The purpose of this study was to analyze structural relationships with regard to the effect of customer integration, which is a type of integration in the supply chain, and market orientation of supply chain on the resulting change in the supply chain and management performance. The results of analysis in this study are as follows: First, customer integration and market orientation had a positive effect on reducing the flexibility and uncertainty of SCM. The decreased flexibility and uncertainty of SCM had a positive effect on non-financial performance, which also had a positive effect on financial performance. Second, customer integration and market orientation had a positive effect on financial and non-financial performance indirectly by decreasing the flexibility and uncertainty of SCM. Third, the effect of customer integration and uncertainty of SCM on the flexibility of SCM changed depending on the position in the supply chain; the effect was larger in the distribution group. The implications based on the analysis results are as follows: It is expected that the ability to deal with market changes in the overall supply chain is improved by laying the foundation for cooperation through establishing information infrastructure, including sharing information with trade partners and integrating systems, and implementing customer integration based on these achievements. It is also necessary to consider the business types and characteristics of individual companies in establishing information infrastructure.

The present study identified several antecedents that create perceived resistance to supply chain management (SCM) change. This work particularly emphasizes SCM change, which is notable given its central role in reacting market orientation and varied environmental and managerial conditions. A careful case study on a small and medium sized food production company in South Korea leads to the formulation of our framework including one second-order construct of ‘resistance’ as well as eight first-order constructs of ‘implementing the payment terms’, ‘balancing of business process’, ‘fear of responsibility’, ‘business sustainability transparency’, ‘past experience of failure’, ‘competence of work personnel’, ‘cooperation with third parties’ and ‘sharing personnel information with partner’. The hypothesized relation of first- and second-order construct was validated using survey sample data collected from 350 respondents who completed their questionnaire instrument. Results from confirmatory factor analysis revealed that nomological validity was established at statistical significance level by identifying six first order constructs of ‘implementing the payment terms’, ‘fear of responsibility’, ‘business sustainability transparency’, ‘past experience of failure’, a conbined construct of 'competence of work personnel/ cooperation with third parties’ and ‘sharing personnel information with partner’. The findings from our work are expected to provide important insights to the strategy for SCM risk management for small and medium sized company.

This paper develops a two-echelon supply chain model with variable setup cost and environmental impact. A single-setup-multi-delivery (SSMD) policy is adopted to increase the efficiency of transportation in the supply chain in which it is assumed that the shipment lot size of each delivery is unequal and variable. Each delivered item goes through inspection process at the buyer’s end. After inspection, defective products are returned to the vendor for reworking process. Due to inspection process, end customers receives perfect quality items. Due to more transportations by SSMD policy, this model assumes carbon emission cost to help the world environment. An investment function is used to reduce total setup cost for the whole supply chain. Stackelberg leadership approach is utilized in this model to optimize the joint total cost of vendor and buyer. Finally, some numerical examples, sensitivity analysis, and graphical representations are given to illustrate more savings from existing literature.

Fashion industry pressure on natural resources has grown dramatically as consumption grew in emerging countries and the principle of rapid change of fashions extended to mass market in western counties, at the same time supply chains expanded globally to countries with lower labor and environmental standards creating critical sustainability challenges. Meanwhile, sustainability has become a hot topic for consumers that hold brands responsible for sustainability performances along the whole supply chain. The paper traces developments in the fashion business commitment to sustainability over two decades, with a focus on the implication for SCM. Academic literature focuses mainly on partial issues, missing the overall picture, the interaction among a complex set of factors, and to account for the role of past decisions and mistakes on current SSCM (sustainable supply chain management) strategy developments. The time span considered captures sustainability awareness in the fashion business which is in its statu nascenti (nascent state) and the trial and error process that led to progressive refinements of both means and ends. The paper provides an extensive review of academic articles, business reports, technical documents, regulations and direct information from the field and identifies five key lessons learnt in this process that influence current fashion business strategies in sustainability and SCM.

Considering the supply system and operating cost of enterprises which are in the supply chain as the main index, this paper establishes a supply chain evaluation model, and utilizes Arena building stimulation model of the supply chain which considers manufacturing enterprises as the core of supply chain. This model designs a generic simulation model of the supply chain including multi-level distributors and suppliers. And the model analyzes a representative example of business process, one of the enterprises in Shandong.

