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Journal articles on the topic 'Supply chain management'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 March 2025

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1

Balal Ibrahim, Siddig, and Abdelsalam Adam Hamid. "Supply Chain Management Practices and Supply Chain Performance Effectiveness." International Journal of Science and Research (IJSR) 3, no. 8 (August 27, 2014): 187–95. https://doi.org/10.21275/20141353.

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2

Ritchie, Bob. "Supply Chain Risk Management." International Conference on Business & Technology Transfer 2004.2 (2005): 8–23. http://dx.doi.org/10.1299/jsmeicbtt.2004.2.0_8.

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3

Aslam, Saif. "Blockchain in Supply Chain Management." International Journal of Science and Research (IJSR) 10, no. 1 (January 27, 2021): 833–34. https://doi.org/10.21275/sr21113151851.

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4

K. Kalidas, K. Kalidas, S. Jiji S. Jiji, and M. Sureka M. Sureka. "Supply Chain Management in Vegetables." Paripex - Indian Journal Of Research 3, no. 2 (January 15, 2012): 315–16. http://dx.doi.org/10.15373/22501991/feb2014/115.

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5

Ghosh, Sajal Kumar, and Ashok Kumar Sar. "Impact of Effective Supply Chain Management and Supply Chain Risk Management Capabilities on Construction Project Performance." Indian Journal of Science and Technology 15, no. 12 (March 27, 2022): 505–17. http://dx.doi.org/10.17485/ijst/v15i12.2194.

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6

Pandey, Manoj, and Rajesh Kr Dubey. "Performance Measures in Supply Chain Management." Indian Journal of Applied Research 4, no. 2 (October 1, 2011): 14–17. http://dx.doi.org/10.15373/2249555x/feb2014/91.

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7

Antonowicz, Mirosław. "Innovative Models of Supply Chain Management." Journal of Management and Business Administration. Central Europe 26, no. 2 (June 15, 2018): 2–15. http://dx.doi.org/10.7206/jmba.ce.2450-7814.225.

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8

Sadiku, Matthew N. O., Adedamola A. Omotoso, and Sarhan M. Musa. "Green Supply Chain Management: A Primer." International Journal of Trend in Scientific Research and Development Volume-3, Issue-2 (February 28, 2019): 901–2. http://dx.doi.org/10.31142/ijtsrd21541.

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9

Krishnakumar, Syama, and Linu T Kuriakose. "Supply Chain Management in Construction Industry." International Journal of Scientific Engineering and Research 4, no. 3 (March 27, 2016): 48–52. https://doi.org/10.70729/ijser15707.

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10

Aggarwal, Mr Vivek, and Sahil Rastogi. "Study on Green Supply Chain Management." International Journal of Research Publication and Reviews 5, no. 4 (April 28, 2024): 9791–96. http://dx.doi.org/10.55248/gengpi.5.0424.1141.

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11

Skitsko, Volodymyr I., and Mykola Yu Voinikov. "Supply Chain Management Using Evolutionary Algorithms." PROBLEMS OF ECONOMY 3, no. 61 (2024): 240–48. http://dx.doi.org/10.32983/2222-0712-2024-3-240-248.

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The era of digital transformation has made it possible to accumulate large amounts of data that can be used in the decision-making process, in particular in supply chain management. With the complication of the problems to be solved, classical optimization methods lose their effectiveness and do not allow to obtain a solution in an acceptable time, which creates the need to study another suitable tools, among which there are evolutionary algorithms that use the principles of biological evolution, allowing to obtain solutions close to optimal (or even exactly optimal) in an acceptable time. Evolutionary algorithms are part of a broader field in artificial intelligence that is evolutionary computing. The article allocates the characteristics of evolutionary algorithms that distinguish them from other algorithms of evolutionary computing, and analyzes the most popular evolutionary algorithms: genetic algorithm, genetic programming, evolutionary programming, evolutionary strategies and differential evolution, in particular, their features and areas of application in supply chain management. A comparative analysis is carried out and recommendations are provided for the selection of the appropriate algorithm, taking into account the characteristics of the problem, in particular, the structure of the solution (coding), the discreteness or continuity of variables, and the speed of getting into the local optimum. The available literature is analyzed and a list of the use of various evolutionary algorithms for the tasks of supply chain management is provided, in particular, in warehouse planning, transportation organization, work planning, etc. Since the effectiveness of the application of evolutionary algorithms depends not only on the choice of a specific algorithm, but also on the choice of parameters, their flexible configuration, etc., in future studies it is advisable to consider modifications of evolutionary algorithms, both hybrid and adaptive approaches.

