| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "DIVERSIFIED SUPPLY CHAINS": |
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Diversified Supply Chains, 2007.
A best practices guide based on the identification of the critical issues that are related to supply chain management.
22,105 words (approx. 88.4 pages), 100 sources, MLA, $ 249.95
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Abstract
This study examines the relevant issues involved in developing a diversified supply chain and what the implications may be for various types of industries of different sizes. In addition, the study uses the results of a custom survey of industry professionals to provide some timely insights and empirical observations from the field concerning a diversified procurement function.
Table of Contents:
Chapter 1: Introduction
Statement of the Problem
Purpose of Study
Importance of Study
Scope of Study
Rationale of Study
Overview of Study
Chapter 2: Review of Related Literature
Chapter 3: Methodology
Description of the Study Approach
Data-gathering Method and Database of Study
Chapter 4: Data Analysis
From the Paper
"This article recognized the criticality of trust in buyer-seller relationships, yet, expanded the setting for trust. Prior research attested to the fact that relationships are based upon trust (Morgan and Hunt, 1964; Wilson, 1995; Aulakh, Kotabe and Sahay, 1996; Rousseau, Sitkin, Burt and Camerer, 1998). A study by Griffith, Hu, and Ryans (2000) defined trust as occurring when one party has confidence in its partner's reliability and integrity (Morgan and Hunt, 1994; Wilson, 1995; Rousseau et al., 1998). Schurr and Ozanne (1985) research revealed that trust was important in exchange relationship because it led to constructive dialogue and cooperative problem solving (Pruitt, 1981). For example, in a study of managerial problem solving effectiveness, Zand (1972) found that higher levels of trust were associated with better goal clarification between parties, greater exchange of informational messages, greater problem solving search, and increased commitment to implement agreements. Higher levels of trust facilitated mutual acceptance and openness of expression, while lower levels of trust aroused defensive behavior (Loomis, 1969; Pruitt, 1981)."
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E-Business and its Supply Chains, 2006.
A review of the e-commerce industry and the related supply chain.
1,125 words (approx. 4.5 pages), 3 sources, $ 44.95
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Abstract
This paper discusses the business to business, and the business to consumer website supply chain characteristics. These distinctions are drawn after delineating both traditional supply chains and identifying how traditional and e-business supply chains are being combined. The paper concludes that while the business to business website and enterprise might have a shorter and more transparent supply chain with greater consumer integration, both employ many of the same technology solutions to complete their supply chains.
From the Paper
"A supply chain can be defined as the sum of all retailers, distributors, transportation methods, storage locations and facilities, as well as supplier networks that contribute to an enterprise's sale, delivery, and/or production of its product or service (Dennis, Fenech & Merrilees, 2004). It is integrally involved with a company's logistics and overall operations in that operations management oversees the smooth functioning of the organization's supply chain. A supply chain that has bottlenecks, excess inventory, or difficulties sourcing products or services inevitably results in a loss in revenue, poor product/service quality metrics, and a loss of customers, be they internal or external."
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E-Supply Chain, 2004.
This paper discusses, with the inclusion of a qualitative research project, the supply-chain elements of e-commerce, or electronic commerce, and its effect on traditional businesses supply chains.
12,490 words (approx. 50.0 pages), 25 sources, APA, $ 239.95
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Abstract
This paper explains that an electronically documented supply chain, extending the entire length of the distance a product travels, creates a business climate in which there is a far higher degree of accountability and responsibility than there was before e-commerce. The author?s research is based on guided, unstructured interviews with managers in both small and large companies that use EDI systems as a part of their overall business strategy of incorporating an e-supply chain to increase efficiency. The paper concludes that the overall results of this research suggests that an e-supply chain raises the stakes for the suppliers, thus,in relative terms, lowering the stakes for the final company in the chain. This paper includes an extensive discussion on the philosophy of research methodology.
Table of Contents
Introduction: Statement of Problem
The E-Supply Chain as Embedded in the Structure of E-Commerce
Review of the Related Literature
E-Supply Chains as Part of Overall Business Strategy
Methodology
Quantitative versus Qualitative Research
Different Tools for Different Questions ? and Different Questioners
Validity and Reliability of Data
Research Design
Treatment of Data
Discussion
Conclusions and Recommendations
From the Paper
"Companies now have a wide range of distribution networks and channels available to them as they attempt to match consumers with goods. Having the right product to offer is never enough if supply lines fail and customers cannot actually buy whatever it is that they want. Some businesses try to keep their customers happy through direct selling ? like the clothing company Land?s End ? in attempt to simplify the processes of logistics and distribution so as to limit the number of possible complications in the process."
