practitioners insight into the benefits of incorporating three‐dimensional concurrent engineering and strategic cost management into the design of their supply chain. It has been shown that this integration can enable companies to achieve their strategic goals of improving their organization's operational and financial performance, reducing costs, increasing customer value and satisfaction, and maintaining a competitive advantage in the marketplace. © 2016 Wiley Periodicals, Inc.

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Cooperation of Lean Enterprises — Techniques used for Lean Supply Chain.

Eisler

Horbal

Koch

Advances in Production Management Systems

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The paper presents the problems with integration of the companies within the supply chain. Usually the separate actions are undertaken by the companies to implement lean tools for production systems and external logistics processes. This situation leads to minor results or moving the costs between production and logistics processes instead of reduction. The purpose of the paper is to present the new version of Value Stream Mapping method, focused on synchronised reorganisation of company production system, external logistics processes between the company and its suppliers as well as suppliers' production processes. This paper shows the techniques currently used to support cooperation between enterprises and will demonstrate their incompleteness and how they can be improved.

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Supply Chain Development for the Lean Enterprise

Cited by 37 publications

References 0 publications

Inhibiting Factors of Inter-organizational Cost Management Complementary Study

Inhibiting Factors of Inter-organizational Cost Management Complementary Study

Strategic Benefits of Integrating the Managerial Accounting Function With Supply Chain Management

Cooperation of Lean Enterprises — Techniques used for Lean Supply Chain.

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