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Journal articles on the topic 'Global Supply Chain Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 17 February 2022

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1

Jolly, Dr Sukhwinder Singh. "Supply Chain Management - Introduction, Philosophy and Global Perspective." Indian Journal of Applied Research 3, no. 1 (October 1, 2011): 87–88. http://dx.doi.org/10.15373/2249555x/jan2013/35.

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2

Ito, Munehiko, and Masayasu Nagashima. "Global Supply Chain Management." Journal of Marketing & Distribution 12, no. 1 (2009): 1_33–1_48. http://dx.doi.org/10.5844/jsmd.12.1_33.

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3

Harvey, Michael G., and R. Glenn Richey. "Global supply chain management." Journal of International Management 7, no. 2 (June 2001): 105–28. http://dx.doi.org/10.1016/s1075-4253(01)00040-0.

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4

Aydin, Goker, Kyle Cattani, and Cheryl Druehl. "Global supply chain management." Business Horizons 57, no. 4 (July 2014): 453–57. http://dx.doi.org/10.1016/j.bushor.2014.04.001.

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5

Vasthu, Durango. "Global Supply Chain Management Conference." International Journal of Risk and Contingency Management 1, no. 1 (January 2012): 64–65. http://dx.doi.org/10.4018/ijrcm.2012010105.

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The 2011 annual ‘big event’ in the global supply chain industry was held in Philadelphia PA USA during the week of October 2-5. This event is organized each year, and is the official global meeting, for the Council of Supply Chain Management Professionals (CSCMP, http://cscmp.org/events/annual-global/sessionsearch-after.asp). The conference featured risk-related topics ranging from inventory forecasting to reverse logistics planning in globally-impacted markets.

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Ben-Faress, Mouad, Abdelmajid Elouadi, and Driss Gretete. "Global Supply Chain Risk Management." American Journal of Engineering and Applied Sciences 12, no. 2 (February 1, 2019): 147–55. http://dx.doi.org/10.3844/ajeassp.2019.147.155.

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7

Manuj, Ila, and John T. Mentzer. "GLOBAL SUPPLY CHAIN RISK MANAGEMENT." Journal of Business Logistics 29, no. 1 (March 2008): 133–55. http://dx.doi.org/10.1002/j.2158-1592.2008.tb00072.x.

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8

Sizov, Pavel, and Zinaida Khmelnitskaya. "Supply Chain Management in a Global Pandemic." E3S Web of Conferences 291 (2021): 07006. http://dx.doi.org/10.1051/e3sconf/202129107006.

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The article is devoted to the actual problems of supply chain management in the context of a pandemic. The difficulties faced by transport and logistics systems are considered in general. We described digital technologies, the timely introduction of which helped to maintain the sustainability of supplies, especially regarding the supply of food, personal hygiene and protection products, and medicines. The principles of testing the effectiveness of the implementation of digital technologies and methods in supply chain management were formulated. We proposed a methodology and a logical scheme, which enables to build and analyze a model of the network structure of supply chains, to identify “pain points” in supply chains to maintain the sustainability of the system. The practical approbation of the proposed approach was carried out.

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9

Montira, Yingvilasprasert, and Banomyong Ruth. "Risk Distribution Strategy: An Alternative Solution for Global Supply Chain Risk Management." International Journal of Advances in Management and Economics 01, no. 04 (July 2, 2012): 74–84. http://dx.doi.org/10.31270/ijame/01/04/2012/10.

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Manuj, Ila, and John T. Mentzer. "Global supply chain risk management strategies." International Journal of Physical Distribution & Logistics Management 38, no. 3 (April 11, 2008): 192–223. http://dx.doi.org/10.1108/09600030810866986.

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11

Jain Palvia, Shailendra C. "Global E-Commerce and Global Supply Chain Management." Journal of Global Information Technology Management 3, no. 3 (July 2000): 1–6. http://dx.doi.org/10.1080/1097198x.2000.10856280.

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12

Maslarić, Marinko, Nikolina Brnjac, and Drago Bago. "Intermodal Supply Chain Risk Management." Journal of Maritime & Transportation Science 52, no. 1 (December 2016): 11–31. http://dx.doi.org/10.18048/2016.52.01.