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12

Selvarajah, Esaignani, and George Steiner. "BATCH SCHEDULING IN CUSTOMER-CENTRIC SUPPLY CHAINS(Advanced Planning and Scheduling for Supply Chain Management)." Journal of the Operations Research Society of Japan 49, no. 3 (2006): 174–87. http://dx.doi.org/10.15807/jorsj.49.174.

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13

Farazi, Md Zahidur Rahman. "Building Agile Supply Chains with Supply Chain 4.0: A Data-Driven Approach to Risk Management." American Journal of Engineering and Technology 7, no. 3 (March 1, 2025): 21–34. https://doi.org/10.37547/tajet/volume07issue03-03.

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The aim of this study is to advance multi-label delivery delay predictions in supply chains using machine learning and deep learning models. The work used Decision Trees, Random Forests, CNN, and FNN on a real-life logistics dataset consisting of customers and products features. EDA and feature selection were examined and performed as a part of the data preprocessing process at the pre-processing step of the models. According to current model results, Random Forest model reached maximum accuracy of 66.5% along with Decision Trees and FNN. CNN, although, worked well in some instances was not up to par in some areas because it overfitted. The results also reveal how Random Forest is a particularly useful algorithm for predicting delivery delays accurately. The conclusion suggests enhancing the deep learning models performance and combining approaches. Further work should also incorporate other variables in order to improve the predictive capability in real-life requirements of supply chain environments including conditions and stocks.

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14

Yew Wong, Chee, Jan Stentoft Arlbjørn, and John Johansen. "Supply chain management practices in toy supply chains." Supply Chain Management: An International Journal 10, no. 5 (December 2005): 367–78. http://dx.doi.org/10.1108/13598540510624197.

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15

Raghunath, K. Madhu Kishore, and S. Lakshmi Tulasi Devi. "Supply Chain Risk Management." International Journal of Information Systems and Supply Chain Management 11, no. 3 (July 2018): 87–104. http://dx.doi.org/10.4018/ijisscm.2018070105.

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This article describes how as mankind has been ever-evolving, so are their needs, growing in leaps and bounds. Risk management in supply chains have become a prerequisite as it involves a series of steps like procuring, processing, and distribution, where risk has to be managed. Given the advent of technology and transformation of supply chain management from traditional to modern methods, a lot has changed, and of course with ever-evolving technology, the organisations have become adept at handling risks associated with many factors within the organisation and outside the organisation. In this article, the authors will analyse the percentage impact of external and internal supply chain risk factors on various supply chain decisions, and also project various tools available to mitigate Supply chain risks.

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16

Bullinger, Hans-Jörg, and Michael Kühner. "Supply Chain Management." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 97, no. 5 (May 29, 2002): 254–58. http://dx.doi.org/10.3139/104.100540.

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17

Wood Jr., Thomaz, and Paulo Knörich Zuffo. "Supply chain management." Revista de Administração de Empresas 38, no. 3 (September 1998): 55–63. http://dx.doi.org/10.1590/s0034-75901998000300007.

