scholarly journals What Drives the Usage of Management Tools Supporting Industry 4.0 in Organizations?

Sensors ◽  
2021 ◽  
Vol 21 (10) ◽  
pp. 3512
Author(s):  
Zlatko Nedelko
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Six Sigma ◽  
Industry 4.0 ◽  
Core Competencies ◽  
Management Tool ◽  
Management Tools ◽  
Chain Management ◽  
Management Knowledge

The main purpose of this study was to examine how personal and organizational drivers influence the utilization of management tools aimed at supporting organizational working in Industry 4.0 settings. We built our research upon the recognized importance of management tools for organizational working under Industry 4.0 settings and explored the key personal and organizational drivers of management tool usage. Calculations were performed based on the responses of 222 employees working in organizations across Europe. The results revealed that, among personal drivers, a higher level of education leads to significantly higher usage of six sigma, rapid prototyping, outsourcing, customer relationship management, knowledge management, core competencies, and strategic planning. More experienced employees use significantly more six sigma, total quality management, supply chain management, knowledge management, and core competences than their less experienced peers. The impact of organizational drivers is substantially weaker, where only industry shows significant influence, indicating that lean production, six sigma, and supply chain management are used more in manufacturing than in service organizations. Gender, one’s position in the organization, and the organization size do not play a substantial role in management tool usage. Managers should recognize the role of personal and organizational drivers of management tool usage in order to more quickly implement Industry 4.0 principles in organizations.

Pengukuran Kinerja Supply Chain Menggunakan Supply Chain Operation Reference (Scor®) (Studi Kasus Koperasi Baitul Qiradh Baburrayyan)

2019 ◽  
Vol 2 (2) ◽  
Author(s):  
Raysa Aleyzia ◽  
Hasan Yudie Sastra
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Six Sigma ◽  
Green Beans ◽  
Chain Management ◽  
Total Cost ◽  
Target Value ◽  
Chain Operation ◽  
Cost To Serve ◽  
Supply Chain Operation

Manajemen supply chain yang tidak maksimal akan mempengaruhi kinerja suatu perusahaan. Di Aceh Tengah terdapat suatu koperasi yaitu Koperasi Baitul Qiradh (KBQ) Baburrayyan yang sudah menerapkan manajemen supply chain. Koperasi ini bergerak di bisnis perdagangan biji kopi (green bean). Penelitian ini bertujuan untuk mengukur kinerja supply chain dari KBQ Baburrayyan. Metode yang digunakan adalah SCOR® dengan praktik perbaikan Convergence of SCOR® with Lean and Six Sigma. Target kinerja yang diperoleh untuk total cost to serve adalah sebesar 94,71% dari nilai target 65,00% dan untuk return on supply chain fixed asset adalah sebesar 1,60 dari nilai target 2,50. Hasil yang diperoleh dari penggunaan praktik tersebut adalah terdapat 8 akar penyebab waste di antaranya kurangnya tenaga pengawas, training/briefing belum maksimal, kurangnya kepedulian tentang pentingnya K3, layout yang kurang efisien, belum adanya unit penyuluhan, alat yang masih sederhana, pekerjaan yang monoton, dan tidak dilarang secara tegas.   Supply chain management that is not optimal will affect the performance of a company. In Central Aceh there is a cooperative namely Koperasi Baitul Qiradh (KBQ) Baburrayyan which has implemented supply chain management. This cooperative is engaged in the business of trading in green beans. This study aims to measure the supply chain performance of KBQ Baburrayyan. The method used is SCOR® with the practice of improving Convergence of SCOR® with Lean and Six Sigma. The performance target for total cost to serve is 94.71% of the target value of 65.00% and the return on supply chain fixed assets is 1.60 of the target value of 2.50. The results obtained from the use of the practice are that there are 8 root causes of waste including lack of supervisors, training / briefing is not maximal, lack of concern about the importance of K3, inefficient layouts, absence of extension units, simple tools, monotonous work, and not strictly prohibited.

