Dale S. Rogers

THE SUPPLY CHAIN MANAGEMENT PROCESSES

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.

Differences between forward and reverse logistics in a retail environment

This paper compares and contrasts forward and reverse logistics in a retail environment, with the focus on the reverse flow of product. Many differences between forward and reverse flows of logistics systems are presented. The impact of these factors depends to some extent on the supply chain position of a firm. Unlike much reverse logistics research, which is written from the perspective of the firm which will remanufacture or refurbish the product in the reverse flow, we consider the issues from the perspective of the firm generating the reverse flow.

The Returns Management Process

Returns management is the supply chain management process by which activities associated with returns, reverse logistics, gatekeeping, and avoidance are managed within the firm and across key members of the supply chain. The correct implementation of this process enables management not only to manage the reverse product flow efficiently, but to identify opportunities to reduce unwanted returns and to control reusable assets such as containers. In this paper, we describe how the returns management process can be implemented within a firm and across the supply chain. The process is described in terms of its sub‐processes and associated activities, and the interfaces with corporate functions, other supply chain management processes and other firms. Examples of successful implementation are provided.

Supply Chain Management: Definition, Growth and Approaches

(1998). Supply Chain Management: Definition, Growth and Approaches. Journal of Marketing Theory and Practice: Vol. 6, Supply Chain Management Sponsored by SYNCRA Software, Inc, pp. 1-5.

Information accessibility: Customer responsiveness and enhanced performance

Information is generally believed to be a key component in creating corporate responsiveness, i.e. being able to anticipate or respond quickly to customer requests. Most firms are well aware of the need to become more responsive to customers in order to develop and maintain long‐term close relation‐ships. A recent survey of the warehouse industry confirms the hypothesized relationship between information and responsiveness. Firms that formally collect customer‐related information and internal service/quality information were found to be more responsive as evidenced by enhanced ability to accommodate selected events/ requests. The research also supported a link between responsiveness and improved operating performance. Responsive firms indicated greater success in achieving specific operating performance improvements – improved reliability service, improved customer service/satisfaction, quality improvements, cycle time reductions, productivity improvements, reduced costs, improved organizational structure, and enhanced goal setting – than less responsive firms.

JIT Systems and External Logistics Suppliers

Just‐in‐time (JIT) systems have evolved from a few selected implementations in the automobile industry into a widespread business practice. Early understanding of JIT models indicated that JIT can reduce inventory in the production system through the elimination of wasteful activities. This understanding led some researchers to suggest that JIT warehousing or JIT logistics are contradictions in terms since JIT′s purpose is to eliminate warehousing by delivering components just as they are needed. However, more recent studies of JIT practices indicate that an opportunity exists to use JIT benefits. Discusses the benefits of outsourcing logistics functions to external suppliers in order to enhance JIT performance. Additionally, a survey of services provided by JIT logistics suppliers is presented as well as criteria for selecting the “best” logistics supplier.

Enhancing Service Responsiveness: The Strategic Potential of EDI

Reports a recent survey of warehousing firms which examined the extent of involvement in electronic data interchange (EDI) and the impact which EDI has had on the firms′ operations and service capabilities. Warehousing firms providing EDI services to their customers were found to be better able to accommodate selected customers′ requests than firms not providing EDI services. Additionally, the firms providing EDI service were offering more services to their customers than firms not providing EDI service. Based on the research results, EDI firms appear to be more flexible and more responsive to customer requests. EDI offers significant potential for helping firms to gain competitive advantage and enhance customer responsiveness.

The Product Development and Commercialization Process

Product development and commercialization is the supply chain management process that provides structure for developing and bringing to market new products jointly with customers and suppliers. Effective implementation of the process not only enables management to coordinate the efficient flow of new products across the supply chain, but also assists supply chain members with the ramp‐up of manufacturing, logistics, marketing and other related activities to support the commercialization of the product In this paper, the product development and commercialization process is described in detail to show how it can be implemented. To do this, the process is described in terms of its sub‐processes and associated activities, and the interfaces with business functions, other supply chain processes and other firms. Examples of successful implementation are provided.

The Impact of Formalization on Warehousing Firms

Many of todays most successful companies have decided to focus on their core business and purchase other functional needs from outside vendors. Time and resource constraints make utilization of public or contract warehousing providers an attractive option. Because of their specialized expertise, external warehousing firms are often able to deliver services in a more cost‐effective and efficient manner. The researchers examined differential capabilities among warehousing service providers based upon the degree of formalized internal processes developed. Formalization was shown to impact: 1) the average number of services provided; 2) the average number of computer applications used in providing services to customers; and 3) the average number of installed technologies within the respondent firms. More highly formalized firms are positioned to be able to “offer more”.

Real options: applications to logistics and transportation

Purpose – Changes over the last 30 years have given companies increased flexibility and control over their logistics activities. During this same period of time, financial markets have embraced stock options, which allow buyers the right but not the obligation to purchase a stock at a specified price in the future. Recent technological developments could enable the trading of formalized options around transportation and logistics services. This paper aims to propose a framework for enabling managers to extend the use of options to the future use of logistics resources.Design/methodology/approach – Presents a conceptual model that is based on research within the field.Findings – This paper presents a framework for using transportation options in a similar manner to stock or commodity options: a shipper would buy a transportation option from a carrier, or a carriers agent, which would give the shipper the right but not the obligation to send a shipment in a particular freight lane at a specified future tim...