Sebastián J. García-Dastugue

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.

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.

Internet-enabled coordination in the supply chain

Abstract The Internet fosters the integration of business processes across the supply chain by facilitating the information flows necessary for coordinating business activities. However, the Internet also supports the use of market mechanisms, such as auctions, that foster price competition. Using market mechanisms is less likely to generate a sustainable competitive advantage, but they might offer the opportunity to purchase some items at a lower price. Managers have the challenge of selecting the Internet-enabled coordination mechanism that best fits the needs of a variety of business situations in the supply chain. The authors present a framework to assist managers with this decision.

The Manufacturing Flow Management Process

Manufacturing flow management is the supply chain management process that includes all activities necessary to move products through the plants and to obtain, implement, and manage manufacturing flexibility in the supply chain. Manufacturing flexibility reflects the ability to make a variety of products in a timely manner at the lowest possible cost. To achieve the desired level of manufacturing flexibility, planning and execution must extend beyond the four walls of the manufacturer. In this paper, we describe the manufacturing flow management process in detail to show how it can be implemented within a company and managed across firms in the supply chain. We examine the activities of each sub‐process; evaluate the interfaces with corporate functions, processes, and firms; and provide examples of successful implementation.

Différentiation retardée interorganisationnelle dans la supply chain

Cet article présente les résultats d’une étude empirique sur l’utilisation de la différentiation retardée dans la supply chain, étude portant sur deux industriels, un distributeur et un détaillant. L’analyse montre que la mise en oeuvre de la différentiation retardée peut conduire à plus de stock pour la firme prise individuellemenmt. Pour atteindre son efficacité maximum elle doit être mise en oeuvre dans toutes les entreprises formant la chaîne.