Supply Chain Management: Issues in the New Era of Collaborationa and Competition

The e-business environment has brought about a new kind of competition. Instead of the traditional mode of firms competing against firms, we now have supply chains competing against supply chains. 'Supply Chain Management: Issues in the New Era of Collaboration and Competition' examines this new business landscape in background, touching on major issues of the supply chain, and readers the assets to obtain that important competitive advantage. 'Supply Chain Management: Issues in the New Era of Collaboration and Competition' contributes to this interesting global phenomenon by collecting well-researched works that illuminate in SCM issues in the e-business environment

What motivates end-users to transfer gained knowledge from enterprise systems training?

Organisational motivations for adopting Enterprise Systems (ES) include the achievement of a competitive advantage in production and provision of better control on operations. In spite of its contributions to business successes, an estimated 50- 75% of ES projects failed to justify the enormous financial investment into the projects. Research has attributed ES failure to training-related factors. Suggesting the criticalness of training and education in Enterprise System success; nonetheless enterprise systems researchers have constantly ignored training potential on post adoption behaviours. Regardless of the importance of ES training, it is noted that users resist and hesitate to apply gained skills on the systems. The disproportionate use of learned skills results in low utilisation of the systems and partly ES failures. Post training behaviours are critical in the ES success; however knowledge on the determinants of transfer of skills and knowledge gained from enterprise systems training environment is scarce. This study proposes a model of motivational mechanism of effective use of skills and knowledge in Enterprise Systems

Aligning business process reengineering in implementing global supply chain systems by the SCOR model

International audienceAs supply chains continue to replace individual companies as the management arena for value-adding from the beginning of the twenty first century, understanding the supply chain management practices in a globalization context becomes increasingly important. The Supply Chain Operations Reference (SCOR) Model, which was developed by the experts and practitioners of the Supply Chain Council, is a major framework for supply chain planning which features supply chain management practices and business process reengineering. Despite being an integrative guide with many merits, it only provides a ‘top-down' approach which requires the comparative analyses of post- and pro- performance indices as a basis of business process modification. This study discusses the limitations of current SCOR analysis and provides a mapping technique— Causes/Effects, the SCOR Standard, and Mutual Solution (CESM)—for gap mapping, problem prioritization, and business process modification in a supply chain setting. As such it is one of the early empirical studies combining BPR and SCM disciplines. The research results can facilitate the implementation processes of multinational supply chain projects by identifying the gaps and linking them to the channel entities