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Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Journal of Operations Management, Volume 25, Issue 2, March 2007, Pages 573–580
Rivalry is increasingly being contested at the supply chain level of analysis. Rather than competing “firm versus firm,” today's organizations are battling “supply chain versus supply chain.” Within this context, best value supply chains are emerging as a means to create competitive advantages and superior performance. While traditional supply chains often focus primarily on one key outcome such as speed or cost, best value supply chains excel along an array of uniquely integrated priorities—cost, quality, speed, and flexibility. We describe how key organizational theories help to distinguish traditional supply chains from best value supply chains. To provide a foundation for future inquiry, we offer theory-based research questions that are focused on best value supply chains.
A supply chain is a series of units that transforms raw materials into finished products and delivers the products to customers (Mabert and Venkataramanan, 1998). Some of the units in a chain are located inside a single organization's borders while others cross such borders in complex and evolving ways. Effectively managing supply chains is vital to organizational success. Indeed, there is a growing recognition that modern competition is being fought “supply chain versus supply chain” rather than “firm versus firm” (Boyer et al., 2005 and Ketchen and Guinipero, 2004). The value of supply chain management is reflected in how firms such as Wal-Mart, Toyota, and Dell have used their supply chains as strategic weapons to gain advantages over peers. Meanwhile, failing to manage supply chains effectively offers serious negative consequences. For example, problems with contract manufacturers led Cisco to write off $2.25 billion of inventory in 2001 (Lee, 2004). In terms of stock price, firms’ market value erodes by an average of 10% following the announcement of a major supply chain problem (Hendricks and Singhal, 2003). Our contention is that best value supply chains are the chains that are most likely to prosper within today's competitive global landscape. Our paper has three main goals related to best value supply chains. First, we define best value supply chains and explain the overarching differences between these chains and traditional chains. Second, we describe how key organizational theories help to distinguish best value supply chains from traditional supply chains. Third, we lay a foundation for future inquiry by building on these key theories to offer research questions focused on best value supply chains.
نتیجه گیری انگلیسی
Best value supply chains use strategic supply chain management in an effort to excel in terms of speed, quality, cost, and flexibility. Despite the value of this concept to modern firms, little is known about how prominent theories can help shed light on what distinguishes these chains from others and makes them exceptionally successful. This paper focused on building bridges between organization theory and supply chain management in order to help close the gap between what we know about best value supply chains and what we need to know. In particular, applying insights from transaction cost economics, agency theory, resource dependence theory, institutional theory, game theory, network theory, social capital theory, strategic choice, and the resource-based view/knowledge based view offers a rich depiction of best value supply chains and provides important questions that should be tackled within future research.