scholarly journals Strategic Supply Chain Management with the Balanced Scorecard

2020 ◽  
pp. 283-299
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Integrated Approach ◽  
Strategy Formulation ◽  
Chain Management ◽  
Strategic Objectives ◽  
Supply Chain Strategy ◽  
The Balanced Scorecard

The strategic management of the supply chain includes the formulation and implementation of a supply chain strategy as well as the assessment of the results. Undoubtedly, the formulation of a supply chain strategy is part of each of the three levels of strategic planning: corporate, business unit, and functional. For successful strategic management of the supply chain, an integrated approach is needed to link the supply chain strategy with the overall strategic management of the company. It is the Balanced Scorecard which seems to be a suitable and effective tool for this purpose. The Balanced Scorecard focuses on formulating a supply chain strategy, linking it to the corporate vision and turning it into particular actions to achieve the strategic objectives. In this article, a methodology for strategic supply chain management is proposed based on the Balanced Scorecard as an instrument for supply chain strategy formulation and implementation. The methodology consists of twelve steps, each of which is commented in more detail. The article aims at filling the gap identified in the literature devoted to strategic aspects of supply chain management.

Evaluation of Hospital Supply Chain Performance During the COVID-19 Pandemic

2022 ◽  
pp. 95-110
Author(s):  
Doni Maryono ◽  
Rita Ambarwati
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Balanced Scorecard ◽  
Large Scale ◽  
Supply Chain Performance ◽  
Chain Management ◽  
The Balanced Scorecard ◽  
New Finding ◽  
The Government ◽  
Almost All

The pandemic has an impact on almost all sectors of people's lives, in the economic, political, and socio-cultural sectors. The government has implemented large-scale social restrictions (PSBB) as an effort to stop the spread of the COVID-19 virus. With the PSBB, it causes disruption to the hospital supply chain management. As a step to anticipate the hospital's impact on the PSBB, the hospital needs to evaluate the performance of supply chain management. The purpose of this chapter is to describe the performance evaluation of hospital supply chain management using a balanced scorecard approach. A new finding from this study is to measure the performance of hospitals experiencing various disruptions in their supply chain management caused by the COVID-19 pandemic with a balanced scorecard. The author concludes that measurements with the balanced scorecard approach can provide information about the performance of hospital supply chain management broadly in areas experiencing disruption due to the COVID-19 pandemic.

Strategic Perspectives of the Digital Supply Chain

2019 ◽  
pp. 1-16
Author(s):  
Hanns-Christian L. Hanebeck
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Competitive Advantage ◽  
Corporate Strategy ◽  
Process Data ◽  
Chain Management ◽  
Strategic Objectives ◽  
Supply Chain Strategy ◽  
Strategic Approach ◽  
Look Back

Supply chain management is one of the oldest aspects of human commerce. It has been around for as long as we can look back in history, and yet, we still have a very limited understanding of what strategic supply chain management entails or constitutes. A strategic approach to supply chain management necessarily needs to consider wider corporate strategic objectives and initiatives, while it has to contribute to the achievement of these goals as all other managerial functions do. We further differentiate between strategic supply chain management, when the supply chain function provides unique competitive advantage and supply chain strategy, when it takes on a supporting role to corporate strategy. The authors develop a case for strategic supply chain management based on edge computing applications through IoT sensors such as GPS or RFID to illustrate that supply chain practitioners need to fundamentally rethink the way current supply chain systems process data and information and also that the approach to collaboration between supply chain partners changes drastically.

Paradigms of Supply Chain Management

2011 ◽  
pp. 149-175
Author(s):  
Jafar Heydari
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Strategy Formulation ◽  
Chain Management ◽  
Supply Chain Strategy ◽  
Planning And Management ◽  
Management Processes ◽  
Management Paradigms ◽  
Strategy Planning

Supply chain management is a naturally difficult task due to participation of various economically independent companies. In turn, strategy planning and management processes in supply chain are more complicated than a single business. In the process of strategy formulation for a supply chain, it is necessary to consider benefit and abilities of all members. In this chapter, some models for supply chain strategy formulation are discussed, and the most applicable management paradigms of supply chain are investigated. In addition, initiatives, attributes, and appropriate conditions for implementing each paradigm are investigated. Hence, the purpose of this chapter is to give a viewpoint regarding philosophies and concept of supply chain management along with introducing and analyzing some paradigms and practices of supply chain management including lean, agile, leagile, resilient, and green paradigms.

scholarly journals FORMATION OF SOCIALLY RESPONSIBLE SUPPLY CHAIN MANAGEMENT BASED ON A BALANCED SCORECARD

2020 ◽  
Vol 5 (1) ◽  
pp. 29-35
Author(s):  
Rustam Aslanzade
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Social Responsibility ◽  
Balanced Scorecard ◽  
Alternative Energy ◽  
Business Processes ◽  
Integrated Approach ◽  
Chain Management ◽  
Modern Business ◽  
Four Blocks

