Supply Chain Management Practices in The Hotel Industry

This thesis examines hotel food supply chain management practices and hotel food supply chains. The study is informed by qualitative data from 20 hotels of different characteristics. The results show three models of strategic sourcing strategy for affiliated hotels (chef-centred sourcing, centralised sourcing and flexible-centralised sourcing) and two models for independent hotel (chef-centred sourcing, and chef and owner sourcing strategy). Chef-centred sourcing can be a sourcing strategy for any type of hotel regardless of their affiliation; this sourcing strategy, however, is common among small group hotels, independent hotels and high-end hotel restaurants. Group hotels, however, are likely to employ a centralised-sourcing strategy with a degree of flexibility regarding supplier selection at property level. It was found that the higher the level of service, the more flexible the centralised sourcing strategy. These sourcing strategies have a strong, direct effect on how individual hotels source their food and therefore their food supply chain network structures. It is apparent that hotel food sourcing practice is complex and dynamic, and hotel business format is the main factor influencing individual hotel sourcing strategies. Hotel foodservice is characterised by low exploitation of information technology and manual-based supply chain activities with a high level of dependency on head chefs regarding supply chain performance. There is low level of implementation of supply chain initiatives among hotels in this study and the reason for this may be the products and production characteristics which differ from those in the retail sector. Although supplier cooperation and relationships between head chef and suppliers were found, there was an overall low level of collaboration between buyer and supplier. Consumer - ii - usage information was underutilised and under cultivated. Traditional arms-length buyer-seller relationships were commonly found in group hotels at both company level and property level. Overall hotel food SCM practice still displays traditional management characteristics and price-led decisions being apparent. An exception was found in high-end foodservice outlets and some outlets with chef sourcing strategies, where close long-term relationships between chefs and suppliers were found. The originality of this research lies in its attempt to fill a significant gap in hospitality management literature as well as to synthesise literature in the realms of supply chain management and hospitality management.The Royal Thai GovernmentKhonkaen University, Thailand

The role of supply chain integration in achieving competitive advantage: A study of UK automobile manufacturers

The competitive nature of the global automobile industry has resulted in a battle for efficiency and consistency in supply chain management (SCM). For manufacturers, the diversified network of suppliers represents more than just a production system; it is a strategic asset that must be managed, evaluated, and revised in order to attain competitive advantage. One capability that has become an increasingly essential means of alignment and assessment is supply chain integration (SCI). Through such practices, manufacturers create informational capital that is inimitable, yet transferrable, allowing suppliers to participate in a mutually-beneficial system of performance-centred outcomes. From cost reduction to time improvements to quality control, the benefits of SCI extend throughout the supply chain lifecycle, providing firms with improved predictability, flexibility, and responsiveness. Yet in spite of such benefits, key limitations including exposure to risks, supplier failures, or changing competitive conditions may expose manufacturers to a vulnerable position that can severely impact value and performance. The current study summarizes the perspectives and predictions of managers within the automobile industry in the UK, highlighting a dynamic model of interdependency and interpolation that embraces SCI as a strategic resource. Full commitment to integration is critical to achieving improved outcomes and performance; therefore, firms seeking to integrate throughout their extended supply chain must be willing to embrace a less centralized locus of control

The challenges of GSCM implementation in the UK manufacturing SMEs.

The importance of green supply chain management has long attracted the interest of both researchers and practitioners in the industry. As environmental concerns are becoming one of the major issues discussed in the 21st century, countries with manufacturing as its principal economy contributor are always on the lookout for innovations and new approaches to balance both environmental considerations and profit making. The UK, being one of the top manufacturing countries in the world already considered green initiatives among their manufacturers. According to reports from the industry, large and international manufacturing companies from the UK have successfully implemented some green initiatives with significant improvements across the supply chain. However, the adoption of green initiatives is mainly focused on large companies rather the real backbone of the UK manufacturing industry, which is the small and medium-sized enterprises (SMEs). This paper therefore sets out to determine the implementation level of green supply chain among the SMEs. The paper adopts a mixed methods based approach and findings are based on 57 survey responses and 5 semi-structured interviews from UK manufacturing SMEs. The findings show that the level of GSCM implementation among the UK manufacturing SMEs is low compared to large organisations. Cost of implementing GSCM practices emerged as a key challenge faced by the UK manufacturing SMEs which was followed by the lack of knowledge within the organisation. This study thus adds to the limited literature on the manufacturing SMEs and provides evidence from the UK manufacturing sector on the adoption of GSCM practices.N/

Supply chain management practices in the hotel industry

This thesis examines hotel food supply chain management practices and hotel food supply chains. The study is informed by qualitative data from 20 hotels of different characteristics. The results show three models of strategic sourcing strategy for affiliated hotels (chef-centred sourcing, centralised sourcing and flexible-centralised sourcing) and two models for independent hotel (chef-centred sourcing, and chef and owner sourcing strategy). Chef-centred sourcing can be a sourcing strategy for any type of hotel regardless of their affiliation; this sourcing strategy, however, is common among small group hotels, independent hotels and high-end hotel restaurants. Group hotels, however, are likely to employ a centralised-sourcing strategy with a degree of flexibility regarding supplier selection at property level. It was found that the higher the level of service, the more flexible the centralised sourcing strategy. These sourcing strategies have a strong, direct effect on how individual hotels source their food and therefore their food supply chain network structures. It is apparent that hotel food sourcing practice is complex and dynamic, and hotel business format is the main factor influencing individual hotel sourcing strategies. Hotel foodservice is characterised by low exploitation of information technology and manual-based supply chain activities with a high level of dependency on head chefs regarding supply chain performance. There is low level of implementation of supply chain initiatives among hotels in this study and the reason for this may be the products and production characteristics which differ from those in the retail sector. Although supplier cooperation and relationships between head chef and suppliers were found, there was an overall low level of collaboration between buyer and supplier. Consumer - ii - usage information was underutilised and under cultivated. Traditional arms-length buyer-seller relationships were commonly found in group hotels at both company level and property level. Overall hotel food SCM practice still displays traditional management characteristics and price-led decisions being apparent. An exception was found in high-end foodservice outlets and some outlets with chef sourcing strategies, where close long-term relationships between chefs and suppliers were found. The originality of this research lies in its attempt to fill a significant gap in hospitality management literature as well as to synthesise literature in the realms of supply chain management and hospitality management.EThOS - Electronic Theses Online ServiceRoyal Thai Government : Khonkaen University, Thailand.GBUnited Kingdo

Exploring short food supply chains from triple bottom line lens: A comprehensive systematic review

Shipping in the Habsburg Monarchy is closely related to the two Austrian shipping overseas companies, on of which was Austro-Americana. This shipping company was founded in the late 19th century, but quickly settled with other shipping companies on the European continent, despite the fact that the company did not receive such large financial subsidies as the second Austrian company Österreichischer Lloyd. Thanks to the established shipping lines to North American ports, especially to New York, the company soon began the focus on the transport of migrants from various European countries, mainly from Austria-Hungary, and could also build large steamboats designed for migration transport