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Nos últimos anos, a economia mundial e a economia brasileira têm sofrido mudanças importantes. Fusões, aquisições e alianças estratégicas têm se multiplicado. Parte considerável destas mudanças relaciona-se com profundas alterações nos sistemas de valores de todos os segmentos industriais. A busca da competitividade relaciona-se cada vez mais com a busca do ótimo sistêmico além das fronteiras da empresa. Neste contexto, a administração logística ganha nova dimensão, envolvendo a integração de todas as atividades ao longo da cadeia de valores e do sistema de valores, das matérias-primas ao cliente final. O objetivo deste trabalho é (re)situar a administração logística no contexto de mudanças, enfatizando a metodologia da gestão da cadeia de demanda (supply chain management).

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18

Brito, Eliane Pereira Zamith. "Supply chain management." Revista de Administração de Empresas 42, no. 1 (March 2002): 101. http://dx.doi.org/10.1590/s0034-75902002000100013.

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19

Moore, Nigel. "Supply chain management." Work Study 47, no. 5 (September 1998): 172–74. http://dx.doi.org/10.1108/00438029810370500.

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20

Alvarado, Ursula Y., and Herbert Kotzab. "Supply Chain Management." Industrial Marketing Management 30, no. 2 (February 2001): 183–98. http://dx.doi.org/10.1016/s0019-8501(00)00142-5.

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21

Fabbe-Costes, Nathalie, Laurent Livolsi, and Sabine Sépari. "Supply chain management." Revue Française de Gestion 44, no. 277 (November 2018): 13–24. http://dx.doi.org/10.3166/rfg.2019.00310.

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22

Manjunatha, K. "Supply Chain Management:." Vikalpa: The Journal for Decision Makers 32, no. 1 (January 2007): 163–73. http://dx.doi.org/10.1177/0256090920070112.

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23

Castro C., Claudia A. "Supply chain management." Negonotas Docentes, no. 1 (April 3, 2013): 4–8. http://dx.doi.org/10.52143/2346-1357.1.

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Con este ensayo, busco aclarar los conceptos básicos del tema Supply Chain Managenet, para deducir los mitos y realidades que afectan las decisiones en la gestión logística de la cadena de suministros.

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24

Brundha R, Meenaumadevi M. Guide, and Mrs. K. Sugashini. "Supply Chain Management." International Journal of Management and Humanities 11, no. 6 (February 28, 2025): 15–18. https://doi.org/10.35940/ijmh.d1768.11060225.

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The Supply Chain Management (SCM) system is designed to enhance the efficiency, transparency, and resilience of supply chain operations. This project integrates advanced data analytics, machine learning, and real-time tracking to overcome the limitations of traditional SCM systems, such as demand volatility, inventory imbalances, and poor response to disruptions. By utilizing diverse data sources—including historical demand, market trends, and consumer insights. The system provides accurate demand forecasting and optimal inventory management. Key features include real-time visibility across the supply chain, predictive analytics for proactive decision-making, and a responsive structure that mitigates risks such as stockouts and overstocking. The system’s modular design supports scalability, enabling businesses to adapt quickly to market changes, streamline operations, and ultimately improve customer satisfaction and profitability.

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25

Gupta, Sumeet, Mark Goh, Robert De-Souza, Fanwen Meng, and Miti Garg. "Supply Chain Risk Management." International Journal of Information Systems and Supply Chain Management 7, no. 2 (April 2014): 80–101. http://dx.doi.org/10.4018/ijisscm.2014040105.

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Increasing globalization of the supply chains is making them increasingly vulnerable to various supply chain risks. Effective management of these risks is essential to prevent minor as well as major risks that may occur in day-to-day operations of the firm. In this paper an attempt is made to bring out a schema for analyzing supply chain risks faced by the firm and develop a risk management action framework that would serve as a guide for practitioners to identify the level at which their firms are operating and the strategies they need to employ to combat or prevent supply chain risks. The data is collected by means of an online as well as an event survey from logistics managers of various supply chain firms. Indeed Singaporean firms need to properly document these supply chain risks. Moreover, there are gaps in specific areas where Singaporean firms can improve themselves and thus become globally effective corporations.

