RaiDilaYogaLuq

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.

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

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. 

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

https://ac.els-cdn.com/S0925527316302870/1-s2.0-S0925527316302870-main.pdf?_tid=d3c03e70-2f71-4380-bc04-54c274de5817&acdnat=1526288503_dac8c330f9cb266413e1fd593a9401fb

AUTHOR: Ruoqi Genga, S. Afshin Mansouria, and Emel Aktas

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)

https://www.sciencedirect.com/science/article/abs/pii/S0019850117304066

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

https://www.sciencedirect.com/science/article/pii/S0019850117300068

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. 

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.

INTRODUCTION TO SUPPLY CHAIN MANAGEMENT

Definition of SCM

Supply chain management (SCM of the management of the flow of goods and services is defined as the movement and storage of raw materials, of work-in-process inventory, and of finished goods from point of origin to point of consumption.

 

Importance of SCM

                                     

1) Supplier Performance

The supply chain, as its name suggests, is only as strong as its weakest link. Unfortunately some of the links are unlikely to be under the direct control of your business organisation. To some extent, your suppliers hold your business success (or lack of success), in their hands. That’s why it’s essential to work in collaboration, at least with primary suppliers, to try and minimise supply chain uncertainty. Uncertainty in the supply chain costs money and impacts customer service, making it a particularly disruptive factor in overall business performance. Collaboration between your organisation and its key suppliers is the only way to guard against supply bottlenecks and inventory shortages, both of which can otherwise get in the way of business success.

2) Ethical Procurement and Corporate Responsibility

Recent times have seen what might almost be described as an explosion in the number of commercial brands suffering tarnished reputations and revenue-loss, as a result of unethical practices among their suppliers. Moreover, corporate responsibility issues like this can impact any business, even if unethical supplier practices are discovered two or three tiers deep in the supply chain. If yours is a small or young enterprise trying to find its feet, public knowledge of association with unethical suppliers might very well lead to financial disaster and business failure, as customers react to what they perceive as your wrongdoings. If your supply chain operates across international borders, out of sight must never be out of mind as far as supplier management is concerned. Any performance management program you implement should therefore focus on the integrity and ethical responsibilities of your suppliers’ sources, as well as on service performance and collaborative initiatives.

3) Supply Chain Service Performance

Profitable revenue growth is a sure sign of business success, and one of the most important factors driving profitable growth is customer service and most importantly, customer satisfaction. Customer satisfaction is highly dependent on the supply chain and to be successful, your business must manage its supply chain with that in mind. That means the customer must be a primary focus when considering supply chain strategy, network design and performance management. To put that claim into some perspective, consider this data revealed by Gartner from research conducted in 2014 The research found that by this year (2016),

89% of companies expected to be competing primarily on the basis of customer experience.

That should be sobering news for any business not yet focused on supply chain excellence as a lever for business success. The performance of your supply chain will absolutely impact customers’ perception of your business and the service they receive from it. The following supply chain performance issues can all have a negative impact on customer satisfaction and therefore, hamper the success of your business.

Origins and Foundations of SCM

In the 1940s and 1950s:The focus of logistics research was on how to use mechanization (e.g., pallets and pallet lifts) to improve the very labor intensive processes of material handling and how to take better advantage of space using racking and better warehouse design and layout. The "unit load" concept gained popularity and the use of pallets became widespread. In the mid -1950s, this concept was extended to transportation management with the development of intermodal containers together with ships, trains, and trucks to handle these containers. This was a prerequisite for the supply chain globalization that was to come much later.

In the 1960s and 1970s: Virtually all transactions and record keeping were done manually. The computerization of this data opened the door to a huge opportunity for innovations in logistics planning, from randomized storage in warehouses to optimization of inventory and truck routing. The technologies, particularly those from Operations Research, that researchers had to this point only been able to examine in theoretical models had now become much closer to reality. However, there were still many difficult research issues to resolve in the transition from theory to practice. In the late 1970s and early 1980s, this led to the creation at Georgia Tech of the Production and Distribution Research Center, the Material Handling Research Center, and the Computational Optimization Center. Each of these centers was focused on a different aspect of what this new computer technology made possible.

