Emergency management logistics must become emergency supply chain management

2014 ◽  
Vol 12 (2) ◽  
pp. 171 ◽  
Author(s):  
Richard R. Young, PhD, FCILT ◽  
Matthew R. Peterson, MBA, CSCP, SCOR-P
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Resource Management ◽  
Emergency Management ◽  
Effective Response ◽  
Financial Flows ◽  
Chain Management ◽  
Scor Model ◽  
Management Functions ◽  
Emergency Supply

Much has been written about how emergency management (EM) needs to look to the future regarding issues of resource management (monetary, human, and material). Constraints on budgets are ongoing and the staffing of emergency response activities is often difficult because volunteers have little to no training. The management of material resources has also been a challenge because 1) the categories of material vary by the type of emergency, 2) the necessary quantities of material are often not located near the ultimate point of need, and 3) the transportation assets are rarely available in the form and quantity required to allow timely and effective response. The logistics and resource management functions of EM (what we refer to as EM logistics) have been largely reactive, with little to no pre-event planning for potential demand. We applied the Supply Chain Operational Reference (SCOR) model to EM logistics in an effort to transform it to an integrated and scalable system of physical, information, and financial flows into which are woven the functions of sourcing, making, delivering, and returning, with an overarching planning function that transcends the organizational boundaries of participants. The result is emergency supply chain management, which embraces many more participants who share in a larger quantity of more useful information about the resources that need to be deployed when responding to and recovering from emergency events.

Can you grow your supply chain without skills? The role of human resource management for better supply chain management in Latin America

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Andrea Stefano Patrucco ◽  
Liliana Rivera ◽  
Christopher Mejía-Argueta ◽  
Yossi Sheffi
Keyword(s):  
Job Satisfaction ◽  
Latin America ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Acquisition ◽  
Human Resource ◽  
Chain Management ◽  
Content Type

PurposeIn line with the knowledge-based view of organizations, this paper aims to analyze how supply chain (SC) employees contribute to the creation of competitive advantage through knowledge acquisition and utilization activities. The authors consider SC employees' skills and competencies, their external network of relationships, their job satisfaction and company investments in training and test how they relate to SC-level outcomes (i.e. SC growth).Design/methodology/approachThe authors design a research model including the aforementioned variables, and the authors apply structural equation modeling (SEM) to survey data collected from 246 SC professionals in Latin America. The authors also use multi-group analysis to evaluate how the relationships between these variables change with different levels of company investment in training.FindingsThe results show that a broad professional network of relationships contributes to increasing the skills and competencies of SC professionals, which, in turn, impact job satisfaction and SC performance. This reinforces the value of investing in skilled human talent, who can contribute to knowledge acquisition, utilization, and, ultimately, to SC competitiveness. Companies that invest more in training to develop their SC employees benefit from stronger SC outcomes.Originality/valueThis study contributes to broadening the understanding of the impact of human resource management (HRM) on supply chain management (SCM). One of the added original foci of this research is the emphasis on developing countries where these HRM-to-SCM performance relationships have not been studied before.

SCOR Model and the Green Supply Chain

2016 ◽  
pp. 108-124 ◽  
Author(s):  
Ulas Akkucuk
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Green Supply Chain ◽  
Chain Management ◽  
Minimal Impact ◽  
Customer Support ◽  
The Road ◽  
Organizational Barriers ◽  
Scor Model ◽  
On The Road

Supply chain management (SCM) is a continually evolving field, relying on breaking down internal and external organizational barriers to gain efficiencies, improve customer support and increase flexibility, thereby resulting in lower costs and increased market share. An emerging area in supply chain practice is green SCM, which integrates environmental management with traditional SCM. Green supply chain management is seen as an important step companies need to take on the road to sustainable practices. SCOR Model (Supply Chain Operations Reference) has been developed by the Supply Chain Council (SCC now merged with APICS) in order to guide companies applying SCM principles. The GreenSCOR model was also developed as an integrated green SCM tool that allows companies to manage their supply chain's environmental impacts, resulting in more efficient operations which have minimal impact on the environment. This chapter will talk about how SCM principles can be modified to reduce the adverse effects of company operations on the environment, especially using the GreenSCOR model.