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26

Gupta, Sumeet, Mark Goh, Robert De-Souza, Fanwen Meng, and Miti Garg. "Supply Chain Risk Management." International Journal of Information Systems and Supply Chain Management 7, no. 3 (July 2014): 1–23. http://dx.doi.org/10.4018/ijisscm.2014070101.

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Increasing globalization of the supply chains is making them increasingly vulnerable to various supply chain risks. Effective management of these risks is essential to prevent minor as well as major risks that may occur in day-to-day operations of the firm. In this paper an attempt is made to bring out a schema for analyzing supply chain risks faced by the firm and develop a risk management action framework that would serve as a guide for practitioners to identify the level at which their firms are operating and the strategies they need to employ to combat or prevent supply chain risks. The data is collected by means of an online as well as an event survey from logistics managers of various supply chain firms. Indeed Singaporean firms need to properly document these supply chain risks. Moreover, there are gaps in specific areas where Singaporean firms can improve themselves and thus become globally effective corporations.

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27

D., Aidonis, and Folinas D. "Editorial: Supply Chain Management." International Journal of Business Science and Applied Management 11, no. 2 (2016): 1–2. http://dx.doi.org/10.69864/ijbsam.11-2.116.

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This special issue has followed up the 3rd Olympus International Conference on Supply Chains held on Athens Metropolitan Expo, November 7 & 8 2015, Greece. The Conference was organized by the Department of Logistics Technological Educational Institute of Central Macedonia, in collaboration with the: a) Laboratory of Quantitative Analysis, Logistics and Supply Chain Management of the Department of Mechanical Engineering, Aristotle University of Thessaloniki (AUTH), b) Greek Association of Supply Chain Management (EEL of Northern Greece) and the c) Supply Chain & Logistics Journal. During the 2-Days Conference more than 60 research papers were presented covering the following thematic areas: (i) Transportation, (ii) Best Practices in Logistics, (iii) Information and Communication Technologies in Supply Chain Management, (iv) Food Logistics, (v) New Trends in Business Logistics, and (vi) Green Supply Chain Management. Three keynote invited speakers addressed interesting issues for the Operational Research, the Opportunities and Prospects of Greek Ports chaired Round Tables with other Greek and Foreign Scientists and Specialists.

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28

Raviteja Boppana, Venkat. "Blockchain Applications in Pharmaceutical Supply Chain Management." International Journal of Science and Research (IJSR) 9, no. 8 (August 5, 2020): 1594–602. http://dx.doi.org/10.21275/sr20087111542.

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29

Solomon Jayapaul, Manoah. "Supply Chain Risk Management through Improved Observability." International Journal of Science and Research (IJSR) 13, no. 6 (June 5, 2024): 263–65. http://dx.doi.org/10.21275/sr24529025853.

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30

Kumar, Rajeev. "Performance Measurement in Dairy Supply Chain Management." Paripex - Indian Journal Of Research 3, no. 3 (January 15, 2012): 100–101. http://dx.doi.org/10.15373/22501991/mar2014/34.

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31

Aidonis, D., D. Folinas, and D. Triantafillou. "Editorial: Supply Chain Management." International Journal of Business Science and Applied Management 7, no. 3 (2012): 1–2. http://dx.doi.org/10.69864/ijbsam.7-3.89.

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This special issue has followed up the 2nd Olympus International Conference on Supply Chains held on October 5-6, 2012, in Katerini, Greece. The Conference was organized by the Department of Logistics of Alexander Technological Educational Institution (ATEI) of Thessaloniki, in collaboration with the Laboratory of Quantitative Analysis, Logistics and Supply Chain Management of the Department of Mechanical Engineering, Aristotle University of Thessaloniki (AUTH). During the 2-Days Conference more than 50 research papers were presented covering the following thematic areas: (i) Business Logistics, (ii) Transportation, Telematics and Distribution Networks, (iii) Green Logistics, (iv) Information and Communication Technologies in Supply Chain Management, and (v) Services and Quality. Three keynote invited speakers addressed interesting issues for the Humanitarian Logistics, Green Supply Chains of the Agrifood Sector and the Opportunities and Prospects of Greek Ports chaired Round Tables with other Greek and Foreign Scientists and Specialists.

