Monday, May 14, 2018
Green Supply Chain Collaboration and Incentives: Current trends and future directions (JOURNAL 5)
TITLE: Green Supply Chain Collaboration and Incentives: Current trends and
future directions
http://eprints.nottingham.ac.uk/48887/1/Green%20SCC%20and%20Incentives%20Editorial_31_Dec_2014.pdf
AUTHOR: Gunasekaran, Angappa and Subramanian, Nachiappan
and Rahman, Shams (2015)
YEAR:2014
FRAMEWORK:
ITEM:
CONCLUSION:
1. The effect of buyer-supplier relationships on collaboration between companies of different locations or countries (and comparisons) and its impact on green supply chain management. Also, other determinants of buyer-supplier relationships in green supply chain management should be considered.
2. Sustainable/green food supply chain offers a great scope for further research considering the perishability, health reasons and government policies ®ulations.
3. Develop analytical and simulations models at the implementation/operational level decision making for greening supply chain through collaboration and incentives. Tools or techniques such as game theory, fuzzy logic, linear and integer-programming as well as simulation can be utilized for optimization.
4. Global operational factors such as product pricing, import duty, tax and environmental regulations should be considered in green supply chain decisions.
5. While studying the integration of cloud computing and its effect on relationships for green logistics, the following of logistics factors should be considered: freight 15 forwarding, customs clearance, and sea freight shipment on door-to-door or to port service companies.
6. Multi-criteria decisions making models can be developed for extending the models reported in the special issue so that other real life factors can be considered in order to increase the scope of the applications of such models in green supply chain development.
7. Studies reported have some limitations with reference to sample size and geographical coverage and the hypotheses explored. Also, both the financial and non-financial performance objectives should be considered as a part of future research effort.
8. How to prioritize the efforts and focus areas in organizations for greening supply chain based on the value-added activities? Whether a company should focus on remanufacturing or recycling, procurement, process improvement, and logistics and so on. Depending upon the core business process, companies should decide the effort or initiatives for greening the supply chain.
1. The effect of buyer-supplier relationships on collaboration between companies of different locations or countries (and comparisons) and its impact on green supply chain management. Also, other determinants of buyer-supplier relationships in green supply chain management should be considered.
2. Sustainable/green food supply chain offers a great scope for further research considering the perishability, health reasons and government policies ®ulations.
3. Develop analytical and simulations models at the implementation/operational level decision making for greening supply chain through collaboration and incentives. Tools or techniques such as game theory, fuzzy logic, linear and integer-programming as well as simulation can be utilized for optimization.
4. Global operational factors such as product pricing, import duty, tax and environmental regulations should be considered in green supply chain decisions.
5. While studying the integration of cloud computing and its effect on relationships for green logistics, the following of logistics factors should be considered: freight 15 forwarding, customs clearance, and sea freight shipment on door-to-door or to port service companies.
6. Multi-criteria decisions making models can be developed for extending the models reported in the special issue so that other real life factors can be considered in order to increase the scope of the applications of such models in green supply chain development.
7. Studies reported have some limitations with reference to sample size and geographical coverage and the hypotheses explored. Also, both the financial and non-financial performance objectives should be considered as a part of future research effort.
8. How to prioritize the efforts and focus areas in organizations for greening supply chain based on the value-added activities? Whether a company should focus on remanufacturing or recycling, procurement, process improvement, and logistics and so on. Depending upon the core business process, companies should decide the effort or initiatives for greening the supply chain.
Supply Chain Management and Its Effect on Health Care Service Quality: Quantitative Evidence from Jordanian Private Hospitals (JOURNAL 4)
TITLE: Supply Chain Management and Its Effect on Health Care Service Quality:
Quantitative Evidence from Jordanian Private Hospitals
file:///C:/Users/user/Desktop/ADILAH/SEM%205/SUPPLY%20CHAIN/journal%20group/3.pdf
http://www.sciedu.ca/journal/index.php/jms/article/view/2751/1601
http://www.sciedu.ca/journal/index.php/jms/article/view/2751/1601
AUTHOR: Raeeda Jamal Al-Saa'da1
, Yara Khalid Abu Taleb2
, Mais Elian Al Abdallat3
, Rasmi Abd Alraheem Al-Mahasneh2
,
Nabil Awni Nimer4
& Ghazi A and Al-Weshah5
YEAR : 2013
FRAMEWORK:
ITEM:
CONCLUSION:
The aim of this study was to measure the effect of supply chain management on the quality of healthcare services in Jordanian private hospitals sector from the supply chain officers' perspectives. The results showed that there is a medium relationship between the supply chain management dimensions (the relationship with suppliers, specifications, standards, delivery, and after-sales service) and the quality of healthcare services. The relative contribution supply chain management dimensions in interpreting the quality of healthcare services was (0.25). Thus, the alternative hypothesis is confirmed there is a significant impact of supply chain management dimensions (the relationship with suppliers, specifications, standards, delivery, and after-sales service) on the quality of healthcare services. Consequently, there is a significant impact of supply chain management dimensions (the relationship with suppliers, specifications, standards, delivery, and after-sales service) on the quality of healthcare services. The results also showed that there are no significant differences between supply chain management dimensions and the quality of healthcare services due to some demographic factors such as gender, educational qualification, age, and experience. These