The 1980s marked the beginning of a sea-change in logistics in the history of supply chain management. The emergence of personal computers in the early 1980s provided tremendously better computer access to planners and a new graphical environment for planning. This spawned a flood of new technology including flexible spreadsheets and map-based interfaces which enabled huge improvements in logistics planning and execution technology.

In the 1990s and 2000s: The logistics boom was fueled further in the 1990s by the emergence of Enterprise Resource Planning (ERP) systems. These systems were motivated in part by the successes achieved by Material Requirements Planning systems developed in the 1970s and 1980s, in part by the desire to integrate the multiple databases that existed in almost all companies and seldom talked to each other, and in part by concerns that existing systems might have catastrophic failures as a result of not being able to handle the year 2000 date. In spite of some significant problems in getting the ERP systems installed and working, by 2000 most large companies had installed ERP systems. The result of this change to ERP systems was a tremendous improvement in data availability and accuracy. The new ERP software also dramatically increased recognition of the need for better planning and integration among logistics components. The result was a new generation of "Advanced Planning and Scheduling (APS)" software.

Current Trends In Supply Chain Management

1. Changing Consumer Experience

Shopping isn't just about walking into a store and buying things anymore. Today, shopping can be done from home, from work or even from a phone. Many stores today offer shoppers the option to buy online and pick up in store. For example, Macy's, a large American department store, guarantees that online orders are ready for pick up in store in four hours, however, on average, most orders are ready in just two hours.

Another retailer, Follett, which operates university stores at more than 1,200 campuses in the US, says that 56% of its online orders are picked up in store.

This quick service level requires strict inventory management in order to avoid shortfalls. Companies need real time inventory management capabilities and need to set safety stock levels that will ensure items are available when customers order, but also won't take up too much room at retailer locations.

In the future this trend could lead to new delivery challenges, where customers may want instant delivery without visiting the store. Retailers may have to figure out how to delivery orders in real time depending on a customer's location at the time of purchase, whether that be at home, in a coffee shop or a library. Amazon has already started developing its response to this trend with Amazon Prime Air, a future service that will allow it to deliver packages of five pounds or less to customers within 30 minutes via drones. Amazon has not yet said when this service will be available, but it has been testing drones in Canada, the UK and the Netherlands. (The US has not given Amazon regulatory approval to test the drones as of yet.)

Adapting to this trend will require companies to come up with new innovations to create unique customer experiences.

2. Growing Ecommerce

The links between the physical world and the virtual world are shortening, which also renders some links in the supply chain to be less relevant than they once were.

Online sales accounted for more than half of total retail sales growth in 2015, according to data from the US Commerce Department. Ecommerce sales in 2015 totaled $341.7 billion, representing a 14.6% increase from the previous year. Total retail sales in the US grew just 1.4% in 2015, and most of the growth came from the online arena. In 2015, roughly 1.5 billion people bought something online and that number is expected to continue increasing.

Selling straight to the customer online cuts out several links in a company's supply chain. The supply chain can go straight from a warehouse to a customer without following the traditional chain through different distribution centers and retailers.

Being less reliant on retail stores also means companies need to change their sales focus to consumers instead of focusing on buyers or merchandisers from stores.

This also means changing distribution and logistics processes. Distribution channels now need to reach the end customer instead of retailers; and logistics processes must allow for smaller orders instead of industrial size orders to stores. The tradition of trucks delivering goods to stores each morning may little by little be replaced with small deliveries to people's homes.

3. Crowding in Urban Centers

Today, 54% of the world population lives in cities and that is expected to grow to 66% by 2050, according to the UN DESA’s Population Division's World Urbanization Prospects. In 1950, only 756 million people lived in urban centers, and today that number is close to 4 billion.

There are also more "mega cities" today than ever. The UN defines a "mega city" as an urban center with a population of at least 10 million. In 1950, there were 10 mega cities in the world. Today there are 28; 16 of which are located in Asia, four in Latin America, three in Africa, three in Europe, and two in North America. By 2030, there will be 41 mega cities, according to UN predictions.

How does Supply Chain work?