As customers' demands for diversified small-quantity products have been increased, there have been great efforts for a firm to respond to customers' demands flexibly and minimize the cost of inventory at the same time. To achieve that goal, in SCM perspective, many firms have tried to control the inventory efficiently. We present an mathematical model to determine the near optimal (s, S) policy of the supply chain, composed of multi suppliers, a warehouse and multi retailers. (s, S) policy is to order the quantity up to target inventory level when inventory level falls below the reorder point. But it is difficult to analyze inventory level because it is varied with stochastic demand of customers. To reflect stochastic demand of customers in our model, we do the analyses in the following order. First, the analysis of inventory in retailers is done at the mathematical model that we present. Then, the analysis of demand pattern in a warehouse is performed as the inventory of a warehouse is much effected by retailers' order. After that, the analysis of inventory in a warehouse is followed. Finally, the integrated mathematical model is presented. It is not easy to get the solution of the mathematical model, because it includes many stochastic factors. Thus, we get the solutions after the stochastic demand is approximated, then they are verified by the simulations.

Studies have shown that the future of the wine market rests on the effective and efficient changes in technology to the supply chain used by most of the major global players. In today’s wine industry, companies are faced with the ever-shifting demand for their products, strict regulation and increasing price competition. Even at that, mature companies in the wine industry are succeeding by scaling up production, streamlining their supply chains, expanding into new geographic areas, implementing more efficient processes, cleverly marketing products, and focusing on ever closer relationships with suppliers, partners and customers. However, this paper looks at supply chain challenges in the wine industry from a global perspective presented in the inbound, manufacturing and outbound processes as well as offer effective solutions in order for companies to gain a competitive advantage and succeed on a global level.

Since manufacturing and supplying corporations today come to view their practice of SCM as important, it becomes essential to analyze and control the structural relationship between the information sharing among corporations and the performances resulting from their practice of SCM. It is thus the purpose of this paper to examine the factors that may prompt corporations to implement SCM by means of analyses into the relationship between information sharing and practice of SCM which corporations should lay stress on as well as the relationship between financial and non-financial performances of corporations. The findings of the study can be summed up as follows: First, as for the relationship between information sharing among and practice of SCM by corporations, information sharing among corporations turned out to affect such factors of implementing their SCM as trust, commitment mutual dependence. Consequently, corporations are requested to endeavor to implement SCM itself faithfully if they really aim to achieve their performances by practice of SCM and, at the same time, to make efforts to obtain understanding and support for information sharing among themselves. Second, from the analysis of the relationship between SCM and financial as well as non-financial performances of corporations, it was found that trust, a factor of SCM practice, had influence upon non-financial performances of corporations, but not upon their financial performances, while commitment and mutual dependence affected both financial and non-financial achievements of corporations. Therefore, it was made clear from the analysis that the decision and systematic control of SCM activities which best suit to a corporation play an important role in improving its financial and non-financial performances, because they greatly depend on the implementing extent of SCM factors such as trust, commitment and mutual dependence among corporations.

공급 체인 관리 및 물류 개발에 RFID 기술에 대한 국제적 적용에 대한 분석과 향후 활성화 방안에 대하여 연구를 수행하였다. 국제 물류의 RFID의 최근 응용 프로그램을 연구 분석하고 제조업체, 보관업체, 물류업체, 운송업체, 항만 및 유통업체간의 RFID 채택 및 사용의 핵심 요소를 범국가적, 국제적 물류체인과 연계하여 필요한 내용을 분석하고 국내에 필요한 요소 및 방안에 대하여 연구 기술하였다.

The supplier selection problem is perhaps the most important component of the purchasing function. Some of the common and influential criteria in the selection of a supplier include quality, price, delivery, and service. These evaluation criteria often co

The supply chain not only includes the manufacturer and suppliers, but also transporters, warehouses, retailers, and customers themselves. Within each organization, such as manufacturer, the supply chain includes all functions involved in filling a customer request. these functions include, but are not limited to, new product development, marketing, operation, distribution, finance, and customer service. Lean Supply chain coordination improves if all supplier of chain take actions that together increase total supply chain profits. To design of Modularity by the grouping supplier, the proposed method is to develop the most appropriate production system models in the Supply Chain Management which is necessity of the times and its importance. The objects of this study is development of model and cost analysis to the modular production system in Lean SCM. Introduction of modular production system in Lean SCM is effective in reducing the cost in processing, manufacturing, inventory holding, ordering, etc.

