Implications of management control systems for green supply chain management in South Africa a case study of a food retailer

Includes bibliographical references.This research investigates the management of green supply chains through the major implications of management control systems. Green supply chain management characteristics that define high performing buyer-supplier engagements were: sustainability, performance management, quality management, shared investment, waste reduction, and the relationship between partners. This study found that a buying firm needs to employ management control systems in ensuring the supplier outputs. Collaborative management, another important facet in effectiveness of green supply chain management, was found to define successful buyer-supplier relationships. The study also found challenges with initial investment and opportunism, that companies should safeguard themselves through substantive agreements. Mutual investment by both manufacturer and retailer into their operations enhances service to customers and managing relationships in green supply chain management

AN INVESTIGATION INTO CUSTOMER RELATIONSHIP MANAGEMENT (CRM) MARKET IN VIETNAM

Customer Relationship Management (CRM) is a strategy for managing all of the company's relationships and interactions with customers and potential customers. It helps the company improve its profitability. More commonly, when people talk about CRM they are usually referring to a CRM system, a tool which helps with contact management, sales management, workflow processes, productivity and more. Customer Relationship Management enables you to focus on your organization’s relationships with individual people – whether those are customers, service users, colleagues or suppliers. CRM is not just for sales. Some of the biggest gains in productivity can come from moving beyond CRM as a sales and marketing tool and embedding it in your business – from HR to customer services and supply-chain management

AN INVESTIGATION INTO CUSTOMER RELATIONSHIP MANAGEMENT (CRM) MARKET IN VIETNAM

 Customer Relationship Management (CRM) is a strategy for managing all of the company's relationships and interactions with customers and potential customers. It helps the company improve its profitability. More commonly, when people talk about CRM they are usually referring to a CRM system, a tool which helps with contact management, sales management, workflow processes, productivity and more. Customer Relationship Management enables you to focus on your organization’s relationships with individual people – whether those are customers, service users, colleagues or suppliers. CRM is not just for sales. Some of the biggest gains in productivity can come from moving beyond CRM as a sales and marketing tool and embedding it in your business – from HR to customer services and supply-chain management

Procurement push and marketing pull in supply chain management: the conceptual contribution of relationship marketing as a driver in project financial performance

? The agenda for supply management practices on construction projects originated from clients. It is largely procurement driven, the dominant strategy of contractors being to emulate the client approach, and hence push the procurement model along the chain.? This procurement push along the supply chain translates the intrinsic client interest in value into a contractor interest in repeat business from the same client or through referral markets, the consequence being: (i) loss of interest in adding further value along the chain, (ii) continuous improvement prematurely reaches the law of diminishing returns through a primary cost reduction focus, (iii) supply chains may be rationalised in terms of the number of suppliers for each link in the chain, yet the procurement push increases chain length in order to squeeze the lowest costs possible, hence those doing the work at the bottom of the chain will not have the resources to add value nor necessarily be aware of the strategic principles at the top of the chain. ? Marketing is the other side of the same ?procurement coin?; relationship marketing (RM) soliciting a pull in the supply chain, potentially adding value for continuous improvement. ? Finally, the RM approach will be related to the theoretical and actual decoupling point for construction, with the potential to move the point towards the start of the chain, hence increasing the potential for agile manufacturing

The Global Networked Value Circle: A new model for best-in-class manufacturing

As companies face deflation, slowing production and declining prices, they will need to assess their entire value chain as they look for ways to keep costs low and improve efficiencies while continuing to innovate. To help address this challenge, this report reflects fresh research undertaken by Capgemini in collaboration with the University of Edinburgh into the ?Best-in-Class Global Manufacturing Value Chain?

Managing engineering design in complex supply chains

The trend towards organising design, development and manufacture via supply chains, rather than predominantly in-house, poses major challenges for design management. Procurement methods based on adversarial competitive tendering are generally unsuited to complex engineering products requiring strong design and development coordination. Literature on ‘supplier partnerships’ has largely overlooked the implications for managing design and development. This paper reports the results of a major project that focuses upon this issue, concentrating on practical case studies – from British Rail, Netherlands Railways, Rolls Royce and British Coal – that involve the management of ‘devolved’ engineering design by large business organisations. A spectrum of approaches from in-house to fully devolved design is described. It is concluded that there does not appear to be a single best approach for managing devolved design, but that appropriate approaches for an organisation depend on its location in the supply chain and its ability to manage organisational change

Risk assessment and relationship management: practical approach to supply chain risk management

The literature suggests the need for incorporating the risk construct into the measurement of organisational performance, although few examples are available as to how this might be undertaken in relation to supply chains. A conceptual framework for the development of performance and risk management within the supply chain is evolved from the literature and empirical evidence. The twin levels of dyadic performance/risk management and the management of a portfolio of performance/risks is addressed, employing Agency Theory to guide the analysis. The empirical evidence relates to the downstream management of dealerships by a large multinational organisation. Propositions are derived from the analysis relating to the issues and mechanisms that may be employed to effectively manage a portfolio of supply chain performance and risks

Managing Triads in a Military Avionics Service Maintenance Network in Taiwan

Purpose – The purpose of this paper is to investigate how different types of triad structures, and the management mechanisms adopted by the focal company, affect cooperative performance. Design/methodology/approach – This paper uses a social network perspective to examine the triad management phenomenon in the military avionics maintenance context, which is closely associated with the field of operations management. Findings – This paper demonstrates that different triad structures and management mechanisms influence perceived cooperative performance. Four main findings emerged: in a triad, a firm playing a bridging role perceives higher cooperative performance than when playing a peripheral role in the triad or being located in a fully connected triad. When a firm plays the bridging role in a triad, and has a high level of trust, this leads to higher perceived cooperative performance. When a firm plays a peripheral role in a triad, high levels of coordination mechanism combined with high levels of trust result in higher levels of perceived cooperative performance. In a fully linked triad, when the coordination mechanism is well developed, the level of trust is high, so that the resulting level of perceived cooperation is high. Originality/value – This paper extends the knowledge of triad management by providing an in-depth study of a well-defined network setting with exceptionally high-level access to the most senior executives. In practice, this paper shows how to manage differen

Evaluating Blockchain-Based Supply Chain Challenges (A Survey)

Blockchain technology is an emerging technology that will have a significant impact on the business of organizations. One of the influential areas of blockchain technology is the supply chain sector. Supply chain is a network of people and companies that focuses on the production and distribution of a specific product or service from the stage of primary producers to customers and consumers. Most supply and distribution networks face problems with managing all these components together. Many problems of current supply chains can be solved through blockchain technology; Because blockchain offers us very good and pristine ways to record, transfer and share information. The literature in this field is more focused on the technological sector and pays less attention to other sectors. In this research, it is emphasized the need to pay attention to the relationships between supply chain partners and change management when adopting this technology. Also, the current research identifies some of the challenges of adopting blockchain technology with a comprehensive view for the first time and places these challenges in a new classification. These challenges are classified in the groups of organizational challenges, inter-organizational challenges, external/environmental challenges, and technological challenges