los ocho procesos de la cadena de suministro
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
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
References: Review, Vol. 79, No. 9 (2001), p. 84. 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.