Supply chain integration:challenges and solutions

Since its introduction by management consultants in the early 1980s, supply chain management (SCM) has been primarily concerned with the integration of processes and activities both within and between organisations. The concept of supply chain integration (SCI) is based on documented evidence that suggests that much of the waste throughout businesses is a consequence of fragmented supply chain configurations. However, there is also evidence to suggest that the achievement of higher levels of intra- and inter-firm integration presents an array of managerial challenges. The need for innovation in all aspects of SCM is widely recognised. Given the pivotal role of the integration paradigm within SCM, any meaningful innovation in this area must focus heavily on this issue. This chapter outlines some of the challenges by exploring the evolving SCM business context. It goes on to relate SCM theory to the widely cited Porter value chain concept. The core of the chapter provides a detailed description of SCI based on a wide variety of literature. It does so with particular reference to the challenges inherent in implementing an integrated business paradigm with a view to identifying a range of possible innovative solutions. The adoption of more integrated supply chain structures raises questions regarding the nature of both internal and external customer/supplier relationships. The effective management of such relationships is, therefore, given particular focus

Local Production-Based Dietary Supplement Distribution in Emerging Countries: Bienestarina Distribution in Colombia

International audienceThe production and distribution of Bienestarina to the vulnerable population of Colombia is one of the strategies of the Colombian Institute of Familiar Wellness (ICBF) to fight malnutrition, especially among children. This case is a good example of establishing food security and social improvement logistics that merits particular attention. The chapter presents an analysis of the Bienestarina supply chain based on the four elements: steering, organization, development, and financial issues. First, an overview of social improvement logistics and the Bienestarina context is provided. Second, theoretical frameworks related to the case are presented. Third, the case is described on the basis of the proposed analysis framework. Finally, generalization issues and conclusions allow the authors proposing the first characterization of social improvement logistics

Framework for Modelling the Decision: View of the Supply Chains Collaborative Planning Process

[EN] In the supply chains operations planning context, and from a research viewpoint, it has been mainly assumed that different supply chain members make decisions in a centralised manner (one decision centre). However, reality shows that this is not the most usual situation, rather distributed supply chain decision making is. This paper proposes a framework to support modelling the decisional view of collaborative planning from a decision-making process perspective for both centralised and distributed situations. Along these lines, the framework assumes that the supply chain may be composed of one or several decision centres which aim to support every supply chain planning operation. Therefore, the main framework contributions are: consideration of decisions jointly with physical, organisation and information views; the spatial and temporal integration among the different supply chain decision centres; the definition of the macro level for “conceptually” modelling the collaborative planning process and the micro level for developing analytical models in all the decisional activities identified in the supply chains operations planning process. Finally, a brief overview of a real case application is also described.This work is derived from the authors’ participation in two research projects. The first one was funded by the spanish ministry of science and technology, entitled “Personalización en Masa y Cadenas de Suministro Inteligentes, con Productos y Procesos Complejos (PERMACASI)” Ref. DPI 2008-06788-C02-01. The second one was funded by the spanish ministry of economy and competitiveness (Ref. DPI2011-23597) and the universitat politècnica de València (Ref. PAID06-11/1840), entitled “Methods and models for operations planning and order management in supply chains characterized by uncertainty in production due to the lack of product uniformity” (PLANGES-FHP). We also mention the aid obtained from the universitat politècnica de València for the visiting stays made by academic and research staff in prestigious european research groups/centres, in this case the ULMS (university of Liverpool management school) as part of its “research and development support programme” (PAID-00-11).Pérez Perales, D.; Lario Esteban, FC.; Alemany Díaz, MDM.; Hernández Hormazábal, JE. (2012). Framework for Modelling the Decision: View of the Supply Chains Collaborative Planning Process. International Journal of Decision Support Systems. 4(2):59-77. https://doi.org/10.4018/jdsst.2012040104S59774