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32

Szymczak, Maciej. "Gestion des connaissances dans les chaînes logistiques internationales." Revue Internationale des Économistes de Langue Française 7, no. 1 (2022): 18–38. http://dx.doi.org/10.18559/rielf.2022.1.2.

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: Recently the management of supply chains tends to be oriented at gaining flexibility to changing market conditions, increasing the value delivered to customers or a reduction in operating costs. Internationally supply chain management is supplemented with a large variety of markets and long distances to come which raises new challenges. To deal with it enterpreneurs need to develop new business models based on knowledge. In leading edge supply chains knowledge management has become one of the most important processes. The aim of the article is to analyze the results of research on knowledge management in international supply chains, which was carried out in 2012. The study involved international supply chains at least partially functioning in Poland. The most crucial task was to observe whether and how approaches to knowledge management differ at different stages of supply chain maturity. Therefore, the results were associated with the evaluation of supply chain maturity level according to Poirier’s model. Research results allow to look positively at supply chains at the initial stage of improvement – they already show great awareness and considerable commitment in the field of knowledge management. Knowledge management in supply chains characterized by higher levels of maturity requires development, also in the field of collective knowledge management, which has already become their practice. It is now important to confront these research results with the reality that in recent years has revealed advances in knowledge management methods in supply chains, and to pursue new, inspiring research avenues.

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33

Biedermann, Lukas, and Herbert Kotzab. "Supply Chain Risk Management und Supply Chain Resilienz." WiSt - Wirtschaftswissenschaftliches Studium 50, no. 4 (2021): 4–12. http://dx.doi.org/10.15358/0340-1650-2021-4-4.

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Die Lieferketten und -prozesse vieler Unternehmen sind vor dem Hintergrund planbarer Verläufe auf der Grundlage geringer Supply Chain Volatilität gestaltet worden. Zunehmende Volatilität erfordert aber eine dynamische Betrachtung potentieller Risikoquellen, um die Verletzlichkeit von Lieferketten gegenüber Störereignissen zu reduzieren. Der vorliegende Beitrag zeigt dazu wie das Supply Chain Risiko Management dazu eingesetzt werden kann und welche Supply Chain Resilienz Erfolgsfaktoren den ursprünglichen Zustand der Lieferkette wiederherstellen bzw. verbessern.

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34

Klein da Luz, Luciano, and Ricardo Augusto Cassel. "Demand chain management& supply chain management." Revista Produção Online 21, no. 4 (March 25, 2022): 1081–115. http://dx.doi.org/10.14488/1676-1901.v21i4.4274.

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A busca por maior agilidade e flexibilidade para melhora o atendimento aos clientes, em ambientes de constantes variações de demanda, facilidade para a aquisição de um produto de forma global e elevadas introduções de novos produtos, através de novas tecnologias, faz com que as organizações busquem rever seus processos, principalmente, logísticos. Cadeias de suprimentos amplas e complexas atreladas aos desejosdos clientes finais em obterem seus produtos em um curto espaço de tempo, reforça a busca por técnicas para melhorar a visibilidade das demandas e tornar a reação à cadeia mais eficiente. Um conceito recente é o Demand chain management(DCM) quebusca elevar e agrupar disciplinas de marketing e rever o conceito Supply chain management(SCM). Entretanto, por se tratar de um novo conceito, autores divergem sobre os conceitos de DCM e SCM, bem como não detalham seus processose também não direcionampara um modelo de implementação. O presente trabalho propõe elucidar as semelhanças e diferenças entre DCM e SCM, quais disciplinas são abordadas em cada entidade, seu processo de conexão e apresenta uma proposta de estrutura conceitual. O objetivo do presente trabalho é buscar excelência na cadeia de valor, com a percepção no cliente final.