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Efficient and secure global supply chains contribute to the Improvement of the competitiveness of the products traded on international markets by reducing their costs and delivery time while increasing the reliability and security. Global supply chains are unthinkable without transport integration, which is usually accomplished through the form of intermodal transport systems. Intermodal transport systems are much more complex than the unimodal ones due to the number of stakeholders, included transportation resources, infrastructure and processes, which in case of poor coordination in the planning, organization and implementation of transport chain logistic activities can lead to increased supply chain vulnerability. Therefore, the main challenge in the functioning of intermodal transport operations in supply chains is to increase their efficiency taking into account the problems of associated risks. The current initiatives on the topic of identification and management of risks in the intermodal supply chains do not provide a complete and clear picture of the potential problems which the intermodal supply chains are exposed to. Hence, the purpose of this paper, which is based on the literature review of the model of the intermodal transport system structure and models of risk management in supply chains in general, is to provide a framework for a holistic Consideration of risks in intermodal supply chains, which can lead to the improvement of their efficiency and competitiveness.

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13

González-Loureiro, Miguel, Marina Dabic, and Francisco Puig. "Global organizations and supply chain." International Journal of Physical Distribution & Logistics Management 44, no. 8/9 (September 30, 2014): 689–712. http://dx.doi.org/10.1108/ijpdlm-08-2013-0222.

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Purpose – The purpose of this paper is to aim at proposing a research agenda in the intersection of strategic supply chain management and logistics (SCML) of global organizations from the perspective of international human resource management (IHRM). Design/methodology/approach – To disclose the intellectual structure of research to date across both fields, the content of up to 280 articles dealing with IHRM and 174 papers addressing challenges in SCML in global organizations from a human resource management (HRM) viewpoint were analyzed. A stepwise hierarchical cluster and discriminant analysis were conducted to map a joint research agenda. Approaches from Upper Echelons theory and Co-Evolutionary theory of global organizations were adopted. Findings – Top management teams (TMT) are crucial to manage SCML successfully in today’s global organizations. Research on this intersection should draw attention to find antecedents, consequences and the process showing how those talented people grouped in dispersed teams can be a source of competitive advantage. Six different areas of research are proposed. It is proposed that future research should focus on the human capital (HC); meaning those key individuals of an organization that make things happen. In the near future, the global organization’s competitiveness will be shaped by how the organization manages its HC in SCML. Methodologies such as meta-analysis are suggested to summarize the extant literature on IHRM when applied to SCML in global organizations. Research limitations/implications – The search was conducted in SSCI-ISIWoK and Scopus databases. As a limitation, some articles and other scientific contributions not abstracted there were not included. Nevertheless, both searches enabled obtaining balanced results between scope and richness of content. Originality/value – Only a marginal portion of literature reviews have been conducted by using mixed methods in the fields of IHRM and SCML. The results will be useful for scholars of both fields in their attempts to enlarge the knowledge boundaries in these areas. From a practitioner’s viewpoint, this research may provide an integrative framework for global organizations to build a competitive advantage based on managing HC and its SCML strategically.

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14

Koberg, Esteban, and Annachiara Longoni. "A systematic review of sustainable supply chain management in global supply chains." Journal of Cleaner Production 207 (January 2019): 1084–98. http://dx.doi.org/10.1016/j.jclepro.2018.10.033.

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15

Wang, L., and G. Wang. "RFID-driven global supply chain and management." International Journal of Computer Applications in Technology 35, no. 1 (2009): 42. http://dx.doi.org/10.1504/ijcat.2009.024594.

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16

Kuei, Chu-hua, Christian N. Madu, and Chinho Lin. "Developing global supply chain quality management systems." International Journal of Production Research 49, no. 15 (August 2011): 4457–81. http://dx.doi.org/10.1080/00207543.2010.501038.

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17

Mehta, Janak. "Supply Chain Management in a Global Economy." Total Quality Management & Business Excellence 15, no. 5-6 (July 2004): 841–48. http://dx.doi.org/10.1080/14783360410001680279.

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18

Hae Lee, Young. "Smart logistics and global supply chain management." Maritime Economics & Logistics 18, no. 1 (February 29, 2016): 1–2. http://dx.doi.org/10.1057/mel.2015.13.

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19

Kot, Sebastian, Adnan Haque, and Akhtar Baloch. "Supply Chain Management in Smes: Global Perspective." Montenegrin Journal of Economics 16, no. 1 (March 2020): 87–104. http://dx.doi.org/10.14254/1800-5845/2020.16-1.6.