The outbreak of a recent strain of Coronavirus, known as ‘COVID-19’, has spread sharply from China across the globe, resulting in a dramatic recession in the global economy. This uncertainty has therefore negatively influenced the business perspective and the various formulated strategies that may not considered such [extreme] circumstances. Using baseline analysis and archival data, this paper reports some of the major implications of COVID-19 on global business and strategy and puts forward suggested research agenda as potential future directions for organizations. In order to survive and remain sustainable, this paper argues that businesses need to revisit their strategies during current COVID-19 crises from three perspectives, including supporting human resources financial commitment, forming crossfunctional teams and connecting with their supply chains, as well as investing in corporate social responsibility and doubling down efforts with regard to partnerships. The study also represents a preliminary analysis to the implications of COVID-19 on the business and strategies across the globe and is considered the first such in the field of business, as to date all research papers on COVID-19 have been published in medical-related journals. Directions for future research are also proposed at the end of this study.

A model is presented in this paper to provide understanding of the supply chain integration and supply chain information practices’ impact on the manufacturing industries. The supply chain information practices play a crucial role in sharing information between the members of SC network. Thus, it is important to develop a comprehensive understanding of the differences and similarities among ISI and information management. It will allow firms to systematically evaluate and carefully choose the information strategy. The empirical findings of this research offer essential and interesting insights about what role SCI, supply chain information and Supply chain ISI play in determining Malaysia’s financial performance. The theoretical gaps addressed in this study are of significant importance, since a little empirical evidence is available regarding system infrastructure and supply chain information management’s effectiveness. This research provides further paths of exploring system infrastructure and information management, thereby defining the manufacturing industries’ next step in SCM struggle i.e. modifying total integrated SC principle in other manufacturing firms. The Resource-based theory discovered organizational resources as an essential organizational success ingredient. Therefore, in order to recognize its potential value, internal resources, for instance, information system and management must be fully utilized.

Purpose: In Korea, win-win growth policy has been successfully implemented in supply chain and logistics management. In the policy, it is recommended to support supply chain partners with various mechanisms including financial and technical aids. This study attempts to scientifically analyze the effects of direct and indirect win-win growth policy factors on supply chain and logistics management performance through partnership factors. Research design, data and methodology: This study builds a structural equation model reflecting the relationship between the win-win growth policy, partnership and performance factors. The proposed model is verified with the PLS (Partial Least Squares regression) methodology. Data from shipper and logistics companies were collected and analyzed by the PLS model. Results: The analysis showed that both direct and indirect policy factors are meaningful to improve supply chain and logistics performance. Indirect support factors including R&D, management innovation, human resources development and educational supports have positive impacts on partnership factors. Direct support factors including financial aids and fairness also have positive impacts on the performance. Conclusions: This study is meaningful in that it suggests a turning point in which supply chain Win-win growth and partnership efforts are perceived as new value-creating mechanism rather than unilateral cost reduction for logistics industry.

This paper would present Celestica Inc.Celestica Inc is one of the top 10 Electronic Manufacturing Services (EMS) providers in the world,headquartered in Toronto, Canada. The company is a leader in design, manufacturing, and supply chainsolutions, adding global expertise and insight at every stage of product development.There are four layers in the electronics product life cycle. Layer 4 is the sub-assembler who isresponsible for providing materials and elements like Bossard, providing the fastening elements. Layer3 is the assembler which is called EMS (Electronics manufacturing service) like Celestica, Flex andFoxconn. Layer 2 is the company which is responsible for the systems integration like CISCO, calledas OEM (Electronic equipment manufacturer) and ODM (Electronic design manufacturing). Layer 1 isresponsible for the network operation. Facebook and Amazon are all this kind of company which arecalled as internet service provider.Celestica provides innovative end-to-end electronic product lifecycle solutions including AdvancedTechnology Solutions (ATS) and Connectivity and Cloud Solutions (CCS) to over 100 customersacross multiple markets. The company’s vision aims to provide a specifically differentiated supplychain offering compared to other competitors, through Celestica’s Total Cost of Ownership™ (TCOO)Strategy along with their Ring Strategy as well. In this paper we will discuss the how diversificationstrategy brings a better financial performance to Celestica as well as why and how to implement TCOOstrategy along the supply chain.