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E-business Supply Chains, 2007.
This paper compares business-to-business (B2B) and business-to-consumer (B2C) website supply chain characteristics.
1,025 words (approx. 4.1 pages), 5 sources, MLA, $ 36.95
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Abstract
The paper discusses the business-to-business (B2B) and the business-to-consumer (B2C) website supply chain characteristics such as scalability. The paper explains how traditional and e-business supply chains are being combined. The paper shows how while the business-to-business websites and enterprises might have a shorter and more transparent supply chain with greater consumer integration, both employ many of the same technology solutions to complete or enhance their supply chains.
Outline:
Scalability
Internet Technologies
Business to Business
Business to Consumer
From the Paper
"E-business and e-commerce initiatives require scalability because of the rapid growth such business models are capable of. Cunningham states that e-enabled businesses can grow and expand so rapidly that if scalability is not built into the system, technological infrastructures can become antiquated within a period of months because of the wide exposure that internet based operating platforms provide (2001, p.93). Additionally, scalability is a quality that enhances the geographic diversity that many organizations exhibit in the contemporary business environment. Scalability ensures that any remote addition to an operation can simply plug-in to the existing IT infrastructure without burdening the overall system."
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Supply Chains in e-Business, 2006.
A discussion regarding the challenges and obstacles of supply chains and e-commerce.
675 words (approx. 2.7 pages), 2 sources, $ 26.95
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Abstract
This paper discusses the business to business and the business to consumer website supply chain characteristics. The conclusion of this paper, is that while the business to business website and enterprise might have a shorter and more transparent supply chain with greater consumer integration, both employ many of the same technology solutions to complete their supply chains.
From the Paper
" A supply chain can be defined as the sum of all retailers, distributors, transportation methods, storage locations and facilities, as well as supplier networks that contribute to an enterprise's sale, delivery, and/or production of its product or service (Dennis, Fenech & Merrilees, 2004). It is integrally involved with a company's logistics and overall operations in that operations management oversees the smooth functioning of the organization's supply chain. A supply chain that has bottlenecks, excess inventory, or difficulties sourcing products or services inevitably results in a loss in revenue, poor product/service quality metrics, and a loss of customers, be they internal or external. An e-commerce business model, whose primary product or service is mediated in some fashion through a website and the online environment supported by internet technologies, faces several conceptual difficulties in managing its supply chain that a traditional business model does not (Cunningham, 2001). "
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Supply Chains and the Internet, 2002.
This paper discusses using the internet for at least part of the supply chain management --- getting the product from the point of origin through the intermediate businesses to the end purchaser .
2,150 words (approx. 8.6 pages), 6 sources, $ 67.95
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Abstract
This paper defines ?supply chain management? as being the process of planning, implementing and controlling the efficient, effective flow and storage of goods, services and related information from point of origin to point of consumption conforming to customer requirements. The author states that Internet E--Hubs, which are ?electronic marts? where customers and suppliers interact, enable B2B [Business to Business] consumers to engage in an active and explicit dialogue with companies.
The author warns that, to use the Internet for B2B efficiently, companies must reduce the interaction costs, automate transactions and redesign their pattern of workflow.
Table of Contents
Introduction
Traditional Supply Chains and How they Function
Supply Chains and the Internet (Overview)
Business Purchasing -- Diverse Set of Products and Services
Types
Manufacturing Inputs
Operating Inputs
Spot Sourcing and Systemic Sourcing
MRO Hubs
Yield Managers
Exchanges
Catalog Hubs
Conclusion
Reduction of Interaction Costs
Automating Transactions
Workflow Redesign
From the Paper
"Multiple supplier sites also may play a role in building the popularity of the Internet as an MRO [Maintenance, Repair and Operating] supply channel. Only 10% of Internet users reported having ordered from "a site offering multiple suppliers where you can get only one invoice and your standard pricing." But fully 68% of Internet users say they would be interested in ordering from such a site. Nearly half (46%) of Internet non-purchasers said that a multiple supplier site offering one invoice and standard pricing would increase their likelihood of purchase."
