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Struts+hibernate物流仓库管理系统.zip （758个子文件）

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共 758 条

0019-8501/00/$–see front matter

PII S0019-8501(99)00113-3

Industrial Marketing Management

, 65–83 (2000)

655 Avenue of the Americas, New York, NY 10010

Issues in Supply Chain

Management

Douglas M. Lambert

Martha C. Cooper

Successful supply chain management requires cross-func-

tional integration and marketing must play a critical role. The

challenge is to determine how to successfully accomplish this in-

tegration. We present a framework for supply chain management

as well as questions for how it might be implemented and ques-

tions for future research. Case studies conducted at several com-

panies and involving multiple members of supply chains are

INTRODUCTION

One of the most significant paradigm shifts of modern

business management is that individual businesses no

longer compete as solely autonomous entities, but rather

as supply chains. Business management has entered the

era of internetwork competition. Instead of brand versus

brand or store versus store, it is now suppliers—brand—

store versus suppliers—brand—store, or supply chain

versus supply chain. In this emerging competitive envi-

ronment, the ultimate success of the single business will

depend on management’s ability to integrate the com-

pany’s intricate network of business relationships [1–3].

Increasingly, the management of multiple relationships

across the supply chain is being referred to as supply

chain management (SCM). Strictly speaking, the supply

chain is not a chain of businesses with one-to-one, busi-

ness-to-business relationships, but a network of multiple

businesses and relationships. SCM offers the opportunity

to capture the synergy of intra- and intercompany inte-

gration and management. In that sense, SCM deals with

total business process excellence and represents a new

way of managing the business and relationships with

other members of the supply chain.

Thus far, there has been relatively little guidance from

academia, which in general has been following, rather

than leading, business practice [4–6]. There is a need for

building theory and developing normative tools and meth-

ods for successful SCM practice. The exploratory empiri-

cal findings reported here are part of a research effort to

develop a normative model to guide future research. Ex-

ecutives can use the model to capture the potential of

successful SCM.

Address correspondence to Dr. D. Lambert, Department of Marketing

Logistics, The Ohio State University, 506 Fisher Hall, 2100 Neil Avenue,

Columbus, OH 43210-1399. E-mail: [email protected]

The Global Supply Chain Forum (GSCF), a group of

non-competing firms and a team of academic research-

ers, has been meeting regularly for the past 6 years with

the objective to improve the theory and practice of SCM.

The definition of SCM as developed and used by The

GSCF is as follows:

Supply Chain Management is the integration of key busi-

ness processes from end user through original suppliers

that provides products, services, and information that add

value for customers and other stakeholders.

This broader understanding of the SCM concept is il-

lustrated in Figure 1, which depicts a simplified supply

chain network structure; the information and product

flows; and the key supply chain business processes pene-

trating functional silos within the company and the vari-

ous corporate silos across the supply chain. Thus, busi-

ness processes become supply chain business processes

linked across intra- and intercompany boundaries.

This paper is organized as follows: First, there is a

brief literature review relating SCM to logistics and to

marketing channels research. The case methodology that

provides the basis for our findings is described. Next, we

report some of the findings and key issues related to each

of the three elements of the SCM framework. For sim-

plicity, each element will be dealt with separately; al-

though, in practice, they are closely interrelated. Issues

regarding how to map business processes across the sup-

ply chain are briefly described. Finally, suggestions for

future research and conclusions are outlined [7–9].

LITERATURE REVIEW

SCM has received considerable attention in the popu-

lar business press and in some academic literatures. This

section is divided into two parts. First, the emergence of

SCM from the logistics literature is described. Then, se-

lected marketing literature is related to the SCM concept.

SCM versus Logistics

The term

SCM

was originally introduced by consultants

in the early 1980s [10] and has subsequently gained tremen-

dous attention [11]. Since the early 1990s, academics have

attempted to give structure to SCM [12–14]. Bechtel and Ja-

yaram [15] identified generic schools of SEM thought and

the major contributions from the literature. They also identi-

fied fundamental assumptions of SCM that must be chal-

lenged in the future.