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20

Venables, M. "Developing a global footprint [supply chain management]." Manufacturing Engineer 84, no. 4 (August 1, 2005): 16–21. http://dx.doi.org/10.1049/me:20050402.

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21

Rajah, Neerosha, Haslinda Musa, Victor Nipis, Prasad Kunjee Krishnan, Sujitra Suppiah, and Amir Fyrdaus Norull Ahmad. "Global Supply Chain Management: Challenges and Solution." International Journal of Engineering & Technology 7, no. 4.34 (December 13, 2018): 447. http://dx.doi.org/10.14419/ijet.v7i4.34.26909.

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Efficient supply chain management is crucial for survival and success in a turbulent world. Current economic crisis increases its importance even further. This conceptual paper reviews latest findings in the most relevant areas of supply chain management. The objective of this paper is to identify global supply chain management challenges and its solutions. In order to achieve the objectives, a thorough literature review was conducted; main findings are reviewed. This review has covered Indian industry, HaiHa’s supplier, and other global perspectives. Therefore, the challenges might be different according to the origin countries and industries. Besides, it is also found that the challenges can be mitigated with some alternatives derived from reviewing the case studies. The findings shown that in order to compete with global participation, efforts on seeking out the solutions would be much encouraged and embedded into the organizations.

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22

Narasimhan, Ram, and Santosh Mahapatra. "Decision models in global supply chain management." Industrial Marketing Management 33, no. 1 (January 2004): 21–27. http://dx.doi.org/10.1016/j.indmarman.2003.08.006.

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23

Sharland, Alex. "Changing global supply chain and operations management." Thunderbird International Business Review 47, no. 3 (2005): 381–86. http://dx.doi.org/10.1002/tie.20057.

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24

Song, Hua, and Samir Ranjan Chatterjee. "Achieving global supply‐chain competitiveness." Chinese Management Studies 4, no. 2 (June 15, 2010): 101–18. http://dx.doi.org/10.1108/17506141011053041.

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25

Banomyong, Ruth, and Paul Childerhouse. "Integrating the global supply chain." International Journal of Production Economics 128, no. 1 (November 2010): 1–2. http://dx.doi.org/10.1016/j.ijpe.2010.09.008.

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26

Blackman, Ian D., Christopher P. Holland, and Timothy Westcott. "Motorola's global financial supply chain strategy." Supply Chain Management: An International Journal 18, no. 2 (March 7, 2013): 132–47. http://dx.doi.org/10.1108/13598541311318782.

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27

Zomkowksi Salvi, Vinícius. "The Supermakets Global Chain." Archives of Business Research 8, no. 1 (January 28, 2020): 192–201. http://dx.doi.org/10.14738/abr.81.7692.

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Successful business depends on successful internal and external Supply Chain. From company requirements to tier supplier relationship, companies want to gain and keep customers. This article studied Supermarket supply chains. It tried to find positive and negative attributes, it did a gap analysis of those attributes and it dedicated deeply in techniques of integration and synchronization such as VMI, ECR and CPRF to prove the importance of a successful supply chain management. It was got 14 positive and negative attributes such as POS data, collaborative planning, collaborative and automatic replenishment, controlled inventory and developed logistics tools as cross docking, third parties, and RFID. Negative attributes can be, for instance, a complexed logistics operations and difficulties in implementing synchronization.

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28

Jie, Ferry. "Supply Chain Design for Global Competitiveness." Proceeding International Conference on Science and Engineering 1 (October 31, 2017): xiv. http://dx.doi.org/10.14421/icse.v1.316.

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A supply chain consists of the flow of products and services from raw materials manufacturers, component and intermediate manufacturers, final product manufacturers, wholesalers, distributors and retailers. All are connected by transportation, storage activities, and integrated through information, planning, and integration activities. Many large firms are moving away from in-house Vertically Integrated structures to Supply Chain Management. Supply Chain are the planning and management of all activities involved in sourcing and procurement, conversion, and all logistics management activities. It also includes coordination with channel partners, which can be suppliers, intermediaries, third party service providers, and customers. Supply chain management is the design of seamless value added processes across organization boundaries to meet the real needs of the end customer. Failure to proactively design a SC results in poor coordination of effort, incompatible information systems, long cycle times, communication problems, customer service issues, excessive waste and environmental degradation, relatively high inventories for the level of customer service achieved, and lower the optimal profit. A process map is a graphic representation of the system and contains a sequence of steps that are performed to produce some desired output. The primary goal behind process mapping is to make complex systems visible. The logistics/supply chain design and technology decision is of great strategic importance to logistics, the firm as a whole, and the supply chain. A number of factors may suggest the need to design the logistics/supply chain. A formal, structured process for design and digital tools is preferable; the potential impacts on cost and service justify a significant effort toward following a sound process. Numerous factors including technology may affect the design of a logistics and supply chain and the location of specific facilities within the context of the network.

