Supply Chain Management (SCM) is a concept that integrates all parties over the value chain into one whole system and manages them as the assets of an extended enterprise (Simchi-Levi et al., 2000). It involves the removal of barriers between trading partners to facilitate the synchronization of information. It involves not only logistics activities like inventory management, transportation, warehousing and order processing but also other business processes like customer relationship management, demand management, order fulfillment, procurement, and product development and commercialization etc. SCM adopts a systematic and integrative approach to manage the operations and relationships among the different parties in supply chains. It is aimed at building trust, exchanging information on market needs, developing new products, and reducing the supplier base to release management resources for developing long term, mutual benefited relationships. The high quality of products and services from each level of the supplier network is an essential part of successful SCM (Choi & Rungtusanatham, 1999). An improved SCM process leads to cost reductions, optimum resource utilization and improved process efficiency (Beamon & Ware, 1998). Foker et al. (1997) demonstrate that Total Quality Management (TQM) can influence the quality performance in the supply chain. Wong & Fung (1999) present an in-depth case study of the TQM system of Construction Company in Hong Kong. They examined the strategy, structure, and tasks for managing the supplier-subcontractor relationships that form an integral part of TQM system. Matthews et al. (2000) showed that the concepts of quality management systems and partnering could be effectively incorporated into the construction supply chain. This is because the closer working relationships and the increased technology transfers provide organizations with the opportunity to obtain expert skills from their partners with limited resources. Houshmand & Rakotobe-joel (2001) developed an integrated supply chain structural analysis method to identify the priorities for a blood processing centre operations improvement. In this model, all channel members appeared to be in cohesion with their next line in the process. Romano & Vinelli (2001) discussed how quality can be managed in supply chain. Their case study indicated that the whorl supply network could improve its ability to meet the expectations in quality of the final customer through the joint definition and co-management of quality practices and procedures. Sohn & Choi (2001) develop a fuzzy Quality Function Deployment (QFD) model to explain the fuzzy relationship between customers’ needs and design specifications for reliability of supply chain management.