Supply Chain ToolCube
Keywords:
Supply Chain Planning, Production management, Operations management, Procurement management, Purchasing management, Commercial management, Shipping management, Logistics Management, Transportation, Materials Management, Warehouse/Inventory management:, Distribution Management, Demand Management, Coordination & Information Management, Project Management Supply Chain Leadership” decisions tools has significant effect on Supply chain Management as a whole H2: “Make or Buy analysis, MRP, CPFR, S&OP” has significant relation for Supply Chain Planning: decision. H3: “Productivity analysis, Pereto, Cause and effect, Control chart” has significant relation with Production management decision. H4: “TQM, JIT, Kaizen, Lean, Material reconciliation, MPS, Machine utilizationTQM, JIT, Kaizen, Lean, Material reconciliation, MPS, Machine utilization ” has significant relation for Operations management:. H5: TCO, Comparative study, Bid and Spend Tools, Core cost analysis,Tender process, Bid and Spend Tools, Material Price Varience has significant relation for Procurement management: H6: Comparative study, Supplier market intelligence, Supplier visit, Vendor Evaluation, Supplier Personnel meeting has significant relation for Purchasing management: H7: Letter of credit, Knowledge of Regulations, Trade payments, Incoterms, UCPDC-600, VAT regulations, HS code, Currency knowledge has significant relation for Commercial management: H8: Shipping Status Tools, Freight scheduling, IT tools, Freight costing, Cross Docking has significant relation for Shipping management: H9: Order Processing Tools, Facility Layout knowledge, Logistics equipment knowledge, IT tools, Postponent has significant relation for Logistics Management: H10: Shortest Path method, Vehicle routing planning, Transport Law, Scheduling, Asset handling has significant relation for Transportation H11: Capacity Planning, Risk Management, Value chain reconfiguration, Virtual inventory management, Material & Receiving report, Vendor Managed Inventory has significant relation for Materials Management H12: For example 5S, FIFO, LIFO, EOQ, Kaizen, Record Management, Inventory Counting, has significant relation for Warehouse/Inventory management H13: Gravity Method, Location analysis, Political analysis, IT tools, Geographical knowledge, Cross Docking,DRP, Network Management tool has significant relation for Distribution Management H14: S&OP, Demand Forecasting, Supply Chain Analytics and Reports has significant relation for has significant relation for Demand Management: H15: Direct contact, online communication, spreadsheet Excel, ERP, Programming Supply chain, Interpersonal communication, Negotiation has significant relation for Coordination & Information Management: H16: CPM, PERT, Earned value analysis, Scheduling, Cost Analysis has significant relation for Project Management: H17: Contingency, Situational leadership, Autocratic leadership, Participative leadership, KPI tools has significant relation for Supply Chain Leadership:Abstract
In today’s fast changing economic situation, every company is trying to assess its performances
regularly. In order to survive companies are taking steps to expand by accessing new markets; making
product and price more attractive; satisfying customers; developing new strategies. Thus, managers
and executives of the companies looking for a suitable tools and techniques in order to investigate
the internal and external cost of the products/service, get market information, product costs, analyse
customer needs and wishes, predict and assess organizational performance, as well to ensure smooth opeation.
In the last decades several famous supply chain management techniques have evolved for managing
distribution processes such as Efficient Customer Response in FMCG sector (Bhutta et al., 2002; Harris
and Swatman, 1997), Quick Response in fashion industry (Al-Zubaidi and Tyler, 2003; Birtwistle et al.,
2003; Fernie and azuma, 2004) and CPFR in various industries (skJøtt-larsen et al., 2003; Fliedner,
2003). Judit Nagy (2010), studied different and mentioned different tools specially on Logistics
focused tools. Cox A., Lonsdale C., Sanderson J., Watson G. (2005) worked and idntifis on different
production and operations tools. Christian et all. (2009) identified different tools for Procurement
and Purchasing management.
Based on Literature review, we have identified 16 areas and below mentioned tools used in different
areas of supply chain
Supply Chain Planning: Make or Buy analysis, MRP, CPFR (skJøtt-larsen et al., 2003; Fliedner, 2003).
Production management: Productivity analysis, Pereto, Cause and effect, Control chart (Cox et all.
,2005) Operations management: TQM, JIT, Kaizen, Lean, (Cox et all. ,2005) Procurement
management: Bid and Spend Tools, Core cost analysis,Tender process Christian et all. (2009)
,Purchasing management: Supplier market intelligence, Vendor Evaluation Christian et all. (2009)
Commercial management: Letter of credit, Knowledge of Regulations (Butta et al., 2002; Harris and
swatman, 1997), Shipping management: Freight scheduling, Freight costing, (Cox et all.
,2005)Logistics Management: Order Processing Tools, Facility Layout knowledge, (Cox et all. ,2005),
Transportation: Vehicle routing planning, Scheduling (Vörösmarty, 2000, Gordon, 2005) Materials
Management: Capacity Planning, Risk Management, Value chain reconfiguration, Virtual inventory
management, Vendor Managed Inventory(Cox et all. ,2005)Warehouse/Inventory management: 5S,
FIFO, LIFO, EOQ (Cox et all. ,2005), Distribution Management: Gravity Method, Location analysis,
Political analysis (al-Zubaidi and tyler, 2003; birtwistle et al., 2003; FerNie and aZuMa, 2004) Demand
Management: S&OP, Demand Forecasting (beNsaou, 1999), (Nagy, 2010). Lee (2000), Cigolini et al.
(2004) Coordination & Information Management: Direct contact, ERP Lamming et al., 2001). (Gelei,
2008), Varma et al. (2006) Project Management: CPM, PERT, Earned value analysis, Cost Analysis,
(MisHra and ragHuNatHaN, 2004). (tHayer, 1991). Gelei (2003), Gümüs and Bookbinder, 2004;
Schaffer, 2000) Supply Chain Leadership: Contingency, Situational leadership, Autocratic leadership
((Harris and swatMaN, 1997; Vörösmarty (2000), Gordon (2005)
supply chains differ in different companies from each other, in real company
practice the model does not appear so clearly, as supply chain tools used in organizations has wide
variety in nature and very often organizations practice tailored tools suited to product and customers
need. I was not able to complete the model for differences in the demand chain management tools
applied based on the different operational focuses and practice limitations. There are more tools in
supply chain are used and should be used can be identified and listed in future research.
But the attempt to combine all effective and useful tools, combining and categorizing to a “Supply
Chain ToolCube Model’’ will definitely help supply chain participants to identify and categorize
needed tool to use in specific business scenario. Proper use of the model will enhance use of SCM
tools more and thrive to business efficiency.
