Historical Developments in Supply Chain Management

Supply Chain Management: An International Journal, Volume 7, Number 5, 2002, pp. 271 – 282;

Mellat-Parast and Spillan (2014) defines supply chain management as the method of handling material and information moves from the beginning, through the organization, and to the end-user. This is a very important factor of organizational strategy.

To start, Schroeder, R., Goldstein, S., and Rungtusanatham define supply chain as “the set of entities and relationships that cumulatively define materials and information flows both downstream toward the customer and upstream toward the very first supplier.” Schroeder, R., Goldstein, S., and Rungtusanatham goes on to identify supply chain management as “the design and management of seamless, value-added processes across organizational boundaries to meet the real needs of the end customer.” Organizations have to prepare themselves to the best of their ability in order to provide or their customers. Customers expect to receive the upmost service, regardless of the type of organization they make contact with.

The Supply-Chain Council defines supply chain management as “[m]anaging supply and demand, sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, and delivery to the customer” (Wisner, Leong & Tan 2005).

Schoenfeldt, T. I. (2008). A practical application of supply chain management principles. Milwaukee, WI: Quality Press."

SCM is embedded and influences all facets of business operations. More precise, SCM is the proactive management of logistics, product development, sourcing, production, business processes, information systems, and business finances as they transition though the many facets of the supply chain-from raw materials to consumer (APICS Supply Chain Council, 2014). Also, its emphasis is to sustain its competitive advantage through the maximization of customer value. Competitive advantage sustainability is only feasible through a conscious effort by all stakeholders within the supply chain to

Design approach – The paper is based on an exhaustive study of eight supply chains which included ten companies in America. Managers from at least four levels of the supply chain were interviewed, and the supply chains were outlined and observed.

What is Supply Chain Management (SCM)? Supply Chain Management is the synchronization of a firm’s processes with those of its suppliers and customers to match the flow of materials, services, and information with customer demand. To provide the highest degree of customer satisfaction at the lowest possible cost is the flow in supply chain in management of material and information. The commitment of supply chain partners is important and requires to work together to coordinate order generation, order taking, and order fulfillment in Supply Chain Management. To maximize customer value and gain a competitive advantage in the marketplace is the active streamlining of a business’ supply-side activities in Supply Chain Management. Development and implementation supply chains by suppliers is the effort represents Supply Chain Management that are as efficient and economical as possible. To product and development, the information systems are needed to direct these undertakings which is

In the 1980s, the term supply chain management (SCM) was developed to express the need to integrate the key business processes, from end user through original suppliers.[8] Original suppliers are those that provide products, services, and information that add value for customers and other stakeholders. The basic idea behind SCM is that companies and corporations involve themselves in a supply chain by exchanging information about market fluctuations and production capabilities. Keith Oliver, a consultant at Booz Allen Hamilton, is credited with the term's invention after using it in an interview for the Financial Times in 1982.[9][10][11]

Supply Chain Management: An International Journal Volume 17 · Number 1 · 2012 · 15 –28

Supply chain management (SCM) is the supervision of materials, information, and finances as they move in a process from supplier to manufacturer to retailer to the cessation consumer. There are three crucial flows of the supply chain: The product flow, the information flow and the finances flow. SCM involves coordinating and integrating these flows both inside and between

The importance of the supply chain hasn’t always been so critical. It wasn’t until the railroad industry in the early 20th century that we first started to see real focus given to the supply chain. World War II put an even greater focus on the importance of a good supply chain and that emphasis was felt on a global scale. In the 1970s the oil embargo and shortages of other raw materials brought the attention of purchasing and supply management to a new level, once again. As more companies began competing on a global scale, innovative strategies arose. In the 1980s

A few decades ago, the true understanding of the impact of supply chain management was alien to many companies (Moore, Baldwin, Camm, & Cook, 2002). As Moore et al (2002) continue to state, few companies within different industries understood the important link between strategic goals and supply management principles. This, in effect, meant that purchasing departments were undervalued, seen more or less as order takers and placers, while enjoying little or no respect from other organizational arms. However, this trend, culture and tradition was to reach an instant demise with the comprehension by many companies of the importance of lean management in reducing waste from processes, effectively achieving competitive advantage

Supply change management (SCM) is active in many organizations today. The purpose of SCM is to maximize the company value in order maintain a competitive advantage in the market place. As an Operational Managers (OM) it is essential to oversee the supply chain within an organization. The OM responsibility is to manage the supply chain flow, and to ensure the supply chain has a quality design in order to reduce cost and drive efficiency. (Reid & Sanders, 2010) An organization supply chain includes activities such as product development, sourcing, productions, logistics, material, and other information systems needed to coordinate the movement of goods from suppliers to manufactures, and to final customers.

Improvements in transportation process and technology enablement make available the most achievable way for most companies today to flush out supply chain costs and advance quality, reliability and customer satisfaction. Companies across nearly every industry sector are motivated to become supply chain management leaders. SCM leaders attain this rank in their markets by extensively dropping cycle times and operating expenses, increasing supply chain