Supply chain management and the Romanian transition

The purpose of this paper is to perform a systemic analysis of the Supply Chain Management, and to show what are the essential aspects of such a complex process. Actually, it is an integral perspective of intra- and interorganizational management activities aiming at the optimization of all important tangible and intangible fluxes and forces acting in a multifield framework. In the same time, we are looking at the Romanian transition and show how such a new perspective can be applied to the business environment. The analysis is challenging, since Romania is in a deep change process from a centrally planned economy toward a free market economy.management, supply chain management, system analysis, transition economy.

An exploratory study of the effect of social capital on supply chain relationships: the case of Romania

This study examines the relationship of social capital among buyers and their principal supplier and their most recently chosen supplier in Romania. The study provides an understanding of the transition from a command to a market economy. Responses from 96 managers were analyzed and revealed that supply chain practices are unevenly applied, the practices are used to greater degree with the principal supplier, and a statistically significant link was found between measures of the buyer’s social capital and its supply chain relationships with the principal supplier. No such link was found between the buyer and its most recently chosen supplier.buyer, relationships, Romania, social capital, supplier, supply chain, transition.

Supply chain management and the Romanian transition

Supply Chain Management (SCM), defined here as the construction of productive systems spanning over organizational borders with suppliers and customers and integrated via humanbased and information technology systems to satisfy final customer requirements, is introduced as a key concept to accelerate Romania’s economic transition as it approaches EU membership, as well as to develop a modern supplier network. We introduce SCM from a system perspective along three broad areas: input, operations, output and system integration activities. We close by introducing constraints to SCM implementation in Romania. The first major constraint involves a lack of appropriate physical and human capital. Modernization of antiquated equipment and training employees in modern operations practices are prime requisites. The second major constraint, and perhaps the more difficult to change, deals with a lack of social capital among Romanian firms and adapting to appropriate managerial and worker values and attitudes.Supply Chain Management; Social Capital; Transition Economy; Economic Development

Supply Chain Resilience in a Pandemic: The Need for Revised Contingency Planning

Organizations have worked over the years to develop efficiencies to their supply chains, which includes efforts to reduce waste, lower costs, consolidate suppliers and distributors, better manage costs of goods sold and inventory, develop efficiencies in packaging, storage, and shipping of product, as well as utilizing digital analytics to manage consumer choices and demands. These are all by-products of world-class manufacturing which have promoted systematic organizational and supply chain efficiencies. However, under economic shocks that are sustained over longer periods of time (e.g., Covid-19 Pandemic) and that affect supply chains from a variety of disruptions, a supply chain that is not prepared or adaptable may be broken or at a minimum weigh down the organization. Therefore, the ability to manage and control risk is a key aspect of effective supply chain management. However, the literature on pandemic risk mitigation is nascent. Thus, this paper offers a review of the extant literature, provides a strategic mitigation model covering five dimensions: leadership, preparedness, digitalization, resilience, and pivoting. These dimensions are designed to help organizations in the future to be more adaptive to events such as global pandemics and other large-scale disruptions and discuss implications for future research

SUPPLY CHAIN MANAGEMENT AND THE ROMANIAN TRANSITION

Supply Chain Management (SCM), defined here as the construction of productive systems spanning over organizational borders with suppliers and customers and integrated via human-based and information technology systems to satisfy final customer requirements, is introduced as a key concept to accelerate Romania’s economic transition as it approaches EU membership, as well as to develop a modern supplier network. We introduce SCM from a system perspective along three broad areas: input, operations, output and system integration activities. We close by introducing constraints to SCM implementation in Romania. The first major constraint involves a lack of appropriate physical and human capital. Modernization of antiquated equipment and training employees in modern operations practices are prime requisites. The second major constraint, and perhaps the more difficult to change, deals with a lack of social capital among Romanian firms and adapting to appropriate managerial and worker values and attitudes.Supply Chain Management; Social Capital; Transition Economy; Economic Development.

BOLOGNA PROCESS TRADE –OFFS. THE PERCEPTION OF THE ROMANIAN ACADEMIC STAFF

The Bologna process aims at creating a European Higher Education Area where inter-country mobility of students and staff, as well as workers holding a degree, is facilitated. While several aspects of the process deserve wide public support, others are less consensual. The paper checks the extent of academic staff confidence in the restructuring of higher education currently underway, by looking at its implications in Romania. Based on six open-ended interview questions of 29 faculty members in Romania, the results of our study identify central themes associated with this relevant stakeholder group’s perception of benefits and issues/challenges associated with the implementtation process. Most notably the themes of process planning, accreditation, lack of information, and unexpected results emerged as issues/challenges, while mobility, wider choice of programs, improved quality, and international standing were perceived as benefits.academic staff, Bologna process, curricula, higher education.

The Influence of Interorganizational Trust, Individualism and Collectivism, and Superordinate Goal of JIT/TQM on Interorganizational Cooperation: An Exploratory Analysis of Institutions in Mexico

Since their introduction to the United States from Japan in the 1980s, inter-organizational cooperation practices between buyers and suppliers have provided lower costs, shorter development and production cycles, and higher levels of quality and productivity. Many studies of interorganizational cooperation have relied on transaction cost economicsframeworks,which ignore cultural differences. Few studies have analyzed inter-organizational cooperation in Mexico, a less-developed country (LDC) with a cultural and industrial environment differentfromthe U.S. This study is concerned with the influence of interorganizational trust, individualism and collectivism (indcol), and the superordinate goal ofjust-in-time/total quality management (JIT/TQM) on inter-organizational cooperation

Empirical Study Of Institutions Romania

This study incorporates an institutional theory framework in which social norms affect interorganizational cooperation (IC). Empirical findings from a survey of 96 Romanian manufacturing firms support proposed hypotheses. Interorganizational trust is positively related to IC. Individualism and collectivism (indcol) exhibits a statistically significant relationship with IC. JIT/TQM presents a positive relationship and also supports the hypothesis that it serves as a superordinate goal over interorganizational trust and indcol to foster interorganizational cooperation

An Institutional Theory Of Cooperation

The focus of this study is to establish an institutional economics framework of interorganizational cooperation specific to supply chain management. In contrast to transaction cost economics, an institutional economics approach uses social institutions to explain transactions. This theory develops a framework using the causal relationships of interorganizational trust, individualism and collectivism, and JIT/TQM on interorganizational cooperation. Moreover, JIT/TQM is hypothesized to exert a superordinate goal effect over interorganizational trust and individualism and collectivism on interorganizational cooperation. This theory poses a new paradigm to explain the uneven adoption of interorganizational cooperation practices in the industrialized, newly industrialized, and post-communist societies

An Institutional Theory Of Cooperation

The focus of this study is to establish an institutional economics framework of interorganizational cooperation specific to supply chain management. In contrast to transaction cost economics, an institutional economics approach uses social institutions to explain transactions. This theory develops a framework using the causal relationships of interorganizational trust, individualism and collectivism, and JIT/TQM on interorganizational cooperation. Moreover, JIT/TQM is hypothesized to exert a superordinate goal effect over interorganizational trust and individualism and collectivism on interorganizational cooperation. This theory poses a new paradigm to explain the uneven adoption of interorganizational cooperation practices in the industrialized, newly industrialized, and post-communist societies