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35

N.A., Alexey P. Tyapukhin. "Value Chain Management versus Supply Chain Management." International Journal of Management Concepts and Philosophy 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijmcp.2022.10052990.

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36

Tyapukhin, Alexey P. "Value chain management versus supply chain management." International Journal of Management Concepts and Philosophy 16, no. 4 (2023): 335–53. http://dx.doi.org/10.1504/ijmcp.2023.133790.

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37

Wouters, M. "Ontwikkelingen in supply chain management." Maandblad Voor Accountancy en Bedrijfseconomie 84, no. 11 (November 1, 2010): 545–55. http://dx.doi.org/10.5117/mab.84.12852.

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Het doel van dit artikel is om ontwikkelingen in supply chain management (SCM) te bespreken. SCM gaat over de inrichting en besturing van ketens van voortbrengingsprocessen. Aan bod komen: economische afwegingen rond leverbetrouwbaarheid, stroomlijnen van Europese interne supply chains, betere coördinatie van operationele activiteiten tussen bedrijven, en productontwerp voor de supply chain. De belangrijkste implicaties voor het werk van de controller en de accountant worden besproken, onder meer dat risicobeheersing belangrijker wordt wanneer supply chains verfijnder en efficiënter worden ingericht en bestuurd.

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38

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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39

Marcus Ambe, Intaher. "Insight into supply chain management in a municipal context." Public and Municipal Finance 5, no. 2 (December 6, 2016): 20–29. http://dx.doi.org/10.21511/pmf.5(2).2016.02.

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Supply chain management is strategic to the quest for service delivery excellence in South African municipalities. The supply chain journey in South African municipalities started in 2005 with reforms to introduce internationally accepted procurement best practices. The previous system failed the country due to deficiencies and malpractices resulting from the interpretation, implementation and governance of the preference procurement policy. Today (2016), supply chain management has become a talking point on which citizens are raising major concerns and it is perceived as being handled in a way that ﬁnancially beneﬁts few individuals. Laws and regulations governing municipal supply chain management are intentionally ignored or ﬂouted by municipal officials resulting in corruption, fruitless, wasteful and unauthorized expenditure. In an effort to address these challenges, the National Treasury continuously provides guidance in terms of policy revision, clarity in the provisions of the supply chain management policy, as well as training to supply chain management officials. This article provides an insight into supply chain management practices in a municipal context in South Africa. It highlights the status, challenges and way forward for the implementation of supply chain management in a municipal environment. Keywords: insight, supply chain management, municipality, public procurement, South Africa. JEL Classification: M38

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40

Korpysa, Jarosław, Marcin Halicki, and Agnieszka Lopatka. "Entrepreneurial management of project supply chain – a model approach." Problems and Perspectives in Management 18, no. 3 (September 10, 2020): 211–23. http://dx.doi.org/10.21511/ppm.18(3).2020.18.

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The paper’s principal purpose is to present the original concept of the project supply chain’s entrepreneurial management. Based on the literature on the subject, one defines the entrepreneurial management concept showing the influence of entrepreneurial management on company operation. Moreover, the paper also outlines the most important concepts of the project supply chain and presents the functioning scheme. Theoretical considerations concerning contemporary theories of entrepreneurial management and project supply chain are the prelude to presenting the concept of entrepreneurial management. The presented approach can be found helpful for the effective management of the project supply chain, which has not yet been thoroughly defined. It should be mentioned that the designed model of the entrepreneurial supply chain management is an original proposal for the paradigm of project supply chains. Both in a classical and project supply chain, a significant role is given to the flow of material resources between the individual chain components. It determines that the project supply chain is mainly driven by the need for its members’ value increase. It was explained that regarding entrepreneurial competences, knowledge can be transferred to other organizations in the whole supply chain. It was also mentioned that the project supply chain’s entrepreneurial management takes into account the flexibility manifesting itself through the establishment of agile project teams, and by focusing on human relationships. It is the basis for the presented concept of the entrepreneurial management model of the project supply chain. AcknowledgmentThe project is financed within the framework of the program of the Minister of Science and Higher Education under the name “Regional Excellence Initiative” in the years 2019–2022; project number 001/RID/2018/19; the amount of financing PLN 10,684,000.00.