results are consistent with recent study in Jordan, The result is consistent with the Jordanian healthcare environment, as around 33%of the health care provided in Jordan is obtained in the private sector (JMH, 2010), which provides primary, secondary, and tertiary services through a network of private clinics and hospitals, mostly concentrated in the capital and other urban centers. This includes 58 hospitals with a total of 3642 hospital beds (33%). The current study-based on literature- developed a new model which depicts the effect of supply chain management dimensions on service quality measurement in health care sector. The proposed model can be extended to different services industries. The study revealed different implications for Jordanian healthcare services which are supported by other studies conducted in Jordan such as (Abu kharmeh, 2012). It is necessary for hospital managers to recognize patients’ needs and expectations. Hospital management can take into account the levels of their ages and their future needs. Hospitals also have to pay attention to select and recruit staffs that are scientifically and practically qualified, especially in the field of health administration. The study also enhanced the importance of supply chain management in service sectors and its effect on service quality. Although a number of studies have attempted to apply principles and frameworks from the manufacturing sector to the service sector such as (Vandaele and Gemmel, 2007), a significant number of other research has emphasized the uniqueness of the service supply chain and called for more studies which account for these factors. In order to improve the quality of care, health specialists should be trained in the field of how to offer care in an effective and efficient manner. But these specialists always face with difficulties in evaluating their experiences and this is mostly because of not being aware about the methods of quality measurement. Kazemzadeh et al (2011) concluded that health care managers' knowledge about service quality factors is a very important element in continuous quality improvement.
ITEM:
CONCLUSION:
The aim of this study was to measure the effect of supply chain management on the quality of healthcare services in Jordanian private hospitals sector from the supply chain officers' perspectives. The results showed that there is a medium relationship between the supply chain management dimensions (the relationship with suppliers, specifications, standards, delivery, and after-sales service) and the quality of healthcare services. The relative contribution supply chain management dimensions in interpreting the quality of healthcare services was (0.25). Thus, the alternative hypothesis is confirmed there is a significant impact of supply chain management dimensions (the relationship with suppliers, specifications, standards, delivery, and after-sales service) on the quality of healthcare services. Consequently, there is a significant impact of supply chain management dimensions (the relationship with suppliers, specifications, standards, delivery, and after-sales service) on the quality of healthcare services. The results also showed that there are no significant differences between supply chain management dimensions and the quality of healthcare services due to some demographic factors such as gender, educational qualification, age, and experience. These results are consistent with recent study in Jordan, The result is consistent with the Jordanian healthcare environment, as around 33%of the health care provided in Jordan is obtained in the private sector (JMH, 2010), which provides primary, secondary, and tertiary services through a network of private clinics and hospitals, mostly concentrated in the capital and other urban centers. This includes 58 hospitals with a total of 3642 hospital beds (33%). The current study-based on literature- developed a new model which depicts the effect of supply chain management dimensions on service quality measurement in health care sector. The proposed model can be extended to different services industries. The study revealed different implications for Jordanian healthcare services which are supported by other studies conducted in Jordan such as (Abu kharmeh, 2012). It is necessary for hospital managers to recognize patients’ needs and expectations. Hospital management can take into account the levels of their ages and their future needs. Hospitals also have to pay attention to select and recruit staffs that are scientifically and practically qualified, especially in the field of health administration. The study also enhanced the importance of supply chain management in service sectors and its effect on service quality. Although a number of studies have attempted to apply principles and frameworks from the manufacturing sector to the service sector such as (Vandaele and Gemmel, 2007), a significant number of other research has emphasized the uniqueness of the service supply chain and called for more studies which account for these factors. In order to improve the quality of care, health specialists should be trained in the field of how to offer care in an effective and efficient manner. But these specialists always face with difficulties in evaluating their experiences and this is mostly because of not being aware about the methods of quality measurement. Kazemzadeh et al (2011) concluded that health care managers' knowledge about service quality factors is a very important element in continuous quality improvement.
The relationship between green supply chain management and performance: A meta-analysis of empirical evidences in Asian emerging economies (JOURNAL 3)
TOPIC: The relationship
between green supply chain management and performance: A meta-analysis of
empirical evidences in Asian emerging economies
YEAR: 2017
FRAMEWORK:
ITEM:
CONCLUSION:
Over the recent years, the rapid industrial modernization has led to negative environmental impacts including greenhouse gas emissions, toxic pollutions, and chemical spills response to the growing global environmental awareness, green supply chain management (GSCM) has emerged as a concept that considers sustainability elements and a combination of environmental thinking along the intra- and inter-firm management of the upstream and downstream supply chain. Manufacturing industry in this study refers to the companies which produce goods for use or sale using labor and machines, tools, chemical and biological processing or formulation.
