Supply Chain Performance dan Kinerja Perusahaan

This study aims to examine the effect of supply chain performance on firm performance. Supply chain performance is proxyed using inventory turnover and days of supply as independent variables, while company performance is proxyed using the net profit margin as the dependent variable. This research use manufacturing companies listed on the Indonesia Stock Exchange (IDX) for the 2014-2016 period as samples. The purposive sampling method is used to matches the sample criteria. The analysis technique used in this study is multiple regression analysis using the t test. The results of the study found that the inventory turnover variable has a positive influence on company performance, while the days of supply variable has a negative influence on company performance

The relation between supply chain performance and supply chain governance practices

The relation between corporate governance practices and firms’ performance is a common research subject for academics. This article goal is to present theoretical details regarding the possible relation between supply chain governance practices and supply chain performance, one issue less discussed at an international level. The first section of the article is related to supply chain governance as a new research area for academics. The main benefits of this approach, in comparison to corporate governance, are presented. The second section contains aspects concerning supply chain performance, reflecting the impacts of extended governance – ensuring a good reputation on the market and increase financial performance. The last part of the article addresses an overlapping question: are there any ways of modeling the relation between supply chain governance practices and its performance?financial performance, reputation, supply chain governance, supply chain performance.

Understanding Supply Chain Complexity with Performance Measurement

Abstract: Despite the great number of complex systems existing in the real world, complexity is currently a poorly explored topic. In organizational settings, managers regularly apply to complex contexts classical approaches developed for simple systems, just because they do not know how to take into account companies' internal and external complexity. Nevertheless, before developing new managerial models, a deep knowledge about drivers and effects of complexity is needed. After defining the characteristics making supply chains complex systems, this paper discusses performance measurement as a methodology to analyze the effects of complexity on supply chain behavior. The results of a survey highlight that manufacturing companies usually evaluate isolated aspects of their supply chains, without considering the relationships between different performance indicators or dimensions. This work suggests System Dynamics as a valuable approach to understand the cause and effect connections among metrics and system elements affecting their values, thus clarifying the structure leading to a complex behavior. This research is the first step of a larger project aimed at providing companies with innovative tools to understand and manage supply chain complexit

Continuous supply chain collaboration : Road to achieve operational excellence

Supply chain management (SCM) is becoming critical as firms recognize that competition is shifting from company versus company to supply chain versus supply chain. In the present competitive scenario, the fierce competition has driven most companies to seek means of enhancing performance beyond their four wall boundaries. The firm’s ability in collaborating with its upstream and downstream partners determines its success in attaining better performance with supply chain collaboration; a firm is able to serve fragmented markets in which end customers require more product varieties and availability with shorter product life cycle and at the same time lower supply chain costs. Hence, this paper introduces the framework of continuous supply chain collaboration (CSCC), which extends the traditional frame of reference in strategic sourcing from a supplier centric to a supply-chain-scope as continuous improvement efforts to enhance the customer satisfaction. CSCC practices are rather exceptional, yet CSCC is believed to be the single most comprehensive framework for attaining operational excellence.Continuous supply chain collaboration (CSCC); Supply chain management: Continuous improvement; Operational excellence; Supply Chain Management

The value of coordination in a two echelon supply chain: Sharing information, policies and parameters.

We study a coordination scheme in a two echelon supply chain. It involves sharing details of replenishment rules, lead-times, demand patterns and tuning the replenishment rules to exploit the supply chain's cost structure. We examine four different coordination strategies; naïve operation, local optimisation, global optimisation and altruistic behaviour on behalf of the retailer. We assume the retailer and the manufacturer use the Order-Up-To policy to determine replenishment orders and end consumers demand is a stationary i.i.d. random variable. We derive the variance of the retailer's order rate and inventory levels and the variance of the manufacturer's order rate and inventory levels. We initially assume that costs in the supply chain are directly proportional to these variances (and later the standard deviations) and investigate the options available to the supply chain members for minimising costs. Our results show that if the retailer takes responsibility for supply chain cost reduction and acts altruistically by dampening his order variability, then the performance enhancement is robust to both the actual costs in the supply chain and to a naïve or uncooperative manufacturer. Superior performance is achievable if firms coordinate their actions and if they find ways to re-allocate the supply chain gain.Bullwhip; Global optimisation; Inventory variance; Local optimisation; Supply chains; Studies; Coordination; Supply chain; IT; Replenishment rule; Rules; Demand; Patterns; Cost; Structure; Strategy; Retailer; Policy; Order; Variance; Inventory; Costs; Options; Variability; Performance; Performance enhancement; Firms;

Does structure influence performance in downstream supply chain?

In 1989, John Sterman has explained in the famous beer game the bullwhip effect in downstream supply chain and how structure influences behavior of supply chain members. In this article, we try to find answers to the following questions: Does structure influence performance in downstream supply chain? Can be identified a network configuration that performs better than other configurations? In finding answers to the research questions, we considered the axiom ‘what it is not measured, it cannot be managed’. In the study, we took SCOR metrics at first level as performance metrics and best practices to express each SCOR dimension. 30 top executives from World Class Manufacturers were surveyed to rate the importance of the metrics and best practices in measuring performance in downstream supply chain. The second step was to develop a multiple attribute utility model (MAUT) to select from the seven configurations identified the one that has the highest performance.downstream supply chain network; multiple attribute utility model; SCOR; performance metrics; best practices.

Inter-firm Relationships and Performance Factors in the Australian Beef Supply Chain: Implications for the Stakeholders

Recent study by Meat & Livestock Australia revealed that cost competitiveness and market development issues in supply chain are the major factors for a long term decline of the Australian Beef industry. This study, based on the explanation of transaction cost theory argues that competitive performance of an industry depends on improving cost efficiency across the whole of supply chain, the underlying value chain, and the relationship among the stakeholders in the industry. With a main objective to investigate the underlying factors of developing competent inter-firm relationship that influence the supply chain performance and competitiveness, this study presents details of a survey carried out and tests the hypothesis that inter-organizational relationships in supply chain and its antecedents have impact on the performance of Australian beef industry and thus have impact on the competitiveness of the industry. Data were collected through a telephone survey of 315 firms in the beef industry from the states of Western Australia and Queensland. The sample respondents were categorized as input suppliers, beef-cattle producers, processors, retailers/exporters, and wholesalers. The data were analysed using the partial least square based structural equation modelling. PLS analysis reveals that ‘Transaction Climate’ is the strongest determinants of developing a competent relationship, while negotiation power, presence of industry competitors, and the degree of vertical coordination significantly influence the relationship strength. Findings also demonstrate that relationship strength is the most prevalent source of performance and competitiveness, while SC performance highly positively influences the Competitiveness of beef industry. Thus this study identifies significant antecedents and consequences of Supply Chain Performance in Australian beef industry, which are strategic and extremely important information for beef producers, processors, retailers, and other stakeholders for appropriate planning and benchmarking.Beef Supply Chain, Agribusiness Management, Supply Chain Management, Agribusiness,