Supply Chain Management Maturity Assessment: Challenges of the Enterprises in Serbia

Abstract

Nowadays competition has been spread to supply chains, instead of individual enterprises. Therefore, beside evaluation of enterprise’s capabilities to manage business processes, it is important to assess capabilities for business process management at supply chain level. The purpose of the research presented in this paper is to point out the necessity of supply chain management maturity in implementation of best practice. Research methodology is based on supply chain management maturity models. Application of the Delphi method enabled usage of maturity model, adapted to the enterprises in Serbia. The value of the research precedes from unique combination of best practice elements for the assessment of supply chain management maturity level. The research results show that best practice elements are not very popular in the enterprises in Serbia. All enterprises are at the second and third maturity level. Bearing in mind that everything has to be improved continually, maturity models, proposed by different authors can be further developed by including certain statistical tools. The original contribution of this paper and its practical implication refer to including statistical tools, hierarchical cluster analysis and correlation, into maturity analysis, thus enabling creation of framework as a road-map for the improvement of supply chain management maturity.

Trends and Recommendations for Enhancing Maturity Models in Supply Chain Management and Logistics

“…Indeed, according to various scholars, the concept of performance measurement and management is not only relevant but often serves as the starting point for assessment and continuous improvement initiatives. In some cases, performance management is even regarded as a distinct dimension within the model [2,18,77]. They provide a pathway from a low-level situation to a higher-level one [137], which can be assessed both qualitatively by adhering to specific benchmarks and quantitatively through performance indicators [25,89,138].…”

“…Different approaches can be followed for the development of a MM, including theory-driven, practitioner-based, or mixed-design approaches. Theory-driven approaches commonly rely on literature research, whereas practitioner-based approaches make use of empirical development tools such as interviews [87,125,126], focus groups [8,16], and Delphi studies [18,36,127]. Analytical approaches, such as AHP [10,128,129], fuzzy theory [100,109,130], and principal component analysis [131], are less frequent but still noteworthy.…”

“…These tools follow a systematic methodology encompassing the phases of scope, design, and application, often in collaboration with field experts to ensure practical applicability [17]. The practical benefits [18] of MMs in SCML have been confirmed in both the manufacturing [19] and service sectors [20]. For instance, Trisnawati and Pujawan conducted a study to measure the supply chain management maturity of 57 manufacturing companies, aiming to identify the most influential factors [3].…”

The strategic alignment between supply chain process management maturity model and competitive strategy

“…SCPM3 is a maturity model for SCM, based on the capability indicators of SCM processes. According to Radosavljevic et al (2016), this model consists of 90 capability indicators of the SC process, grouped into 13 BPs (Figure 1) and serve as a basis for defining predator relationships between the SCM processes. SCPM skills evaluated by the model describe SCM competencies that represent best practices according to the SCOR (Souza et al , 2015).…”