Introduction:
Management is on the verge of a major breakthrough in understanding how industrial company success depends on the interaction between the flows of information, materials, money, manpower, and capital equipment. The way these five flow systems interlock to amplify one another and to cause change and fluctuation will form the basis for anticipating the effects of decisions, policies, organizational forms, and investment choices.
The reasons for the popularity of the concept are manifold; however, several specific drivers can be traced to trends in global sourcing, an emphasis on time and quality-based competition, and their respective contributions to greater environmental uncertainty.
- Corporations have turned increasingly to global sources for their supplies. This globalization of supply management has forced companies to look for more effective ways to coordinate the flow of materials into and out of the company.
- Companies and distribution channels compete more today on the basis of time and quality. Having a defect-free product to the customer faster and more reliability than the competition is no longer seen as a competitive advantage but simply a requirement to be in the market. Customers demand products consistently delivered faster, exactly on time, and with no damage. Each of these necessitates closer coordination with suppliers and distributors.
- This global orientation and increased performance based competition combined with rapidly changing technology and economic conditions all contribute to marketplace uncertainty. The uncertainty requires greater flexibility on the part of individual companies and distribution channels, which in turn demands more flexibility in channel relationships.
All these factors have made the concept of SCM more important to companies and, as a result, more often written about in the business press.
Despite the popularity of the term supply chain management, there remains considerable confusion as to its meaning. Some authors define SCM in operational terms involving the flow of materials and products others view it as a management philosophy and still others view it in terms of a management process.
With so many different views of the concept, it seems reasonable that managers and researchers have become suspicious of whether SCM actually exists and, if so, whether the term is, or should been used differently in different situations. In fact, some have questioned the existence and benefits of the phenomenon.
Number of Pages of Project Report: 40
Package Includes: Project Report
Project Format: Document (.doc)
Table of Contents of Project Report:
1. INTRODUCTION
2. WHAT IS SUPPLY CHAIN MANAGEMENT
A) DEFINING SUPPLY CHAIN
B) SCM AS A MANAGEMENT PHILOSOPHY
3. SCM AS A SET OF ACTIVITIES TO IMPLEMENT
A) ACTIVITIES
B) PROCESS
4. CONSEQUENCES OF SCM
- FUNCTIONAL SCOPE OF SCM
5. ORGANIZATION SCOPE OF SCM
6. CHART – SUPPLY CHAIN MANAGEMENT
7. GLOBAL SUPPLY CHAIN MANAGEMENT
8. CASE LIST
A) MODI XEROX
B) MARICO
C) BRITISH AIRWAYS
D) GOODRICH
E) MICROSOFT
F) PFIZER
G) FORD
9. CONCLUSION
