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Barriers to SCM implementing

Wybrane pełne teksty z tego czasopisma
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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: This paper explores the barriers faced by Malaysian manufacturing companies in successfully implementing the Supply Chain Management (SCM). The study has highlighted some pertinent factors performing the barriers that are most frequently reported by the studied companies. Sixteen companies, from service and manufacturing companies were studied over a period of two years to assess their SCM practices through survey and interview processes. Design/methodology/approach: This part discusses the research design and methodological issues upon which the research is based. The explanation includes two types of research methods, short survey and follow-up interviews that were identified as being suitable to achieve the aims of this study, which is to identify the current problem of SCM practices within the Malaysian SMEs. Research design is a framework or plan for research used as a guide in collecting and analysing data. Findings: The results showed that the barriers are depending on the types or group of companies business; such as either it is an SME or a big company. The barriers inhibiting the practice of SCM can be summarized in the following factors: partnership with suppliers, limited expertise, management commitment, understanding of SCM, supported technologies and customer satisfaction. The findings are also compared with the results of a similar study on SCM in other country. Practical implications: Some suggestions are also offered, which is believed to be a good strategy to the companies to manage the SCM that will lead to sustainable competitive advantage and hence improve their market share. Originality/value: There are interesting barriers between the companies in Malaysia and other country in the respect of SCM implementation. These findings can be used by both Malaysian and other companies to work together or review the SCM strategies that will lead to sustainable competitive advantage and hence improve their business performance.
Rocznik
Strony
719--724
Opis fizyczny
Bibliogr. 20 poz., wykr., tab.
Twórcy
autor
autor
autor
  • Department of Mechanical and Materials Engineering, Faculty of Engineering and Built Environment, Universiti Kebangsaan Malaysia, 43600 Bangi, Selangor, Malaysia, mnizam@vlsi.eng.ukm.my
Bibliografia
  • [1] Small and Medium Industries Development Corporation, SMEs Performance Report 2005, SMIDEC, Kuala Lumpur, Malaysia, 2006.
  • [2] D. F. Simpson, D. J. Power, Use the supply chain relationship to develop lean and green suppliers, International Journal for Supply Chain Management 10 (2005) 60-68.
  • [3] D. F. Lawrence, Basics of Supply Chain Management, The St. Lucie Press/APICS Series on Resource Management, 2001.
  • [4] J. F. Cox, J. H. Jr. Blackstone, APICS: Dictionary, Eighth Edition, Falls Chorch, American Production and Inventory Control Society, Inc., 1995.
  • [5] M. L. Fox, (1992), The role of transportation planning in supply chain integration, APICS-The Performance Advantage 2 (1992) 18-19.
  • [6] H. Leeand, C. Billington, Managing supply chain inventories: Pitfalls and opportunities, Sloan Management Review 33 (1992) 65-73.
  • [7] H. Akkermans, P. Bogerd, B. Vos, Virtuous and vicious cycles on the road towards international supply chain management, International Journal of Operation and Production Management 12 (1999) 565-581.
  • [8] R. H. Ballou, S. M. Gilbert, A. Mukherjee, New managerial challenges from supply chain opportunities, Industrial Marketing Management 29 (2000) 7-18.
  • [9] M. A. Vanderembse, M. Uppal, S. H. Huang, J. P. Dismukes, Designing supply chain: Towards theory development, International Journal of Production Economics 100 (2006) 223-238.
  • [10] U. Sekaran, Research Methods for Business: A Skill Building Approach, Second Edition, John Wiley & Sons, USA, 1992.
  • [11] J. L. Kincheloe, Teachers as Researcher, Qualitative Inquiry as a Path to Empowerment, The Falmer Press, London, 1991.
  • [12] C. A. Moser, Survey Methods in Social Investigation, Heinemann, London, 1967.
  • [13] S. S. Soin, Critical Success Factors in SCM at high technologies companies, DBA Thesis, University of Southern Queensland, 2005.
  • [14] M. A. Vonderembse, T. S. Raghunathan, Quality function deployment’s impact on product development, International Journal of Quality Science 2 (1997) 253-271.
  • [15] T. I. Vaaland, M. Heide, Can the SME survive the supply chain challenges, International Journal of Supply Chain Management 12 (2007) 20-31.
  • [16] R. C. Mayer, J. H. Davis, F. D. Schoorman, An integrative model of organizational trust, Academy of Management Review 29 (1995) 709-34.
  • [17] A. S. Al-Mudimigh, M. Zairi, A. M. M. Ahmed, Extending the concept of supply chain: the effective management of value chains, International Journal of Production Economics 87 (2004) 309-320.
  • [18] J. Meehan, L. Muir, SCM in Merseyside SMEs: Benefits and Barriers, The TQM Journal 20 (2008) 223-32.
  • [19] M. Quayle, A study of supply chain management practice in UK industrial SMEs, International Journal of Supply Chain Managemen 8 (2003) 79-86.
  • [20] A. Smart, Exploring supply chain opportunities in the UK utilities sector and the supporting role of eMarketplaces International Journal Supply Chain Management 10 (2005) 264-271.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-article-BWAN-0004-0033
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