Business administration |
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Management of a business |
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Awarding Body | Chartered Institute of Procurement and Supply (CIPS) | Supply Chain Management Association (SCMA) Supply Chain Management Professional (SCMP) | International Institute for Procurement and Market Research (IIPMR) Certified Supply Chain Specialist (CSCS) and Certified Procurement Professional (CPP) | Institute for Supply Management (ISM) Certified Professional in Supply Management (CPSM) | The Association for Operations Management (APICS) Certified Supply Chain Professional (CSCP) | International Supply Chain Education Alliance (ISCEA) Certified Supply Chain Manager (CSCM) | American Society of Transportation and Logistics (AST&L) Certification in Transportation and Logistics (CTL) | The Association for Operations Management (APICS) Certified Production and Inventory Management (CPIM) | International Supply Chain Education Alliance (ISCEA) Certified Supply Chain Analyst (CSCA) | Institute of Supply Chain Management (IOSCM) | Institute for Supply Management (ISM) Certified Purchasing Manager (CPM) | International Supply Chain Education Alliance (ISCEA) Certified Demand Driven Planner (CDDP) | CISCM (Chartered Institute of Supply Chain Management) awards certificate as Chartered Supply Chain Management Professional (CSCMP) |
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Procurement | High | High | High | High | High | High | Low | Low | High | High | High | Low | High |
Strategic Sourcing | High | High | High | Low | High | Low | Low | Low | Low | Low | Low | High | |
New Product Development | Low | High | High | High | Low | Low | Low | Low | Low | Low | Low | High | |
Production, Lot Sizing | Low | Low | Low | Low | Low | High | High | Low | High | Low | High | High | |
Quality | High | High | High | High | Low | Low | High | Low | High | High | High | High | |
Lean Six Sigma | Low | High | Low | Low | High | Low | Low | High | Low | Low | High | Low | |
Inventory Management | High | High | High | High | High | High | High | High | High | High | High | High | |
Warehouse Management | Low | Low | Low | Low | Low | High | Low | High | High | Low | Low | High | |
Network Design | Low | Low | Low | Low | High | High | High | High | Low | Low | Low | Low | |
Transportation | High | High | Low | Low | High | High | High | High | High | High | Low | High | |
Demand Management, S&OP | Low | High | High | High | High | High | High | High | High | Low | High | High | |
Integrated SCM | High | High | Low | High | High | High | Low | High | High | High | High | High | |
CRM, Customer Service | High | Low | Low | High | High | Low | Low | Low | High | Low | High | High | |
Pricing | High | High | Low | High | High | Low | Low | Low | Low | Low | Yes | High | |
Risk Management | High | High | High | Low | Low | Low | High | Low | High | Low | High | Low | |
Project Management | Low | High | High | Low | High | Low | High | Low | High | Low | High | High | |
Leadership, People Management | High | High | High | Low | High | Low | High | Low | High | High | High | High | |
Technology | High | High | Low | High | High | High | Low | High | High | High | High | High | |
Theory of Constraints | High | Low | Low | Low | High | Low | Low | High | Low | Low | High | High | |
Operational Accounting | High | High | High | Low | High | Low | Low | Low | Low | High | Low | Low |
supply chain management[:] The design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand, and measuring performance globally.
ABSTRACT
This paper focuses the role of Information technology (IT) in supply chain management. It also highlights the contribution of IT in helping to restructure the entire distribution set up to achieve higher service levels and lower inventory and lower supply chain costs. The broad strategic directions which need to be supported by the IT strategy are increasing of frequency of receipts/dispatch, holding materials further up the supply chain and crashing the various lead times. Critical IT contributions and implementations are discussed. Fundamental changes have occurred in today's economy. These changes alter the relationship we have with our customers, our suppliers, our business partners and our colleagues. It also describes how IT developments have presented companies with unprecedented opportunities to gain competitive advantage. So IT investment is the pre-requisite thing for each firm in order to sustain in the market.
INTRODUCTION:
Supply chain management (SCM) is concerned with the flow of products and information between supply chain members' organizations. Recent development in technologies enables the organization to avail information easily in their premises. These technologies are helpful to coordinates the activities to manage the supply chain. The cost of information is decreased due to the increasing rate of technologies. In the integrated supply chain model (Fig.1) bi-directional arrow reflect the accommodation of reverse materials and information feedback flows. Manager needs to understand that information technology is more than just computers. Except computer data recognition equipment, communication technologies, factory automation and other hardware and services are included.
Bi-directional arrow reflects the accommodation of reverse materials and information feedback flows.
Managers need to understand that information technology is more than just computers. Except computer, data recognition equipment, communication technologies, factory automation and other hardware and services are included.
The importance of information in an integrated supply chain management environment:
Prior to 1980s the information flow between functional areas with in an organization and between supply chain member organizations were paper based. The paper based transaction and communication is slow. During this period, information was often over looked as a critical competitive resource because its value to supply chain members was not clearly understood. IT infrastructure capabilities provides a competitive positioning of business initiatives like cycle time reduction, implementation, implementing redesigned cross-functional processes. Several well know firms involved in supply chain relationship through information technology. Three factors have strongly impacted this change in the importance of information. First, satisfying in fact pleasing customer has become something of a corporate obsession. Serving the customer in the best, most efficient and effective manner has become critical. Second information is a crucial factor in the managers' abilities to reduce inventory and human resource requirement to a competitive level. Information flows plays a crucial role in strategic planning.
Supply chain organizational dynamics:
All enterprises participating in supply chain management initiatives accept a specific role to perform. They also share the joint belief that they and all other supply chain participants will be better off because of this collaborative effort. Power with in the supply chain is a central issue. There has been a general shift of power from manufacturers to retailers over the last two decade. Retailers sit in a very important position in term of information access for the supply chain. Retailers have risen to the position of prominence through technologies.
The Wal-Mart & P&G experiences demonstrate how information sharing can be utilized for mutual advantage. Through sound information technologies Wal-Mart shares point of sale information from its many retail outlet directly with P&G and other major suppliers.
The development of Inter organizational information system for the supply chain has three distinct advantages like cost reduction, productivity, improvement and product/market strategies.
Barrett and Konsynsik have identified five basic levels of participation of individual firms with in the interorganizational system.
1. Remote Input/Output mode: In this case the member participates from a remote location with in the application system supported by one or more higher-level participants.
2. Application processing node: In this case a member develops and shares a single application such as an inventory query or order processing system.
3. Multi participant exchange node : In this case the member develops and shares a network interlinking itself and any number of lower level participants with whom it has an established business relationship.
4. Network control node: In this case the member develops and shares a network with diverse application that may be used by many different types of lower level participants.
5. Integrating network node: In this case the member literally becomes a data communications/data processing utility that integrates any number of lower level participants and applications in real times.
Four fundamental mistakes made when determining information requirements are as follows:
1. Viewing system as functional instead of cross-functional.
2. Interviewing managers individually instead of jointly.
3. Not allowing for trial and error in detail design process.
4. Asking the wrong question during the interview
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