The article is devoted to the substantiation of practical issues of implementing the principles of social responsibility in the company. An important part of any company’s business is supply chain management. In modern business, this is a comprehensive activity for managing all incoming and outgoing flows of company resources. Implementation of supply chain management on the principles of social responsibility is possible only on the basis of a consistent and integrated approach. The article substantiates the possibility of introducing the principles of social responsibility in the activities of the company based on a balanced scorecard. The balanced scorecard includes four blocks: finance, customers, personnel, and internal business processes. Each block includes a specific list of indicators, which assess the degree of implementation of the principles of social responsibility. A system of specific indicators for companies that manufacture, supply and install climate equipment is proposed: Finance (level of profitability; turnover growth; amount of Freon used (reuse); the amount of a modern group of environmentally sustainable fluorine-free refrigerants used; reuse of materials and assessment of their value; etc.); Customers (percentage of safe refrigerants used in products; percentage of customer refusals from cooperation; percentage of regular customers (more than 2 transactions; more than 1 year of cooperation; etc.); Personnel (the volume and share of expenses for employees’ certification; volumes and share of expenses for personnel development; volumes and share of expenses for stimulating employees); Internal business processes (accelerated service operations; reduction of time for placing orders; reduction of spoilage and waste; reduction of equipment maintenance and repair costs; reduction of time and costs of transportation operations; use of automated warehouse management systems; use of alternative energy sources; etc.). The proposed balanced scorecard allows the company to really build a green supply chain, which is an important competitive advantage.

Analysis of supply chain operations reference (SCOR) and balanced scorecard (BSC) in measuring supply chains efficiency using DEMATEL and DEA techniques

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wael Hassan El-Garaihy
Keyword(s):  
Supply Chain ◽  
Strategic Management ◽  
Balanced Scorecard ◽  
Quantitative Research ◽  
Empirical Support ◽  
Poor Performance ◽  
Integrated Approach ◽  
Industrial Sector ◽  
Content Type ◽  
Supply Chain Strategy

Purpose The strategic management of the supply chain encompasses the development and integration of a supply chain strategy and the evaluation of the findings. An integrated approach is required for linking the supply chain strategy with the overall strategic management of the company for it to be successful. In this regard, this paper aims to examine and compare the relative efficiency of two models, namely, supply chain operations reference (SCOR) and the balanced scorecard (BSC) for measuring the supply chain performance. Design/methodology/approach A quantitative research design is used and 800 individuals were recruited from the industrial sector in the Eastern Province of Saudi Arabia. A three-tier model was used based on BSC, data envelopment analysis (DEA), decision-making trial and evaluation laboratory (DEMATEL). Findings The findings have indicated that DMUs 2, 4, 6, 7, 9, 11, 13 and 15 were efficient, while the other DMUs were non-efficient. These non-efficient units were not aware of the training and development and learning and growth. The concern presents comparatively poor performance of employees at this stage even this issue was based on system performance and indifference of managers, establishing complexities in the long-term system. The relationships were determined among four dimensions of BSC by identifying the supply chain metrics and applying the DEMATEL approach. Originality/value The current study provides empirical support for the DEA network model concerning its preference and improved performance measurement as compared to BSC model.

Sustainable supply chain management

2015 ◽  
Vol 115 (3) ◽  
pp. 436-461 ◽  
Author(s):  
MingLang Tseng ◽  
Ming Lim ◽  
Wai Peng Wong
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Balanced Scorecard ◽  
Evaluation Model ◽  
Corporate Sustainability ◽  
Sustainable Supply Chain ◽  
Chain Management ◽  
Content Type ◽  
Sustainable Supply Chain Management ◽  
Fuzzy Delphi

Purpose – Assessing a measure of sustainable supply chain management (SSCM) performance is currently a key challenge. The literature on SSCM is very limited and performance measures need to have a systematic framework. The recently developed balanced scorecard (BSC) is a measurement system that requires a balanced set of financial and non-financial measures. The purpose of this paper is to evaluate the SSCM performance based on four aspects i.e. sustainability, internal operations, learning and growth, and stakeholder. Design/methodology/approach – This paper developed a BSC hierarchical network for SSCM in a close-loop hierarchical structure. A generalized quantitative evaluation model based on the Fuzzy Delphi Method (FDM) and Analytical Network Process (ANP) were then used to consider both the interdependence among measures and the fuzziness of subjective measures in SSCM. Findings – The results of this study indicate that the top-ranking aspect to consider is that of stakeholders, and the top five criteria are green design, corporate sustainability, strategic planning for environmental management, supplier cost-saving initiatives and market share. Originality/value – The main contributions of this study are twofold. First, this paper provides valuable support for supply chain stakeholders regarding the nature of network hierarchical relations with qualitative and quantitative scales. Second, this paper improves practical performance and enhances management effectiveness for SSCM.

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