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Supply Chain Management, 2007.
This paper discusses Wal-Mart's superior supply chain operations.
2,247 words (approx. 9.0 pages), 12 sources, MLA, $ 69.95
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Abstract
The paper defines the Wal-Mart supply chain organization, including its current accomplishments and challenges. The paper discusses the corporate-wide roles of Wal-Mart's supply chain operations including their strategies regarding radio frequency identification (RFID) implementations in warehouses worldwide and their commitment to collaborative advanced planning and scheduling. Wal-Mart's supply chain operations are often called best practices in logistics and supply chain operations and a comparison is provided showing their performance relative to other global leaders in this area. The paper presents a cost/benefit analysis of the Wal-Mart supply chain as a basis for suggesting further improvements. Finally, Wal-Mart's ethical considerations with streamlining their supply chain are explored.
Outline:
Introducing Wal-Mart
Wal-Mart's Supply Chain Today
How Wal-Mart Is Defining Supply Chain Best Practices
Ethics and Wal-Mart
Supply Chain Recommendations for Wal-Mart
From the Paper
"As the largest mass merchandiser in the world, Wal-Mart's work in supply chain execution, research, and policies defines best practices for the broader high volume retailing industry worldwide. Wal-Mart is comprised of three operating segments including the Wal-Mart stores, Sam's Club and the International Stores. As of 2005, Wal-Mart operates 1,350 discount stores in all 50 states. The typical Wal-Mart discount store as 50 departments or more and a few are offering groceries in addition to apparel, fabrics, stationery and books, shoes, house wares, hardware, electronics, home furnishings, small appliances, automotive accessories, gardening accessories, sporting goods, toys, and pet food."
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Banking Centers: Supply Chains, 2004.
Describes the supply chains for Bank of America, AmSouth, and Suntrust banks
700 words (approx. 2.8 pages), 4 sources, APA, $ 24.95
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Abstract
This paper assesses and describes the supply chains for three American banks: Bank of America, AmSouth, and Suntrust. The paper discusses how these supply chains were modified from 'brick and mortar' institutions to adapt to the age of the Internet.
From the Paper
"A host of major banks, including but hardly limited to, Citigroup, J.P. Morgan Chase, Bank of America, Fleet Financial, Wells Fargo, and UBS Paine Webber, are in the early stages of forming alliances with software companies and service providers in the business-to-business field, according to the AMR report. These alliances will allow for an improvement in the supply chains and make conducting business more efficient."
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Successful and Effective Supply Chains, 2002.
A discussion of the merits of effective supply chains in the business world.
1,350 words (approx. 5.4 pages), 3 sources, MLA, $ 45.95
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Abstract
The paper defines the term of supply chain in the business world. The writer uses several examples to illustrate the importance of setting up an effective supply chain for the purpose of a smooth running organization.
From the Paper
"Companies that have the most effective supply chains have the best possibility of maintaining open doors. The supply chain that is ineffective or not organized well cause break downs in communication, manufacturing and distribution. These problems all lead to one final outcome, customer dissatisfaction. The development of an effective supply chain prevents may mishaps including the late ordering and higher priced materials, missed deadlines and down time on the lines in manufacturing facilities."
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Supply Chain Management, 2007.
A case study analysis of supply chain management, integration and agility for a fictitious company, XYZ.
2,637 words (approx. 10.5 pages), 22 sources, APA, $ 79.95
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Abstract
This paper presents a case study of a fictitious company, XYZ which is a UK-based PC manufacturing company that has worldwide operations. The paper analyzes supply chain management in this company. It then discusses the company's key areas of supply chain development, agility and integration. It looks at the importance of each area and how they can be successfully implemented into the organization.
Table of Contents:
Introduction
What is Supply Chain
Supply Chain Management
Supply Chain Decisions
Supply Chain Integration
SCM, CRM ERP and Extranets
Agile Supply Chains
Supply Chain ICT
Conclusions
From the Paper
"In the case of Dell ICT, it enables individual customers to customise their purchase (i.e. configure to order). The greater the extent to which you can allow customers to customise product offerings, the greater the overall quality of the relationship becomes. In this case, technology can become the key contributor to improving communication with the supply chain and providing configuration tools for both suppliers and end customers. This is done through the interactive nature of the Internet, which is a key attraction to building a relationship with customers (Hoffman, Novak & Chatterjee, 1995). The involvement of the customer in the design, production, or delivery process before the actual sales transactions, using technology to limit the cost is a key competitive strategy providing customer intimacy and product leadership."
