los ocho procesos de la cadena de suministro

Topics: Supply chain management, Management, Supply chain Pages: 24 (12994 words) Published: November 1, 2014
The Supply Chain Management
Processes
Keely L. Croxton, Sebastián J. García-Dastugue and Douglas M. Lambert The Ohio State University
Dale S. Rogers
University of Nevada, Reno
Increasingly, supply chain management is being recognized as the management of key business processes across the network of organizations that comprise the supply chain. While many have recognized the benefits of a process approach to managing the business and the supply chain, most are vague about what processes are to be considered, what sub-processes and activities are contained in each process, and how the processes interact with each other and with the traditional functional silos. In this paper, we provide strategic and operational descriptions of each of the eight supply chain processes identified by members of The Global Supply Chain Forum, as well as illustrations of the interfaces among the processes and an example of how a process approach can be implemented within an organization. Our aim is to provide managers with a framework to be used in implementing supply chain management, instructors with material useful in structuring a supply chain management course, and researchers with a set of opportunities for further development of the field.

“Streamlining crosscompany processes is
the next great frontier
for reducing costs,
enhancing quality, and
speeding operations”.

Volume 12, Number 2

2001

Supply
chain
management
is
increasingly being recognized as the
integration of key business processes across
the supply chain. For example, Hammer
argues that now that companies have
implemented processes within the firm, they
need to integrate them between firms:
Streamlining
cross-company
processes is the next great frontier
for reducing costs, enhancing
quality, and speeding operations. It
is where this decade’s productivity
wars will be fought. The victors will
be those companies that are able to
take a new approach to business,
working closely with partners to
design and manage processes that
extend across traditional corporate
boundaries. They will be the ones
that make the leap from efficiency
to super efficiency [1].
Monczka and Morgan also focus on the
importance of process integration in supply
chain management [2]. The piece that seems
to be missing from the literature is a

comprehensive definition of the processes
that constitute supply chain management.
How can companies achieve supply chain
integration if there is not a common
understanding of the key business processes?
It seems that in order to build links between
supply chain members it is necessary for
companies to implement a standard set of
supply chain processes. Practitioners and
educators need a common definition of
supply chain management, and a shared
understanding of the processes.
We recommend the definition of supply
chain management developed and used by
The Global Supply Chain Forum:
Supply Chain Management is the
integration of key business
processes from end user through
original suppliers that provides
products, services, and information
that add value for customers and
other stakeholders [3].
The Forum members identified eight key
processes that need to be implemented within
and across firms in the supply chain. To date,
Page 13

the published descriptions of these processes
were limited to one-paragraph summaries
that provide little guidance on how to
implement a process approach [4]. Our
purpose in this paper is to provide more detail
on the sub-processes and activities that
comprise the supply chain processes. The
goal is to provide management with
guidelines to help with implementation,
instructors with material for structuring a
supply chain management course and
researchers with a detailed framework for
future research on supply chain management.
The paper is organized as follows. First,
there is a brief review of the supply chain
framework. Next, there is a section on...

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Management?,” Purchasing, Vol. 122, No. 1
(1997), pp
2 (1998), p. 1.
Lambert, Strategic Logistics Mangement, New
York, NY: McGraw-Hill, 2001; and, Douglas
Marketing Management, Vol. 29, No. 1
(2001), pp
Business Logistics, Vol. 12, No. 1 (1991),
p
Improvement,
Homewood, IL: Business One Irwin, 1992;
London/Boston: Butterworths, 1989.
Review, Vol. 78, No. 5 (2001), pp. 81-89.
Management, Vol. 12, No. 1 (2001), pp. 1-19.
Irwin/McGraw-Hill, 1997, p. 4.
No. 5 (2000), p. 392.
No. 5 (2000), p. 392.
12, No. 1 (2000), pp. 57-66.
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