Streamlining Operations with Advanced SCM Practices

Abstarct

The study aims to investigate the impact of best SCM practices on operational streamlining and overall improvement of supply chain performance. Accordingly, the study uses four core variables - innovativeness, visibility, internal SCM practice, and CRM practice to measure their singular effects as well as their combined effects on supply chain efficiency and effectiveness.A review of the literature will be conducted to synthesize all the existing knowledge available on these variables and establish a theoretical framework for the study. It is a quantitative study that uses data gathered from 160 professionals working in different industries related to supply chain management, thus providing insights into the applicability of advanced SCM practices in various sectors. This study explores how these new approaches in SCM enhance operational performance and competitive advantage, as well as brings to light the role of visibility in decision-making and risk management. The impact of internal SCM practices on cross-functional integration and efficiency in operations is further probed. The influence of CRM practices on customer satisfaction and responsiveness of the supply chain is explored as well. Findings from this research add value to both theory and practice in the use of advanced SCM practices. The findings have immense value to practicing supply chain professionals who are interested in streamlining their activities for improved overall performance. The study has also identified avenues for future exploration on the interaction of variables with their long-term effects on sustainability and resilience of supply chains.

References

1. Christopher, M., & Lee, H. (2004). Supply Chain Risk Management: Creating Real-Time Visibility. Journal of Business Logistics. 
2. Ivanov, D., & Dolgui, A. (2020). Digital supply chain twins: Managing the ripple effect, resilience, and disruption risks. Transportation Research Part E: Logistics and Transportation Review. 
3. Gereffi, G. (2019). Global value chains and international development policy: Bringing firms, networks, and policy-engaged scholarship back in. Journal of International Business Policy. 
4. Seuring, S., & Müller, M. (2008). From a literature review to a conceptual framework for sustainable supply chain management. Journal of Cleaner Production. 
5. Carter, C. R., & Rogers, D. S. (2008). A framework of sustainable supply chain management: Moving toward new theory. International Journal of Physical Distribution & Logistics Management. 
6. Esper, T. L., Ellinger, A. E., Stank, T. P., Flint, D. J., & Moon, M. (2010). Demand and supply integration: A conceptual framework of value creation through knowledge management. Journal of the Academy of Marketing Science. 
7. Homburg, C., & Stock, R. M. (2004). The link between salespeople’s job satisfaction and customer satisfaction in a business-to-business context: A dyadic analysis. Journal of the Academy of Marketing Science. 
8. Wieland, A., & Wallenburg, C. M. (2013). The influence of relational competencies on supply chain resilience: A relational view. International Journal of Physical Distribution & Logistics Management. 
9. Ivanov, D., & Dolgui, A. (2020). OR-methods for coping with the ripple effect in supply chains during COVID-19 pandemic: Managerial insights and research implications. International Journal of Production Economics.