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Supply Chain Standards, 2008.
A discussion of how setting supply chain standards improves supply chain management.
800 words (approx. 3.2 pages), 2 sources, MLA, $ 28.95
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Abstract
The paper states that the integration points between supplier and buyer are so complex and numerous, that many industries need supply chain standards to ensure their competitiveness. The paper further comments that these supply chain standards look to set the foundation for ensuring efficient and accurate transfer of content between buyers, suppliers, and manufacturing partners throughout a supplier network. The paper also states that, given the myriad of supply chain interactions in these networks, and taking into account the slight variations each supplier has in their approach to delivering content to buyers, a consistent standard for communicating both content and completing transactions is necessary.
From the Paper
"While Askegar and Columbus discuss the role of PIPs with market makers in the high tech manufacturing and distribution marketplace (1, 4) Swanton (2) discusses the potential impact of RosettaNet adoption on manufacturing centers in low-wage countries and points to the efficiencies possible in Chinese manufacturing centers. Swanton sees the enablement of Chinese manufacturing via PIPs in RosettaNet as the tipping point in their ability to capitalize on their cost advantages and compete on time-to-market and supply chain synchronization, much like their western counterparts. Further, Swanton sees the emerges of the RosettaNet Automatic Enablement (RAE) program with its uses of PDFs that document process flows, as critical in the development of a pervasive RosettaNet network of manufacturing suppliers in China. Chinese distribution channels throughout high tech specifically have already worked to include content management and content automation as part of their initial RosettaNet on boarding strategies, as many of these companies are using highly manual approaches to managing their content today. As RosettaNet is now under the umbrella of the GS1 US standards organization, which is formerly known of as the Uniform Code Council (UCC), the standards body is working to drop the cost of on boarding in China to literally less than $1,000 for any manufacturer or distributor interested in participating. If they are successful the resulting inventory visibility and resulting order management velocities will be very significant and result in higher profitability for the entire high tech industry globally."
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Build to Order Supply Chain, 2006.
An investigation of the guiding principles that define an effective supply chain process.
6,950 words (approx. 27.8 pages), 14 sources, MLA, $ 156.95
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Abstract
This paper studies the principles that guide the creation of a build-to-order supply chain. Through researching various industries and firms to grasp some of the accepted principles of the supply chain process, this report attempts to answer why, what and how a reliable, collaborative supply chain can be structured. The paper details a variety of aspects in constructing and operating a successful supply chain. For example, the paper studies how some supply chains reach a breaking point when sufficient and supportive management policies are not implemented. The paper demonstrates how the support of management systematizes the process for addressing a company's needs as well as offers the management team a viable way to forecast supply chain system degradation.
Table of Contents:
Abstract
Introduction
Purpose
Globalization
Definition
Methodology/Approach
Findings
Brief History
The Big Picture
Research Limitations
Implications
Conclusion
References
From the Paper
"The build to order supply chain process has been and will continue to be affected by the phenomenon of globalization. The fact that the utilization rates of global resources are being consumed at unbelievable rates is good indicator that the current need for efficiency will only increase. For example, resources such as oil, coal and other fossil fuels are being consumed at very high levels. "The global appetite for crude in 2003 will grow by a robust 1.9 percent, or 1.44 million barrels a day, and in 2004 by 1.5 percent, or 1.16 million barrels a day. The IEA raised its estimates for daily demand growth in the two years by 160,000 barrels and 90,000 barrels, respectively." (Stanley)"
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Supply Chain Management in B2B and B2C Environments, 2004.
Comparison of the supply chain management system in a B2B environment to the supply chain management system in a B2C environment.
1,259 words (approx. 5.0 pages), 6 sources, APA, $ 42.95
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Abstract
This paper details the similarities and the differences between supply chain management systems for B2b and B2C environments. The paper examines the different requirements, focus, and capabilities of the two management systems, as well as the similarities of purpose and the reasons why both methods offer advantages.