Effect of Knowledge Sharing and Supply Chain Management on Organizational Performance

2016 ◽  
pp. 1524-1538
Author(s):  
Korhan Arun
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Performance Measurement ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Chain Management ◽  
Proprietary Information ◽  
Production Processes ◽  
Scor Model ◽  
Overall Performance

Low priced and attainable information technology has made it possible to connect critical and proprietary information with supply chain partners, because of ever growing size, complexity, 7/24 system ability, evolved production processes etc. need flow of knowledge continuously. The knowledge integrated in the supply chain management (SCM) systems affects both supply chain and organizational performance. But since there is no single entity on performance an effective systematically approach to performance measurement could not be established. Generally in previous studies, organizational performance hasn`t been measured within the terms of SCM but if integral unit endeavor performance can be judged by so the overall performance can be judged by its departments` efforts. So SCOR model is chosen because important supply chain characteristics and their associated interactions aren't ignored. And organizational performance is reciprocal that performance measurement is taken a system for integrating the management of supply chain and knowledge. Therefore the objectives of the study were appeared to be correlation levels and relationships between knowledge sharing, SCM and organizational performance. This study is unique in terms of the dimensions that are being investigated in Turkey. While there are studies on SCM and knowledge sharing, each examined alone, this study tried to undercover the relationships between these two terms.

Examining the link among green human resource management practices, green supply chain management practices and performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Innocent Senyo Kwasi Acquah ◽  
Yaw Agyabeng-Mensah ◽  
Ebenezer Afum
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Green Supply Chain Management ◽  
Green Supply Chain ◽  
Chain Management ◽  
Green Human Resource Management

PurposeThe increasing concern for the protection of the environment through pollution prevention, conservation of resources and less usage of energy has attracted several firms to align green practices with their supply chain and human resource policies and practices. This study explores the influence of green human resource management and green supply chain management practices on operational, market, financial, social and environmental performances.Design/methodology/approachThe study uses partial least square–structural equation modeling approach to analyze the data gathered through structured questionnaires from supply chain and human resource managers in manufacturing and hospitality firms in Ghana.FindingsIt is established that green supply chain management practices play complementary partial mediating role between green human resource management and operational, market, social and environmental performances, while it plays competitive partial mediating role between green human resource management and financial performance. Subsequently, the analysis reveals that the synergy between green human resource management and green supply chain management creates the highest value in operational performance, followed by market performance, environmental performance, financial performance and social performance.Originality/valueThe study proposes and tests a conceptual model that examines the synergistic influence of green human resource management and green supply chain management on operational, market, financial, social and environmental performances.

scholarly journals Integrated Supply Chain Management and SCOR Model: A Strategic Approach for Small Sized Business

2020 ◽  
pp. 1-11
Author(s):  
Makkarenn u ◽  
Supratma n ◽  
Syahida h ◽  
Diyah Yumeina ◽  
Adelia Caroline
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Business Performance ◽  
Group Discussion ◽  
Chain Management ◽  
Scor Model ◽  
Strategic Approach ◽  
Palm Sugar ◽  
Integrated Supply Chain ◽  
Stage Analysis

This research aims to develop a model of supply chain management and enhance the performance and value of Supply Chain ranging from upstream to downstream with. The location of the research that is in the village of Bonto Sinala sub district of Sinjai Regency, entire stock of Sinjai, South Sulawesi. Method of collecting data through observation, interview and Focus Group Discussion at the community involved in the efforts of Palm sugar, local traders as well as local government. The plan of implementation of the research done at some stage i.e. pre conditions, stage of data collection and data validation stage. Analysis of the data is done through the Implementation through the application of Supply Chain Operations Reference (SCOR) and the Analytical Hierarchy Process. The results showed that the performance of the business performance of Palm sugar is included in the category of average with a total of 46. The final value of the highest performance shows that are on the process of source and lowest performance on the process of return. This means that the process of hail return requires a priority repair effort on this Palm sugar.

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