4 research outputs found
Supply chain management in industrial production. A retrospective view
The article presents a retrospective review on key-issues about how the management discipline evolved up to the current view about supply-chain management (SCM) in industrial production. Specifically, the article resumes: a) the reasons that led to the transition from the traditional procurement policies to the SCM approach, b) the variables involved in the process of defining SCM relations and c) the key managerial principles underlying SCM policies and strategies. In the manufacturing industry the problem of organizing and managing firmâs relationships with supplier has recently become of an unprecedented complexity. The evolution of production systems started around the â80s, with the shift from the âflexibleâ paradigm to the âleanâ one, has increased dramatically the intricacy of product and process architecture.. At the same time, the opportunities brought by the technological hybridization of products (that is: opportunities deriving from incorporating complementary technologies within products so to enhance its features and performance) gained a critical role as a competitive advantage. In our view supply chain management, as well as others managerial areas, has undergone a profound change; indeed, in the last 30 years the evolution of the industrial competitive environment has deeply modified the reference framework of supply-chain relationships even in common procurement and/or routine contracts. In the attempt to give an adequate response to changes in the competitive environment, supply policies evolve to become articulate relational strategies based on the strategic assessments of the role and the relevance of the various suppliers. The traditional approach to procurement management is combined with a perspective of value creation, a perspective that goes beyond the traditional âmake-or-buyâ criteria, since it introduces principles for the assessment of the strategic capability of the suppliers to create value for customer rather than to be able to fulfill its task for the firm. In such a view, firms operating in the same value-chain coordinate their strategies with a view to increase the overall value rather than compete for the allocation of the existing one. Firmsâ network of suppliers and the relational capabilities assume a critical role in order to coordinate the value creation processes within the chain.Supply chain management, industrial management
Supply Chain Management in Industrial Production: A Retrospective View
The article presents a retrospective review on key-issues about how the management discipline evolved up to the current view about supply-chain management (SCM) in industrial production. Specifically, the article resumes: a) the reasons that led to the transition from the traditional procurement policies to the SCM approach, b) the variables involved in the process of defining SCM relations and c) the key managerial principles underlying SCM policies and strategies.
In the manufacturing industry the problem of organizing and managing firmâs relationships with supplier has recently become of an unprecedented complexity. The evolution of production systems started around the â80s, with the shift from the âflexibleâ paradigm to the âleanâ one, has increased dramatically the intricacy of product and process architecture.. At the same time, the opportunities brought by the technological hybridization of products (that is: opportunities deriving from incorporating complementary technologies within products so to enhance its features and performance) gained a critical role as a competitive advantage.
In our view supply chain management, as well as others managerial areas, has undergone a profound change; indeed, in the last 30 years the evolution of the industrial competitive environment has deeply modified the reference framework of supply-chain relationships even in common procurement and/or routine contracts.
In the attempt to give an adequate response to changes in the competitive environment, supply policies evolve to become articulate relational strategies based on the strategic assessments of the role and the relevance of the various suppliers.
The traditional approach to procurement management is combined with a perspective of value creation, a perspective that goes beyond the traditional âmake-or-buyâ criteria, since it introduces principles for the assessment of the strategic capability of the suppliers to create value for customer rather than to be able to fulfill its task for the firm. In such a view, firms operating in the same value-chain coordinate their strategies with a view to increase the overall value rather than compete for the allocation of the existing one. Firmsâ network of suppliers and the relational capabilities assume a critical role in order to coordinate the value creation processes within the chain
SostenibilitĂ e sviluppo sostenibile. Evoluzione del concetto
Lo scopo di questo articolo è ricostruire sinteticamente i caratteri
fondamentali del concetto di âsostenibilitĂ â e di quello, strettamente connesso,
di âsviluppo sostenibileâ, con particolare riferimento alla genesi del concetto nelle sue dimensioni riferite alla governante dei fenomeni globali e alla visione economico-manageriale. La definizione di chiari concetti, misure, definizioni, pratiche e policy appare lâesigenza principale per creare le basi per uno sviluppo sostenibile dal punto di vista economico, sociale ed ambientale ed
evitare la banalizzazione di un concetto estremamente importante per
lâeconomia globale e la societĂ tutta