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29

Ibrahim, Hadiyan Wijaya, Suhaiza Zailani, and Keah Choon Tan. "A content analysis of global supply chain research." Benchmarking: An International Journal 22, no. 7 (October 5, 2015): 1429–62. http://dx.doi.org/10.1108/bij-04-2013-0038.

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Purpose – The purpose of this paper is to use content analysis to review the extensive supply chain literature to summarize its past and current trends, and uncover existing gaps and opportunities for future global supply chain research. Design/methodology/approach – Since the study uses content analysis, several dimensions of the literature were analyzed: research purpose, year of publication, journal name, methodology, theory building or verification, country of study, sample industry, global or non-global issues, and article classification. Findings – From a methodological point, the literature mostly consists of empirical and descriptive studies with few exploratory articles. The review shows that global supply chains area relatively “immature” or “new phenomenon” research topic that is gaining interest from practitioners and academics. Research limitations/implications – It is hoped that by critically examining the extant literature, the authors can clearly identify the challenges and state of global supply chain research to provide supply chain researchers with a precise summary of the literature and directions for future studies. Practical implications – This study also allows managers to recognize the methodologies and tools that can be used to enhance their supply chains. It is believed that various strategies could be adopted to create a robust global supply chain. In this respect, different industry sectors may require different global strategies and different global practices. Originality/value – The findings show that there is a shortage of empirical studies on global supply chain strategies and outcomes, and most research focusses on supply chain practices and customer or supplier relationships.

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30

Hryhorak, Mariia, Henryk DŹWIGOŁ, Nataliia Trushkina, and Yuliya Shkrygun. "Substantiation of expediency of the complex approach for supply chains management in the COVID-19 conditions." Electronic Scientific Journal Intellectualization of Logistics and Supply Chain Management #1 2020, no. 5 (February 2021): 6–25. http://dx.doi.org/10.46783/smart-scm/2021-5-1.

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The transformations of management approaches to global supply chain management under the influence of a pandemic were analyzed. Key barriers to supply chain development in the context of the COVID-19 pandemic have been identified: non-diversification of supply chains; instability of the logistic activity organization; stretched supply chains; lack of flexibility and a single information space for all sections of global logistics networks; the dominant role of China as a "world factory". Based on the analysis of development indicators of global supply chains dynamics new trends and patterns for the post pandemic period were revealed. While transparency from start to finish (end-to-end). The application of new technologies to ensure the transparency of supply chains was considered. Peculiarities and tendencies of supply chain development in Ukraine were researched. The expediency of applying an integrated approach to supply chain management taking into account global economic changes substantiated. The directions of transformation of global logistics networks determined in the post coronavirus epoch among them we can note the following: increasing the volume of special air cargo transportation – airlines are already redeploying the fleet for exceptional air freight services; increasing the number of cargo inspections and border control protocols; intensification of the introduction of digital technologies and e-commerce; reconfiguration of global chains.

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31

Fonseca, Luis Miguel, and Américo Lopes Azevedo. "COVID- 19: outcomes for Global Supply Chains." Management & Marketing. Challenges for the Knowledge Society 15, s1 (October 1, 2020): 424–38. http://dx.doi.org/10.2478/mmcks-2020-0025.

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AbstractThe COVID-19 crisis exposed the vulnerability and poor resilience of the global supply chains. The objective of this research is to reflect on the possible impacts of the Coronavirus crisis in the global supply chains and provide some recommendations to overcome the present situation, offering suggestions for future research: (1) What are the contingency factors affecting Supply Chains in the complex COVID-19 operating environment? (2) How do these factors affect post-COVID-19 operating performance? After a contextualization of the COVID-19 pandemic crisis and its impacts, theoretical background on Supply Chains and Supply Chain Management are presented, and a summary of the main scenarios for the post-COVID-19 crisis are discussed. The propositions regarding the contingency factors and their impact on the Supply Chain operating performance in post-COVID-19 suggest that successful companies will focus on creating a new kind of operational performance and minimize risks. To that end, companies will aim to improve their operations’ resilience (ability to resist, hold on, and recover from shocks) and accelerate the end-to-end digital transformation. Consumers will have to adapt to the contact-free economy, less low-cost supply chains, and put additional emphasis on service levels. Governments will reinforce the focus in the health sector supply chain and increase spending in the health and social care sectors. Furthermore, the longer, the more concentrated, the less transparent, and the more price sensitivity is the supply chain, the more challenging the adaptation to the new pos pandemic realities. Suggestions for future research are also provided.