Besides that, economic performance, referring to profitability in general, is a significant reason for companies to implement GSCM practices. Therefore, we coded studies that measured economic performance using objective or perceived growth in sales, profit, and market share
However, the environmental performance is usually concerned with saving energy and reducing waste, pollution, and emissions. Moreover, linking the supply chain performance with manufacturing sectors, the environmental performance included reducing air emissions, water wastes, and solid wastes, as well as decreasing consumption of hazardous materials.
Then, the social performance in this study was considered a concept to quantify outcomes of the GSCM practices about increasing product and company image, protecting employee health and safety, ensuring customer loyalty and satisfaction.
Green supply chain practices and environmental performance in Brazil: Survey, case studies, and implications for business to business (B2B) (JOURNAL 2)
TITLE: Green
supply chain practices and environmental performance in Brazil:
Survey, case studies, and implications for business to business (B2B)
AUTHOR: Ana
Beatriz Lopes de Sousa Jabboura, Diego Vazquez-Brustd,
Charbel Jose Chiappetta Jabboura, and Hengky
Latane
YEAR: 2017
FRAMEWORK:
ITEM:
SUMMARY:
This article investigated whether or not customers
cooperate in organizations' environmental performance and in what circumstances
this happens; and how customers can collaborate with organizations in order to
improve their environmental performance. It was identified that suppliers and
customers are both very important; each one has a role in supporting organizations
to improve their EP. However, because of extended responsibility, the
cooperation with customers is important, especially regarding packaging and
post consumption, since organizations depend on customers for their products not
to be target of Brazilian environmental law. Such dependence of companies on
customers creates an asymmetric symbiotic relationship where customers'
acceptance of new products is crucial. Therefore, companies attempt to increase
cooperation and dependence of customers in their products by offering customers
(either corporate or citizens) benefits, adding value to the purchase. The
practical implications from the research are that organizations that operate in
Brazil or intend to do business with companies in Brazil need to consider the
customer as a stakeholder that may play a different role to that of a pressure
tier. Customers may induce and propagate environmental solutions, so creating
communication and know-how exchange mechanisms is significant for the
environmental improvement of organizations.
SUPPLY CHAIN MANAGEMENT (JOURNAL 1)
TITLE: The role of Guanxi in green supply chain management in Asia's
emerging
Economies:
A conceptual framework
AUTHOR: Ruoqi Geng, S.
Afshin Mansouri, Emel Aktas, and Dorothy A. Yen
YEAR: 2017
FRAMEWORK:
ITEMS:
CONCLUSION:
- The key to a sustainable supply chain is trust between customers and suppliers and this can also create more profitable supplier relationships. That many companies struggle to establish sustainable supply chains because they attempt to enforce sustainable supply chains solely through monitoring policies and compliance a strategy that will fail “time and time again.”
- Innovating Products and Services. Suppliers that understand a company’s vision and long-term plans are better equipped to suggest changes and ungraded to products and processes, which can improve operations and also help companies accomplish innovation goals.
- Stakeholders including investors and customers are increasingly putting pressure on business to extend their sustainability policies into their supply chains. This is evidenced by a record number of shareholder resolutions related to supply chain sustainability in recent years, as well as social media pressure on companies to ensure they are viewed as committed to sustainable and responsible business practices.
Monday, April 23, 2018
Key Issue in Supply Chain Management
Globalization.
Globalization presents several
critical supply chain management challenges to enterprises and
organizations:
First, to reduce costs across
the supply chain, enterprises are moving manufacturing operations to countries
which offer lower labor costs, lower taxes, and/or lower costs of transport for
raw materials. For some companies, outsourcing production involves not only a
single country, but several countries for different parts of their products.
However, outsourcing not only
extends the production process globally, but also the company’s procurement
network. Having suppliers in different geographic locations complicates the
supply chain. Companies will have to deal with, coordinate, and collaborate
with parties across borders regarding manufacturing, storage, and logistics.
Furthermore, they have to extend or maintain fast delivery lead times to
customers who want to receive their products on schedule despite the increased
complexity in the manufacturer’s supply chains. Finally, they also have to
maintain real-time visibility into their production cycle — from raw materials
to finished goods — to ensure the efficiency of their manufacturing processes.
Second, as companies expand
sales into global markets, localization of existing products requires a
significant change in the supply chain as companies adapt their products to
different cultures and preferences. There is an inherent risk of losing control,
visibility, and proper management over inventory , especially if enterprise
applications are not integrated. This requires managing diverse
structures of data across geographies effectively.
For example: many manufacturers
in Asia still handle trading partner communications via fax and email while
suppliers in North America and Europe have utilized EDI for decades. As
technology matures, suppliers in emerging markets may skip EDI altogether and
move to a more modern API driven approach to communication just as developing
countries have skipped land lines in favor cell phones.
Supply chain practitioners need
to ask if their enterprise technology is prepared to handle these diverse forms
of communication that arise from Globalization, and build a business case to
stay prepared.
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