The role of the continuous improvement tools of procesess in building relationships in supply chain

• Autorzy: Urbaniak M.

Identyfikatory

DOI

10.17270/J.LOG.2015.1.4

Warianty tytułu

PL

Rola ciągłego doskonalenia narzędzi budowania relacji w łańcuchu dostaw

• Języki publikacji: EN

Abstrakty

EN

Background: The aim of this paper is to determine the importance of the quality management and environmental management systems as well as operational improvement tools (such as TPS, Six Sigma, and Lean Management) in building partnerships in supply chain. Methods: This paper contains the results of survey in companies operating in Poland and an analysis of the requirements for suppliers in the implementation of the quality and environmental management systems elements as well as recommendation for them to implement process improvement tools (such as elements of the TPS, the concept of Lean Management and Six Sigma methodologies). Results: The results of the survey and the analysis of the examples show that companies that are buyers in the B2B market often define the very individualized to suppliers needs through detailed specifications defining the requirements for quality assurance, performance increases, (for example, shortening implementation cycles), efficiency (cost reduction), safety, reducing the negative impact on the environment. Conclusions: The effectiveness of the action on improving the quality of processes and products by building relationships with suppliers depends largely on the support provided to them. To achieve these objectives many companies introduce special development programs for suppliers.

PL

Wstęp: Celem artykułu jest określenie znaczenia systemowego zarządzania jakością oraz środowiskiem, a także narzędzi doskonalenia operacyjnego (takich jak TPS, Six Sigma, czy Lean Management) w budowaniu partnerskich relacji w łańcuchu dostaw. Metody: W artykule przeanalizowano wyniki badań ankietowych oraz wymagania stawiane dostawcom w zakresie wdrażania elementów systemowego zarządzania jakością oraz środowiskiem, a także zalecenia stawiane im w zakresie wdrażania narzędzi doskonalenia procesów (takich jak elementy TPS, koncepcja Lean Management, czy metodyki Six Sigma). Wyniki: Przedstawione wyniki badań ankietowych przedsiębiorstw działających w Polsce analiz na zaprezentowanych przykładach wskazują, iż przedsiębiorstwa definiują wobec dostawców często bardzo zindywidualizowane oczekiwania poprzez szczegółowe specyfikacje określające wymagania dotyczące zapewnienie jakości, podwyższaniem sprawności (np. skracanie cykli realizacji), efektywności (obniżaniem kosztów), bezpieczeństwa, zmniejszania uciążliwości dla środowiska. Wnioski: Na skuteczność podejmowanych działań w zakresie doskonalenia jakości procesów i produktów poprzez budowanie relacji z dostawcami zależy w dużej mierze od udzielonego im wsparcia. W tym celu wiele przedsiębiorstw będących nabywcami wprowadza specjalne programy rozwoju dostawców.

Słowa kluczowe

EN

continuous improvement; supply chain management; supplier relationship management; sustainable development

PL

relacje z dostawcami; systemowe zarządzanie jakością; systemowe zarządzanie środowiskiem; narzędzia doskonalenia operacyjnego procesów; TPS; lean management; Six Sigma

• Wydawca: Wyższa Szkoła Logistyki
• Czasopismo: LogForum
• Rocznik: 2015
• Tom: Vol. 11, no. 1
• Strony: 41--50
• Opis fizyczny: Bibliogr. 30 poz., tab.

Twórcy

autor

Urbaniak M.

• Logistics Department Faculty of Management ,The Lodz University, 22/26 Matejki Str., 90-237 Lodz, Poland