From the Paper
"Supply chain management, whether in a traditional or E-commerce environment, involves distributing products, goods and services from point of manufacture to the delivery of the final product. Supply chain management, whether related to B2B or B2C retailers involves manufacturing, storage, distribution and delivery of products and services to consumers and other businesses. B2B supply chain management is slightly more complex than B2C transactions, as B2B wholesalers, distributors and manufacturers are typically working with larger corporate entities. For supply chain management to work in a B2B or in a B2C environment, the focus must be on provider customers with the utmost in quality services. The specific differences and similarities between supply chain management for B2B and B2C are explored in greater detail below."
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Supply Chain and Logistics Management, 2006.
An in-depth exploration of changes made by Toyota Corporation in the world of supply chain and logistics management.
3,174 words (approx. 12.7 pages), 21 sources, MLA, $ 91.95
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Abstract
The author studies how Toyota has made use of the 'lean' supply chain in order to bring efficiency to its' manufacturing environment. As a result of this, warehousing costs, inventory costs and many other costs have been cut thus saving the company a great deal. The paper includes the considerations that are involved in the "lean manufacturing", for example, to only make what the customer needs in the right amount. In addition, this paper offers diagrams that illustrate the supply chain and the relevant details.
Contents
Executive Summary
Introduction
Toyota Divisions of Operations
Toyota Values
Toyota Subsidiaries and Affiliates
Toyota Corporation Supply Chain
Suppliers and Dealers
Information Systems
Materials Management
Toyota Just-In-Time
Toyota's Supply Chain Illustrated
Logistics Audit Questionnaire
Growth and Expansion of Toyota's Supply Chain
Winners List - Recent Toyota Award Winners
Toyota Environmental Action Plan and Policy
Benefits to Society
Supply Chain Management Results
From the Paper
"Stated in the work "Global Supply-Chain Partnerships: Toyota: Just-in-Time vs. Just-in-Case" is that "Few [supply chains] are more efficient than that of Toyota in Canada. The Japanese automaker's plant in Cambridge, Ontario operates under a next-generation Just-in-Time model. Part's shipments are triggered by actual demand, not a producer's best guess. Delivery windows are narrowed to a matter of minutes." (Bowman, 2000) A weak link in many supply chains are delays making parts be late, orders improperly filled, and bad weather can "disrupt the whole operation". (Bowman, 2000) However, Toyota's normally called upon 3PL "Transfreight calls upon another 3PL, TST Expedited Services, Inc." (Bowman, 2000)TST is a provider based in Windsor which "utilizes a combination of truck and air to meet delivery commitments, often within the hour. Parts are rushed across the border without the luxury of pre-clearance through Canadian customs" [and is stated to be] "a highly valued service that the customer would rather not use." (Bowman, 2000) Through use of these any other supply chain and logistic management techniques, Toyota can be said to have the most effective supply chain throughout the entire globe."
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Supply Chain Logistics through Information Technology Solutions.
This paper discusses that supply chain management, a necessity for continued competitiveness and success, is being made efficient through information technology solutions.
4,130 words (approx. 16.5 pages), 19 sources, MLA, $ 110.95
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Abstract
This paper explains that effective supply chain management (SCM) seeks to integrate purchasing, materials management, quality management, demand management, distribution planning, and manufacturing planning; the focus of managing an effective supply chain is on the entire chain, including where and how the products are sourced, delivered, and merchandised to the customer. The author points out that the Internet, an enhancement to the various telecommunications tools companies use to support their supply chain operations, is especially useful to retailers in expanding communications and disseminating information, ordering products, and communicating levels of supplies. The paper relates that, in sharp contrast to the limitations of past years, supply chain managers today can effectively use customer databases to help synchronize supply chain operations with consumer needs.
Table of Contents
Introduction
Statement of the Problem
Background
Discussion
Conclusions
Recommendations
From the Paper
"The ability to respond to supply chain management issues effectively has been the basis for improved productivity in the United States; an integral part of this process has been the introduction of sophisticated technological innovation which, in recent years, has becoming increasingly linked with information technology (IT). According to Park and Krishnan (2001), "One of the issues investigated in recent studies on small business enterprises involves the role of supply chain management" (259). Supply chain management has assumed an increasingly role in the strategic planning in both large and small businesses today, though, as companies have increasingly elected to outsource as a strategic approach to growth."
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