Supply chain performance measurement in the automotive sector: A structured content analysis

Lemghari, R.; Sarsri, D.; Okar, Chafik; Es-Satty, Asmaa

doi:10.5267/j.uscm.2019.6.002

Cited by 10 publications

(7 citation statements)

References 41 publications

(60 reference statements)

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“…The complexity of SCOR has been found during the research that it can lead to miss something and generate an invalid model for supply chain action [11]. It also requires a good knowledge of both understanding the SCOR guidance and the actual operation of the activities in the field [12]. Moreover, converting the SCOR explanation to an easy language is the most challenging task of the research.…”

Section: Performance Attributes and Performance Metricsmentioning

confidence: 99%

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Determining Performance Metrics of Supply Chain Management in Make-to-Order Small-Medium Enterprise Using Supply Chain Operation Reference Model (SCOR Version 12.0)

Kusrini¹,

Miranda²

2021

MMEP

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Performance measurement in supply chain management is essential to facilitate the company to achieve effectiveness and efficiency to meet customer satisfaction. One of the models to measure performance in the supply chain is SCOR version 12. This model presents a business process framework, performance indicators, best practices, and unique technologies to support communication and collaboration between supply chain partners to increase the effectiveness of supply chain management and the effectiveness of supply chain improvements. This research used SCOR 12.0 to identify the performance metrics within the supply chain. A make-to-order small-medium enterprise (SMEs) in Yogyakarta, Indonesia, is the object of the research. We portrayed the business scope diagram by identifying the process elements in each tier (plan, source, make, deliver, return, enable) and decomposing each Process into performance attributes, i.e., Reliability, responsiveness, agility, cost, and asset management efficiency. We obtained three performance attributes (Reliability, responsiveness, and cost) based on observation and interviews, 52 performance metrics spread into 47 process elements. The SMEs can use the performance metric framework to measure supply chain management performance in make-to-order products.

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Section: Performance Attributes and Performance Metricsmentioning

confidence: 99%

“…For implementing the SCOR model, Organizations must conduct extensive training [11]. Modeling by SCOR requires a good knowledge of the actual operation of the activities and conducting studies in the field [12]. Based on the Ref.…”

Section: Introductionmentioning

confidence: 99%

Determining Performance Metrics of Supply Chain Management in Make-to-Order Small-Medium Enterprise Using Supply Chain Operation Reference Model (SCOR Version 12.0)

Kusrini¹,

Miranda²

2021

MMEP

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“…Growth of an economy and its technological landscape are immensely influenced by the state of the auto manufacturing industry, which is considered to be one of the most important parts of the manufacturing segment (Radouane, Driss, Chafik, & Asmaa, 2019; Sánchez & Pérez, 2005). Viability of the capital-intensive automobile industry, with its presence worldwide, depends largely on the economy of scale and vertical integration (Schulze, Paul MacDuffie, & Täube, 2015).…”

Section: Review Of Literaturementioning

confidence: 99%

Supply Chain Performance and Profitability in Indian Automobile Industry: Evidence of Segmental Difference

Tripathi

Talukder

2020

Global Business Review

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The automobile industry is broadly categorized into three segments—commercial vehicles, passenger vehicles and two/three-wheelers. The automobile supply chain is complex, as this includes raw material suppliers, component manufacturers, sub assemblers, final assemblers, different distribution channels, networks and end consumers. This demands a robust supply chain that can integrate all these links for cost efficiency and profitability. The objectives of this article are to find segmental differences in the supply chain performance of the Indian automobile industry and to quantify the impact of supply chain performance on the overall profitability of the firms across the segments. This article measures the performance of the supply chain of Indian automobile industry segments integrating supply chain financial metrics and supply chain operations reference key performance indicators (SCOR KPIs) through a 10-year timeline. The results are compared across segments to identify unique performance features, if any, using ANOVA. A panel data fixed effect model (least square dummy variable [LSDV]) is constructed to establish the relationship between supply chain performance and profitability and to understand whether the identified supply chain performance variables have any significant impact on profitability across the segments. This article has evidenced that though the supply chain of two/three-wheelers segment is performing better in fixed asset and inventory turnover it is more impacted by distribution inefficiency. The supply chain of the commercial-vehicles segment is impacted more by excess fixed assets, distribution inefficiency and poor inventory turnover. Although inventory turnover of passenger-vehicles segment is better than that of the commercial vehicles, the supply chain fixed assets remain a concern for this segment. Across the industry segments, the profitability of the segment is more impacted by poor distribution efficiency compared to fixed assets and inventory turnover. This article contributes towards finding key segmental supply chain performance features of the Indian automobile industry and building a panel data fixed effect model by integrating supply chain performance indicators with the profitability of the firms across the segments. This model can contribute towards effective decision-making in the automobile supply chain.

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“…Although internal business environment is essential in business planning and decision-making, but more important thing is that external business environment cannot be controlled by organizers and managers. A business organization is described as an open system interacting with external business environment in the basics of symbiosis (Lemghari et al, 2019). On the other hand, a business organization is benefited from environment and vice versa (Le et al, 2019).…”

Section: Mediating Role Of Supply Chain Management Performancementioning

confidence: 99%

The effect of corporate entrepreneurship, organizational culture on supply chain management and business performance in chemical industry

Nguyen¹,

Nguyen²,

Pham³

2020

10.5267/j.uscm

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The article is purposed to assess the impact of corporate entrepreneurship on organizational culture, supply chain management performance and business performance. Particularly, it examines the moderating role of organizational culture and corporate size on the relationship between corporate entrepreneurship and business performance. The research is carried out on 96 chemical companies in Vietnam, using PLS-SEM technique. The results indicate that organizational culture and company size had moderating role effected positively by corporate entrepreneurship to business performance through organizational culture and supply chain management performance. .

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Supply chain performance measurement in the automotive sector: A structured content analysis

Cited by 10 publications

References 41 publications

Determining Performance Metrics of Supply Chain Management in Make-to-Order Small-Medium Enterprise Using Supply Chain Operation Reference Model (SCOR Version 12.0)

Determining Performance Metrics of Supply Chain Management in Make-to-Order Small-Medium Enterprise Using Supply Chain Operation Reference Model (SCOR Version 12.0)

Supply Chain Performance and Profitability in Indian Automobile Industry: Evidence of Segmental Difference

The effect of corporate entrepreneurship, organizational culture on supply chain management and business performance in chemical industry

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