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32

Lu, Hao-Chun, and Yao-Huei Huang. "An Optimal Method for Developing Global Supply Chain Management System." Journal of Optimization 2013 (2013): 1–14. http://dx.doi.org/10.1155/2013/197370.

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Owing to the transparency in supply chains, enhancing competitiveness of industries becomes a vital factor. Therefore, many developing countries look for a possible method to save costs. In this point of view, this study deals with the complicated liberalization policies in the global supply chain management system and proposes a mathematical model via the flow-control constraints, which are utilized to cope with the bonded warehouses for obtaining maximal profits. Numerical experiments illustrate that the proposed model can be effectively solved to obtain the optimal profits in the global supply chain environment.

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33

Wang, Han Bin. "Supply Chain Information Platform Construction." Advanced Materials Research 912-914 (April 2014): 1780–83. http://dx.doi.org/10.4028/www.scientific.net/amr.912-914.1780.

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The global logistics supply chain enter the competition of modern enterprises. It has been transformed into the supply chain competition in the supply chain. Throughout large foreign retail chains, it relies on advanced information technologies and "supply chain management concept" The rapid development form the competitive advantage. Therefore, if our chain wants to gain a foothold in the increasingly fierce competition, it should improve supply chain management. Supply chain management will directly affect the level of the development of enterprises. Articles form current development of chain enterprise information. The analysis of enterprise information chain problems build chain supply information platform. It puts forward measures to achieve information platform construction.

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34

Jaiswal, Ashish, and Sachin Raghuwanshi. "MANAGING INTELLECTUAL PROPERTY IN GLOBAL SUPPLY CHAIN MANAGEMENT." Journal of Harmonized Research in Management 4, no. 2 (June 30, 2018): 54. http://dx.doi.org/10.30876/johr.4.2.2018.54-58.

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35

LeeChoongBae and 정석모. "Risk Management Strategies for Global Food Supply Chain." Korean Journal of Logistics 19, no. 3 (December 2011): 105–24. http://dx.doi.org/10.15735/kls.2011.19.3.006.

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36

Pérez, JoséLuis. "Toc for world class global supply chain management." Computers & Industrial Engineering 33, no. 1-2 (October 1997): 289–93. http://dx.doi.org/10.1016/s0360-8352(97)00095-8.

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37

Arntzen, Bruce C., Gerald G. Brown, Terry P. Harrison, and Linda L. Trafton. "Global Supply Chain Management at Digital Equipment Corporation." Interfaces 25, no. 1 (February 1995): 69–93. http://dx.doi.org/10.1287/inte.25.1.69.

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38

Ritchie, Bob, and Clare Brindley. "Reassessing the management of the global supply chain." Integrated Manufacturing Systems 13, no. 2 (March 2002): 110–16. http://dx.doi.org/10.1108/09576060210415446.

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39

Ueltschy, Linda C. "Global Supply Chain Management: Is Sustainability A Priority?" Journal of Business Case Studies (JBCS) 7, no. 5 (August 15, 2011): 17–22. http://dx.doi.org/10.19030/jbcs.v7i5.5609.

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40

Pontrandolfo, P., A. Gosavi, O. G. Okogbaa, and T. K. Das. "Global supply chain management: A reinforcement learning approach." International Journal of Production Research 40, no. 6 (January 2002): 1299–317. http://dx.doi.org/10.1080/00207540110118640.

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Rosca, Eugenia, Guido Möllering, Arpan Rijal, and Julia Christine Bendul. "Supply chain inclusion in base of the pyramid markets." International Journal of Physical Distribution & Logistics Management 49, no. 5 (June 14, 2019): 575–98. http://dx.doi.org/10.1108/ijpdlm-01-2018-0042.