Until recently, most practitioners [16–20], consultants

[21–23], and academics [24–28] had viewed SCM not

appreciably different from the contemporary understand-

ing of logistics management, as defined by the Council

DOUGLAS M. LAMBERT is the Raymond E. Mason Professor of

Transportation and Logistics, and Director of The Global

Supply Chain Forum, Fisher College of Business, The Ohio

State University. He is also the Prime F. Osborn III Eminent

Scholar Chair in Transportation, Professor of Marketing and

Logistics, and Director of The International Center for

Competitive Excellence, University of North Florida,

Jacksonville, Florida.

MARTHA C. COOPER is Professor of Marketing and Logistics,

Fisher College of Business, The Ohio State University. She has

worked in brand management and in sales. Her research

interests include supply chain management, partnership and

other interfirm relationships, the role of customer service in

corporate strategy, international logistics, strategic planning for

logistics, and cluster analysis.

Supply chain management (SCM) is a new

way of managing the business and

its relationships.

Previously the Research Roundtable of The International Center for

Competitive Excellence, University of North Florida (UNF), Dr. Douglas M.

Lambert, Director, 1994. In 1996, this group moved with Dr. Lambert to The

Ohio State University (OSU) and became The Global Supply Chain Forum.

Beginning in January 1999, the group is jointly involved with OSU and UNF.

of Logistics Management (CLM) in 1986.

That is, SCM

was viewed as logistics outside the firm to include cus-

tomers and suppliers. Logistics, as defined by the CLM,

always represented a supply chain orientation “from

point of origin to point of consumption.” Then why the

confusion? It is probably due to the fact that logistics is a

functional silo within companies and is also a bigger con-

cept that deals with the management of material and in-

formation flows across the supply chain. This is similar

to the confusion over marketing as a concept and market-

ing as a functional area. Thus the quote from CEO:

“Marketing is too important to be left to the marketing

department.” Everybody in the company should have a

customer focus. The marketing concept does not apply

just to the marketing department. It is everybody’s re-

sponsibility to focus on serving the customer’s needs.

The understanding of SCM has been re-conceptualized

from integrating logistics across the supply chain to the

current understanding of integrating and managing key

business processes across the supply chain [5]. Based on

this emerging distinction between SCM and logistics, in

October 1998 CLM announced a modified definition of

logistics. The modified definition explicitly declares

CLM’s position that logistics management is only a part

of SCM. The revised definition is as follows:

Logistics is that part of the supply chain process that

plans, implements, and controls the efficient, effective

flow and storage of goods, services, and related informa-

tion from the point-of-origin to the point-of-consumption

in order to meet customers’ requirements.

Imagine the degree of complexity required to manage

all suppliers back to the point of origin and all products/

FIGURE 1. Supply chain management: integrating and managing business processes across the supply chain.

Source: [7, p. 10]

In 1986, the Council of Logistics Management, the leading-edge professional

organization with a current membership of over 15,000, defined logistics

management as:

The process of planning, implementing, and controlling the

efficient, cost-effective flow and storage of raw materials, in-process inventory,

finished goods, and related information flow from point-of-origin to point-of-

consumption for the purpose of conforming to customer requirements.

What’s It

All About?

Council of Logistics Management, Oak Brook, Illinois, 1986.

Presented at the annual business meeting, Council of Logistics

Management (CLM), in Anaheim, California, in October 1998. The definition

is posted at the CLM’s homepage at http://www.CLM1.org.

services out to the point of consumption. It is probably

easier to understand why executives would want to man-

age their supply chains to the point of consumption, be-

cause whoever has the relationship with the end user has

the power in the supply chain. Intel created a relationship

with the end user by having computer manufacturers

place an “intel inside” label on their computers. This af-

fects the computer manufacturer’s ability to switch mi-

croprocessor suppliers. But managing all tier-1 suppliers’

networks to the point of origin is an enormous undertak-

ing. Managing the entire supply chain is a very difficult

and challenging task, as illustrated in Figure 2.

Marketing Perspective

Early marketing channel researchers such as Wroe Al-

derson and Louis P. Bucklin conceptualized the key fac-

tors for why and how channels are created and structured

[29–31]. From a supply chain standpoint, these research-

ers were on the right track in the areas of: 1) identifying

who should be a member of the marketing channel, 2)

describing the need for channel coordination, and 3)

drawing actual marketing channels. However, for the last

30 years many channels researchers ignored two critical

issues. First, they did not build on the early contributions

by including suppliers to the manufacturer and thus ne-

glected the importance of a total supply chain perspec-

tive. Second, they focused on marketing activities and

flows across the channel and overlooked the need to inte-

grate and manage multiple key processes within and

across companies. More recently, Webster [32] chal-

lenged marketers and marketing researchers to consider

relationships with multiple firms. He also called for

cross-functional consideration in strategy formulation.