E-commerce supply chain management mode based on management information security

2021 ◽  
pp. 1-8
Author(s):  
Chao Liu ◽  
Kaida Qin
Keyword(s):  
Experimental Data ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Information Security ◽  
Management Mode ◽  
Management Tool ◽  
Operating Efficiency ◽  
Management Information ◽  
Chain Management ◽  
Management Concepts

In the era of high informationization, supply chain management, as a symbol of a management era, brings us not only a new management tool, but also more importantly, updated management concepts and replanning, design, and ways to optimize business processes. The purpose of this article is to study the current information security issues that are common in China’s supply chain, such as the weak awareness of information security among corporate employees; the widespread disregard of information security management; the lack of a unified information security strategic planning and prevention mechanism; adverse selection risks and various defeats. In the specific application, starting from the overall business needs of the supply chain, referring to the framework of the supply chain information security system, through assessment and risk analysis, the security needs of the supply chain and its nodes are defined, and finally the e-commerce supply based on management information security is developed. Chain management mode. The experimental data show that the e-commerce supply chain management model based on management information security can effectively improve e-commerce operation efficiency and improve security performance. Experimental data show that the management mode of e-commerce supply chain management improves the security efficiency of e-commerce by about 20% and the operating efficiency by about 15%. The development of e-commerce is instructive.

Blockchain-based royalty contract transactions scheme for Industry 4.0 supply-chain management

2021 ◽  
Vol 58 (4) ◽  
pp. 102586
Author(s):  
Dhyey Mehta ◽  
Sudeep Tanwar ◽  
Umesh Bodkhe ◽  
Arpit Shukla ◽  
Neeraj Kumar
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Industry 4.0 ◽  
Chain Management

scholarly journals Implementation of Six Sigma in Supply Chain Management in Industries

2009 ◽  
pp. 141-144
Author(s):  
Himanshu S. Moharana ◽  
J.S. Murty ◽  
S. K. Senapati ◽  
K. Khuntia
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Six Sigma ◽  
Strategic Analysis ◽  
Process Mapping ◽  
Chain Management ◽  
Low Level ◽  
Implementation Model ◽  
High Level ◽  
Level Process

There is increasing concern about implementation failures in six sigma concept in supply chain management. The reason for many Six Sigma programmes to fail is due to an implementation model. Using a successful Six Sigma concept in an industry we have to perform strategic analysis driven by the market and the customer. It is necessary to establish a high- level, cross-functional team to drive the improvement initiative and to identify overall improvement tools. We can perform high-level process mapping and prioritize improvement opportunities. We have to develop a detailed plan for low-level improvement teams, and then to implement, document, and revise as necessary. This is important for both practitioners and academicians.

scholarly journals BENEFITS ASSESSMENT OF TRAINING ON SUPPLY CHAIN MANAGEMENT

2015 ◽  
Vol 7 (2) ◽  
Author(s):  
Claudemir L. Tramarico ◽  
Fernando A. S. Marins ◽  
Ligia M. S. Urbina ◽  
Valerio A. P. Salomon
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Inventory Management ◽  
Operations Management ◽  
Evaluation Model ◽  
Core Competencies ◽  
Critical Factor ◽  
Organizational Capability ◽  
Chain Management ◽  
Chemical Company

<p>Supply chain management (SCM) is a critical factor in the current global scenario. This organizational capability has a recent knowledge base, which is being accumulated, validated, and certified by groups like the Association for Operations Management (APICS). Therefore, training in SCM has been growing as one of the most convenient ways of becoming “Certified in Production and Inventory Management” (CPIM) from APICS. Companies all over the world have invested in SCM training; however, some companies have conditioned the continuity of their training programs to the benefits assessment. This paper contributes by proposing an evaluation model for specific program training on SCM. This model was applied in a global chemical company, which allowed capturing its impact on organizational and individual competencies, as well as on the core competencies. The proposed model includes the Analytic Hierarchy Process (AHP) and concepts in the SCM literature. The main result revealed by this research is that an SCM training based on APICS CPIM is really perceived as beneficial, in individual or organizational terms, for a real-world company. Therefore, this company should be confident that its SCM training program is improving and strengthening its core competencies.</p>

Sign in / Sign up

Export Citation Format

Share Document