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Purpose The purpose of this paper is to explore mechanisms of supply chain inclusion in Base of the Pyramid (BOP) settings. It distinguishes micro-, small- and medium-sized enterprises (MSME)-led local supply chains on the one hand and multinational enterprises (MNEs)-led global supply chains on the other hand. This paper aims to answer the following research question: Which mechanisms of supply chain inclusion are employed empirically by MSMEs and how can these mechanisms influence social impact creation in MNE-led global supply chains? Design/methodology/approach A large-scale empirical study of MSMEs operating in BOP markets is performed and a cluster analysis conducted to systematically categorize supply chain inclusion. The cluster analysis and current literature yield theory-based implications for MNE-led global supply chains. Findings The cluster analysis reveals three meaningful clusters of supply chain inclusion in BOP markets and highlights two main aspects. They include direct vs indirect mechanisms of inclusion and diversity in supplier relationships with local organizations aimed at either “sourcing” local capabilities needed for inclusion or “outsourcing” the inclusion. Based on these aspects, two scenarios are proposed and evaluated for local-global supply chain symbiosis. Research limitations/implications This study aims to contribute to the existing literature with a more fine-grained understanding of the inclusion of BOP actors in local supply chains and by proposing alternative trajectories for global supply chain inclusion. Practical implications The findings outline several important decisions that managers need to make to include BOP actors in supply chain activities. Originality/value This paper contributes a novel, combined perspective of local supply chains (MSMEs) and global supply chains (MNEs).

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42

Seppälä, Timo, Martin Kenney, and Jyrki Ali-Yrkkö. "Global supply chains and transfer pricing." Supply Chain Management: An International Journal 19, no. 4 (June 3, 2014): 445–54. http://dx.doi.org/10.1108/scm-01-2014-0049.

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Purpose – The purpose of this paper is to integrate the issue of transfer pricing and logistics costs to understand trade statistics and the operation of supply chains by using invoice-level data for a single globally sourced product of a multinational firm.Supply chains are central to understanding wealth creation and capture in an increasingly globalized production system. The increasing disaggregation and dispersal of supply chains is profoundly affecting the geographical distribution of value added, input costs and profits of multinational firms. This suggests that understanding supply chains and where the activities and accounting for these activities take place is crucial for understanding the causes and consequences of contemporary globalization. Design/methodology/approach – By using a case study of a single product and invoice-level data, it was possible to capture the actual costs incurred by a firm using a relatively simple global supply chain. The authors show how corporate intra-firm transfer pricing determines which business unit and location captures profits. A single firm provided the core data in this paper, including product- and firm-level information on intermediate product prices and input costs for all internal transfers. Findings – This paper advances interesting insights into trade in value added and shows that, though not often considered significant, transfer pricing is a critical issue for understanding the geographical distribution of value added. The authors conclude with some observations about the nature of global supply chains, the value of international trade statistics and a hidden advantage of an integrated firm operating on a global scale the ability to somewhat arbitrarily select the activities to which profits should be allocated. For nation states, as supply chains become more international and complex, critical measures, such as gross domestic product, worker productivity, etc., are becoming ever more imprecise. The economic geography of cost of inputs and profits continue to separate as multinational enterprises drive the disaggregation of value creation and value capture. Research limitations/implications – The case study facilitates an understanding of complex supply chain issues, thereby extending and deepening findings from previous research. This case study of transfer pricing in supply chains will assist other scholars in better formulating testable propositions for their studies and sensitize them to the internal complexities corporate managers face when making operationalizing decisions. Originality/value – The case study suggests that understanding the configuration of and accounting in supply chains is vital for accurately measuring any national economic statistics. This case study provides some bottom-up evidence that national accounts and international trade economics undertaken without a deep understanding of supply chain organization is likely to generate misleading results. The methodology of using invoice-level data can provide a more granular understanding of how supply chains are organized and where the value is added and captured. For practitioners, the data suggest that firms should think very carefully about which of their activities generate the most value, and value those accordingly.

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43

Riedel, Ralph, and Egon Mueller. "Production management and Supply Chain Management in a global context." International Journal of Manufacturing Technology and Management 16, no. 3 (2009): 300. http://dx.doi.org/10.1504/ijmtm.2009.022438.

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44

Bingzhang, Li, and Vladimir Zirianov. "Blockchain in agricultural supply chain management." E3S Web of Conferences 273 (2021): 08029. http://dx.doi.org/10.1051/e3sconf/202127308029.