Unlike the marketing channels literature, a major

weakness of much of the SCM literature is that the au-

thors appear to assume that everyone knows who is a

member of the supply chain. There has been little effort

to identify specific supply chain members, key processes

that require integration or what management must do to

successfully manage the supply chain.

METHODOLOGY

In order to better understand SCM, a case-study ap-

proach is used involving the supply chains of members of

The GSCF. Thus far, over 90 in-depth interviews, in 15

companies covering 9 different supply chains, have been

conducted with managers representing various levels,

FIGURE 2. Supply chain network structure. Source: [8, p. 3]

functions, and processes. The processes covered in the

interviews included customer relationship management,

customer service management, demand management, or-

der fulfillment, procurement, and product development

and commercialization. The functions represented by

those interviewed included marketing/sales, logistics,

manufacturing, information systems, finance, quality

management, and strategic planning. The interviews

were conducted using a 36-question interview guide,

which was developed based upon our previous work, a

review of the literature, and discussions with members of

The GSCF. The interviews were conducted in person,

ranged from 1 to 3 hours, and were recorded and tran-

scribed for analysis.

A CONCEPTUAL FRAMEWORK OF SCM

The conceptual framework emphasizes the interrelated

nature of SCM and the need to proceed through several

steps to design and successfully manage a supply chain.

The SCM framework consists of three closely interre-

lated elements: the supply chain network structure, the

supply chain business processes, and the supply chain

management components (Figure 3).

The supply chain network structure consists of the

member firms and the links between these firms. Busi-

ness processes are the activities that produce a specific

output of value to the customer. The management com-

ponents are the managerial variables by which the busi-

ness processes are integrated and managed across the

supply chain. Each of the three interrelated elements that

constitute the framework is now described.

Supply Chain Network Structure

All firms participate in a supply chain, from the raw

materials to the ultimate consumer. How much of this

supply chain needs to be managed depends on several

factors including the complexity of the product, the num-

ber of available suppliers, and the availability of raw ma-

terials. Dimensions to consider include the length of the

supply chain and the number of suppliers and customers at

each level. It would be rare for a firm to participate in only

one supply chain. For most manufacturers, the supply

chain looks less like a pipeline or chain than an uprooted

tree, where the branches and roots are the extensive net-

work of customers and suppliers [33]. The question is how

many of these branches and roots need to be managed.

The closeness of the relationship at different points in

the supply chain will differ. Management will need to

choose the level of partnership appropriate for particular

supply chain links [34]. Not all links throughout the sup-

ply chain should be closely coordinated and integrated.

The most appropriate relationship is the one that best fits

the specific set of circumstances [35]. Determining

which parts of the supply chain deserve management at-

tention must be weighed against firm capabilities and the

importance to the firm.

It is important to have an explicit knowledge and un-

derstanding of how the supply chain network structure is

configured. We suggest that the three primary aspects of a

company’s network structure are: (1) the members of the

supply chain, (2) the structural dimensions of the net-

work, and (3) the different types of process links across

the supply chain. Each issue is now addressed.

DENTIFYING

UPPLY

HAIN

EMBERS

. When deter-

mining the network structure, it is necessary to identify

who the members of the supply chain are. Including all

types of members may cause the total network to become

highly complex, since it may explode in the number of

members added from tier level to tier level [33]. To inte-

grate and manage all process links with all members

across the supply chain would, in most cases, be counter-

productive, if not impossible. The key is to sort out some

basis for determining which members are critical to the

success of the company and the supply chain and, thus,

should be allocated managerial attention and resources.

Marketing channels researchers identified members of

the channel based on who partakes in the various market-

ing flows including product, title, payment, information,

and promotion flows [36]. Each flow included relevant

members, such as banks for the payment flow and adver-

tising agencies for the promotion flow. The channel re-

searchers sought to include all members partaking in the

Managing a supply chain is a difficult task.

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