Towards a Better Understanding of Supply Chain Quality Management Practices

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TOWARDS A BETTER UNDERSTANDING OF SUPPLY CHAIN QUALITY MANAGEMENT PRACTICES

Article: International Journal of Production Research

This paper reports the result of a comparative study of quality tools and methods adaptation by operations and supply chain managers. •SCQM is defined as a system based approach to performance improvement that leverages opportunities created by upstream and downstream linkages with suppliers and customers. •Operation management is traditional been explained by some version of an ‘inputs-transformation process- outputs’ view of the productive capability of the firms. From Quality perspective, operation managers have focused on internal activities such as process control process improvement, product design improvement and design of experiment. As a result, more and more six-sigma improvement project evolved. •In addition experts like Deming have long emphasized importance of customers and supplier. •In this paper, it explored the difference between quality management practice of operation managers and each type of managers emphasizes supply chain managers, including what quality tools. Tool can here mean the method such as benchmarking, an approach to improving quality such as process improvement team (PIT) and leadership.

Literature review and hypothesis development

Supply chain management has developed as a field from the integration of operations and marketing management. As a result, a linkage with upstream firms – which was once the domain of purchasing – has been elevated in importance. •The quality management precedence for this is found in Deming’s fourth point, ‘End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust’. This has resulted in a merging of quality management and supply chain management principles. •Supply chain management practices can result in...
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