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The problem of minimizing the number of intermediaries in the supply chain is long overdue in the logistics industry. How to carry out logistics operations without the participation of a large number of intermediaries, whose main task is to guarantee the transaction and document flow? Is this possible with Blockchain technology? While this technology is still evolving, there are still many challenges that remain to be addressed. One of the main challenges in implementing this technology in logistics is to reach agreement on its use among all stakeholders. When interaction between different stakeholders in the supply chain with different interests is achieved, then the full potential of this technology to improve the efficiency of logistics processes will be revealed. This will facilitate the emergence of new business models and processes in global trade logistics and increase transparency in the supply chain. Smart contracts with embedded business rules promise not only to reduce transaction costs but to create more agile value chains that enable closer cooperation.

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Croxton, Keely L., Sebastián J. García‐Dastugue, Douglas M. Lambert, and Dale S. Rogers. "The Supply Chain Management Processes." International Journal of Logistics Management 12, no. 2 (July 1, 2001): 13–36. http://dx.doi.org/10.1108/09574090110806271.

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Increasingly, supply chain management is being recognized as the management of key business processes across the network of organizations that comprise the supply chain. While many have recognized the benefits of a process approach to managing the business and the supply chain, most are vague about what processes are to be considered, what sub‐processes and activities are contained in each process, and how the processes interact with each other and with the traditional functional silos. In this paper, we provide strategic and operational descriptions of each of the eight supply chain processes identified by members of The Global Supply Chain Forum, as well as illustrations of the interfaces among the processes and an example of how a process approach can be implemented within an organization. Our aim is to provide managers with a framework to be used in implementing supply chain management, instructors with material useful in structuring a supply chain management course, and researchers with a set of opportunities for further development of the field.

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Shamsuzzoha, A. H. M., and Petri T. Helo. "Distributed supply chain in a global environment." International Journal of Logistics Systems and Management 7, no. 4 (2010): 393. http://dx.doi.org/10.1504/ijlsm.2010.035629.

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Blackman, Ian D., Christopher P. Holland, and Timothy Westcott. "Motorola's global financial supply chain strategy." IEEE Engineering Management Review 45, no. 1 (2017): 137. http://dx.doi.org/10.1109/emr.2017.7888811.

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Veselovská, Lenka. "Supply chain disruptions in the context of early stages of the global COVID-19 outbreak." Problems and Perspectives in Management 18, no. 2 (July 6, 2020): 490–500. http://dx.doi.org/10.21511/ppm.18(2).2020.40.

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The world finds itself facing unprecedented conditions as the global pandemic of the COVID-19 virus has led to fundamental changes in the global supply chains. This paper aims to assess the initial response undertaken by Central European companies in the early stages of the outbreak. The survey was conducted as a research method to collect data from a large number of companies. Since it takes time to assess long-term effects of the pandemic and related measures, various changes in supply chains are examined as the early results of the COVID-19 crisis and measures implemented by companies. The study examines how different economy sectors were changed due to this situation. The changes in operating volumes were identified as the most commonly used measures to accommodate new market developments. However, developing the new supply chain partnership was the most successful measure. This measure correlates with an increase in revenues and an increase in the number of customers. In some cases, disruptions in supply chains had positive effects on revenues as a reaction to the COVID-19 epidemic outbreak. Cross-country examinations found that all Polish companies implemented at least one new measure to tackle this crisis. Nearly 20% of Slovak companies and nearly 30% of Czech companies made no changes in their operations during the early stages of the crisis. However, overall, the supply chains in Central European countries turned out to be quite resilient, since most companies managed to survive the supply chain disruptions and in some cases even show signs of overcoming them completely. Acknowledgement This contribution was supported by the project No. 1/0757/18, “Consumer behavior in buying goods of daily consumption with an emphasis placed different contents of goods offered on markets of selected EU countries”.

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Cohen, Morris A., and Hau L. Lee. "Designing the Right Global Supply Chain Network." Manufacturing & Service Operations Management 22, no. 1 (January 2020): 15–24. http://dx.doi.org/10.1287/msom.2019.0839.

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Kopczak, Laura Rock, and Jan C. Fransoo. "TEACHING SUPPLY CHAIN MANAGEMENT THROUGH GLOBAL PROJECTS WITH GLOBAL PROJECT TEAMS." Production and Operations Management 9, no. 1 (January 5, 2009): 91–104. http://dx.doi.org/10.1111/j.1937-5956.2000.tb00326.x.

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