chain practice, competitive objectives, impact of change driv- ers, and business performance.
Literature on supply chain agility describes the dependence of agility on the characteristics of some performance variables but influence of interrelationships among the variables on the supply chain agility has been hardly taken into account in the literature.
Therefore there is a need to identify variables influencing supply chain agility and to develop generally applicable frame- work, which establishes interrelationships.
2. Identification of supply chain agility variables
The case supply chain pertains to auto business and the system consists of Auto company, suppliers, and dealers (dis- tributors) (Fig. 2).
The company has a nationwide network to facilitate the customers. This network includes 352 dealers and their work- shops, 1545 authorized service centers covering 898 cities and
towns. There are 12 joint ventures (production facilities) in the company network; each of the joint ventures has its own computer systems to cater for production planning, scheduling and material scheduling. The top management in the company network is committed to integration of production facilities in order to take advantage of supply chain efficiencies. All the dealers in the supply chain are connected via extranet. These dealers provide real-time information about market conditions and demand. Based on the sales forecast and dealer orders, production plans are formulated. These plans percolate in the supply chain through communication to the suppliers to enable them to plan their production in advance. Latest IT tools such as extranet, EDI and e-mails are used to communicate these plans to the suppliers.
In the proposed ISM, to identify supply chain agility var- iables, and to establish mutual relationship, brainstorming ses- sions were conducted with experts from the trading partners of the supply chain.
Initial meeting was held with the management of supply chain. In this meeting, 5 experts from the company and its trading partners had been identified. These five experts had more than ten years of experience in the area of purchasing and supply chain management. Literature related to agility of supply chain had been circulated among the experts. Within a period of fifteen days, a brainstorming session was organized to identify the variables. Initially, only four variables as mentioned by Christopher were considered. Later on during brain storming session, experts from the case supply chain expressed their views to include more number of variables for agility improvement of their supply chain. In all, twenty-six variables had been identified in this session. The number was reduced to fifteen as some variables were of same nature. The literature related to these fifteen variables had been circulated among the experts. After seven days, a session was organized to establish the relationship among the variables. Since the relationships among all variables could not be established in this session, so another meeting was conducted to complete this task.
The purpose of the brainstorming sessions was to identify relationships among supply chain variables. For this experts
chain practice, competitive objectives, impact of change driv- ers, and business performance.
Literature on supply chain agility describes the dependence of agility on the characteristics of some performance variables but influence of interrelationships among the variables on the supply chain agility has been hardly taken into account in the literature.
Therefore there is a need to identify variables influencing supply chain agility and to develop generally applicable frame- work, which establishes interrelationships.
2. Identification of supply chain agility variables
The case supply chain pertains to auto business and the system consists of Auto company, suppliers, and dealers (dis- tributors) (Fig. 2).
The company has a nationwide network to facilitate the customers. This network includes 352 dealers and their work- shops, 1545 authorized service centers covering 898 cities and
towns. There are 12 joint ventures (production facilities) in the company network; each of the joint ventures has its own computer systems to cater for production planning, scheduling and material scheduling. The top management in the company network is committed to integration of production facilities in order to take advantage of supply chain efficiencies. All the dealers in the supply chain are connected via extranet. These dealers provide real-time information about market conditions and demand. Based on the sales forecast and dealer orders, production plans are formulated. These plans percolate in the supply chain through communication to the suppliers to enable them to plan their production in advance. Latest IT tools such as extranet, EDI and e-mails are used to communicate these plans to the suppliers.
In the proposed ISM, to identify supply chain agility var- iables, and to establish mutual relationship, brainstorming ses- sions were conducted with experts from the trading partners of the supply chain.
Initial meeting was held with the management of supply chain. In this meeting, 5 experts from the company and its trading partners had been identified. These five experts had more than ten years of experience in the area of purchasing and supply chain management. Literature related to agility of supply chain had been circulated among the experts. Within a period of fifteen days, a brainstorming session was organized to identify the variables. Initially, only four variables as mentioned by Christopher were considered. Later on during brain storming session, experts from the case supply chain expressed their views to include more number of variables for agility improvement of their supply chain. In all, twenty-six variables had been identified in this session. The number was reduced to fifteen as some variables were of same nature. The literature related to these fifteen variables had been circulated among the experts. After seven days, a session was organized to establish the relationship among the variables. Since the relationships among all variables could not be established in this session, so another meeting was conducted to complete this task.
The purpose of the brainstorming sessions was to identify relationships among supply chain variables. For this experts
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