Bibliografia

• Ąboelmaged M.G., 2010, Six Sigma quality: a structured review and implementation for future research, International Journal of Quality & Reliability Management, 27 (3), 268-317.
• Arnheiter E.D., Maleyeff J., 2005, The integration of Lean Management and Six Sigma, The TQM Magazine, 17 (1), 5-18.
• Arumugam V. C., Derakhshan A., Boon O. H., 2011, implementation of supplier development activities in manufacturing organization: a review of literature, European Journal of Economics, Finance and Administrative Sciences, 43 (December), 35-43.
• Ballou R.H., 2004, Business Logistics/Supply Chain Management. New Yersey: Pearson Prentice Hall.
• Beverland M., Lindgreen A., 2004, Relationship use and market dynamism: A model of relationship evaluation, Journal of Marketing Management, 20 (7-8),825-858.
• Casadesús M., de Castro R., 2005, How improving quality improves supply chain management: Empirical study, The TQM Magazine, 17 (4), 345-357.
• Dou Y., Zhu Q., Sarkis J., 2014, Evaluating green supplier development programs with a grey-analytical network process-based methodology, European Journal of Operational Research, 233 (2), 420-431.
• Fabbe-Costes N., Rousst Ch., Taylor M., aylor A., 2014, International Journal of Operations & Production Management, Sustainable supply chains: a framework for environmental scanning practices, 34 (5), 664-669.
• Fuentes-Fuentes M.M, Lloréns-Montes F.J, Molina-Fernanández L.M., Albacete-Sáez C.A., 2011, Environment-quality management co-alignment across industrial context: An empirical investigation of performance implications, Industrial Marketing Management, 40 (5), 730-742.
• Garfamy R. M., 2011, Supplier selection and business process improvement; an exploratory multiple case study, International Journal of Operational Research, 10 (2), 240-255.
• Goebel Ph., Reuter C., Pibernik R., Sichtmann Ch., 2012, The influence of ethical culture on supplier selection in the context of sustainable sourcing, International Journal of Production Economics, 140 (2), 7-17.
• Huq F. A., Stevenson M., Zorzini M., 2014, Social sustainability in developing country suppliers: An exploratory study in the ready made garments industry of Bangladesh, International Journal of Operations & Production Management, 34 (5), 610-638.
• Igarashi M., de Boer L., Fet A.M., 2013, What is required for greener supplier selection? A literature review and conceptual model development, Journal of Purchasing and Supply Management, 19 (4), 247-263.
• Jauhar S., Tilasi P., Choudhary R, 2012, Integrating Lean Six Sigma and supply chain practices for improving the supply chain performance, Undergraduate Academic Research Journal, 1 (1), 67-74.
• Klefsjö B., Bergquist, B., Garvare, R., 2008, Quality management and business excellence, customers and stakeholders: Do we agree on what we are talking about, and does it matter? The TQM Journal, 20 (2), 120-129.
• Konecka S, 2010, Lean and agile supply chain management concept in the aspect of risk management, LogForum, 6 (4), 23-31
• Krause D. R., 1997, Supplier development: current practice and outcomes, International Journal of Purchasing and Material 6Management, 33 (2), 12-19.
• Lofti Z., Sahran S., Mukhtar M., Zadeh A.T., 2013, The relationship between supply chain integration and product quality, Procedia Technology, 11, 471-488.
• MacDonald J.P, 2005, Strategic sustainable development using the ISO 14001 standard, Journal of Cleaning Production, 13 (6), 631-643.
• Miocevic, D., 2008, Organizational Buying effectiveness in supply chain environment: a conceptual framework, Journal of Business Marketing Management, 2 (4), 171-185.
• Mollenkopf D., Stolze H., Tate W. L., Ueltschy M., 2010, Green, lean, and global supply Chains, International Journal of Physical Distribution & Logistics Management, 40 (1-2), 14-41.
• Mistra R. K., Patel G., 2010, Supplier development strategies: a data envelopment analysis approach, Business Intelligence Journal, 3 (1), 99-110.
• Narasimhan R., Matthews Ch. R., 2006, Linking the supplychain to TQM, Quality Progress, November, 29-35.
• Pojasek R. B., 2008, Framing Your Lean-to-Green Effort, Creating value and delivering continual improvement, Environmental Quality Management, Autumn, 85-93.
• de Souse Jabbour A. B. L., Jabbour Ch. J. Ch., Latan H.,Teixeira A. A., de Oliveira J. H. C., 2014, Quality management, environmental management maturity, green supply chain practices and green performance of Brazilian companies with ISO 14001 certification: Direct and indirect effects, Transportation Research Part E: Logistics and Transportation Review, Volume 67 (6) , 39-51.
• Stonebraker P., 2004, Toward a contingency theory of supply chain, Management Decision, 42 (9), 1131-1144.
• Wagner S. M., 2011, Supplier development and the relationship life-cycle, International Journal of Production Economics, 129 (2), 277-283.
• Wee H.M, Wu S., 2009, Lean supply chain and its effect on product cost and quality: a case study on Ford Motor Company, Supply Chain Management: An International Journal, 14 (5), 335-341.
• Wiengarten F., Pagell M., Fynes B., 2013, ISO 14000 certification and investments in environmental supply chain management practices: identifying differences in motivation and adoption levels between Western European and North American companies, Journal of Cleaning Production, 56 (10), 18-28.
• Zhao L., Huo B., Sun L., Zhao X, 2013, The impact of supply chain risk on supply chain integration and company performance: a global investigation, Supply Chain Management: An International Journal, 18 (2), 115-131.