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41

Frazzon, Enzo Morosini, Carlos Manuel Taboada Rodriguez, Marina Meireles Pereira, Matheus Cardoso Pires, and Iracyanne Uhlmann. "Towards Supply Chain Management 4.0." Brazilian Journal of Operations & Production Management 16, no. 2 (May 25, 2019): 180–91. http://dx.doi.org/10.14488/bjopm.2019.v16.n2.a2.

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Highlights: A brief review of industrial, logistics, and Supply Chain Management evolution. A concept and the technological elements for Supply Chain Management 4.0 (SCM 4.0) are presented. Potential applications of SCM 4.0 are reviewed as well. Goal: This paper aims at reviewing the historical development of the Supply Chain Management 4.0 concept and to propose an update for it. Design/Methodology/Approach: The exploratory part of the paper started with a bibliometric analysis to identify relevant keywords and publications per year. Secondly, a historical review of the concepts of Supply Chain Management is presented. Additionally, the paper embraced a conceptual approach to propose a new definition of Supply Chain Management 4.0. Lastly, a research outlook and some initiatives to the practical application of the concept are presented. Results: The bibliometric analysis about Supply Chain Management 4.0 reinforce the growing importance of the topic. The main keywords related to the subject indicate that Big Data, cloud computing, and Internet of Things are the most widely explored issues within smart supply chains. Analysis indicate that smart supply chains take advantage of communication and technological advances in order to build an adaptive, efficient, and transparent network. However, the application of such concept requires the development of knowledge, not only in the hardware and software fields, but also in the managerial field, to address the question of how to use that information and communication to benefit stakeholders. Limitations of the investigation: The document reports an exploratory research applied only to the Scopus database. In addition, only English-language literature was considered. Practical implications: The review showed a lack on the development of knowledge not only in the hardware field, but also in the managerial field. It is recommendable that studies focus on areas such as required data to be exchanged, potential financial benefits, and technological and managerial challenges. Originality/value: An overview of the historical evolution of the supply chain to the Supply Chain Management 4.0 is presented. A concept of Supply Chain Management 4.0 is proposed. Application examples illustrated the practical implementation of the proposed concept.

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ILCHENKO, Natalia, and Roman SUSHCHENKO. "Adaptive supply chain models." Scientia fructuosa 159, no. 1 (February 17, 2025): 102–18. https://doi.org/10.31617/1.2025(159)07.

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The change in the usual management models (Supply Chain Adaptability) in wartime has become a critical necessity to ensure the smooth functioning of the food supply. The adaptability of supply chains allows for a rapid response to changes in demand, market conditions, technological innovations, and in crisis situations. The aim of the research is to develop theoretical and methodological approaches to the formation of a business environment that promotes the creation of adaptive supply chain management models. It is hypothesized that the concepts of "SPOD-world", "VUCA-world", "BANI-world" and ANTIFRAGILE-world influence the formation and adaptation of supply chains, taking into account the complexity, instability and variability of the modern world. The main adaptive models of supply chain management are presented and characterized. It is proved that our proposed concept of ANTIFRAGILE-world, the development of which began in the context of the pandemic and continues under martial law in Ukraine, offers a new approach to supply chain management, where the main focus is on the ability of supply chains that form food retailers to become stronger and more efficient due to stress and change. It is proved that in 2024, Ukrainian retail continues to adapt to the challenges of martial law, economic instability and the development of new technologies. The results of the research are aimed at identifying effective models that ensure the sustainability and efficiency of supply chains of national food retail chains under martial law. The article presents adaptive approaches and models of supply chain management used by retail food chains in Ukraine under martial law, such as: EVA (Emergency and Value-Added) Model, Distributed Supply Chain Model, Humanitarian Support Chain, Agile Supply Chain, Real-Time Visibility Model, Local Sourcing Model. Testing the hypothesis reveals the problems of adaptation and promotes the introduction of innovative management approaches

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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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Winiarski, Jaroslaw. "Crowd Logistics: Sharing Economy in Supply Chain Management." Socio-Economic Analyses 14, no. 1 (June 30, 2022): 138–48. http://dx.doi.org/10.54664/bczo3563.

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The purpose of this paper is to define crowd logistics, a relatively recent phenomenon in the sharing economy. Despite their increasing popularity, such projects have not been the topic of much research, with only a few pieces addressing the problems. The mission of crowd logistics is to connect market participants who have unique logistical capabilities with those who report logistical needs. This is done to prevent unproductive resource usage and to activate underutilized capabilities. An experimental strategy was used to study solutions used in practice, which was based on a survey of 77 active crowd logistics efforts. These projects are categorized into groups in this article, and the key differences between crowd logistics and regular business logistics are highlighted. Furthermore, efforts are made to ascertain future development directions, as well as the potential influence of crowd logistics on traditional firms. This research is based on an examination of secondary sources, including articles, consulting firm reports, and case studies published in branch publications, company websites, and provided by the firms themselves as part of webinars.

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M, John Britto, and Magesh R. "Influence of Employee Engagement on Supply Chain Management." Journal of Advanced Research in Dynamical and Control Systems 11, no. 0009-SPECIAL ISSUE (September 25, 2019): 1120–25. http://dx.doi.org/10.5373/jardcs/v11/20192680.

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Chalotra, Dr Vipul. "A Conceputal Framework Of Green Supply Chain Management." International Journal of Scientific Research 1, no. 3 (June 1, 2012): 14–15. http://dx.doi.org/10.15373/22778179/aug2012/5.

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Koilo, Viktoriia, and Ola Honningdal Grytten. "Maritime financial instability and supply chain management effects." Problems and Perspectives in Management 17, no. 4 (November 13, 2019): 62–79. http://dx.doi.org/10.21511/ppm.17(4).2019.06.

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The paper investigates the offshore crisis 2015–2017 and its impact on central international offshore oil and gas related maritime cluster, the Blue Maritime Cluster, located at the North-Western coast of Norway.This complete maritime cluster, heavily involved in offshore petroleum operations, it experienced an almost devastating blow, as it lost almost one-third of its employees as its value added contracted by 39 percent.When the crises is basically seen as a result of falling of oil prices and lower activity and squeezed profit margins, this paper investigates the crisis in the light of financial instability and reactions down the maritime supply chain. By collecting data from the Blue Maritime Cluster and the Norwegian central company register one is able both to trace the fall in the activity due to the crisis and measures of financial strength. The study approaches the data by using a structural time series analysis in order to map cycles as deviations from polynomial trends.The findings ascertain that financial instability was dominant within the Blue Maritime Cluster during its boom before the crisis. Debt ratios and thereby gearing (leverage) were high. Thus, the companies could not meet their obligations when the crisis hit.The paper also finds that narrow focused supply chain management made the cluster fall deep into the abyss. Companies with a more diversified portfolio were able to meet the hard years better than others.

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Parveen, Nikhat. "The Comprehensive Study on Flipkart Supply Chain Management." International Journal of Research Publication and Reviews 5, no. 4 (April 11, 2024): 7598–601. http://dx.doi.org/10.55248/gengpi.5.0424.10115.

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Muthukumar, Dr V., and Alusini A. "Digital Transformation and Disruption in Supply Chain Management." International Journal of Research Publication and Reviews 5, no. 12 (December 2024): 5332–38. https://doi.org/10.55248/gengpi.5.1224.0224.

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Muthukumar, Dr V., and Alusini A. "Digital Transformation and Disruption in Supply Chain Management." International Journal of Research Publication and Reviews 6, no. 1 (January 2025): 473–78. https://doi.org/10.55248/gengpi.6.0125.0232.

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