The Research Publication section provides references to Forum research that has been published in the following areas:
There is a great deal of confusion regarding exactly what supply chain management involves. In fact, most people using the name supply chain management treat it as a synonym for logistics or as logistics that includes customers and suppliers. However, successful supply chain management requires cross-functional integration of key business processes within the firm and across the network of firms that comprise the supply chain.
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Most discussions and articles about supply chain metrics are, in actuality, about internal logistics performance measures. The lack of a widely accepted definition for supply chain management and the complexity associated with overlapping supply chains make the development of supply chain metrics difficult. Despite these problems, managers continue to pursue supply chain metrics as a means to increase their "line of sight" over areas they do not directly control, but have a direct impact on their company's performance. We provide a framework for developing supply chain metrics that translates performance into shareholder value.
Many executives are developing supply chain partnerships in an attempt to reduce costs, improve services, and gain competitive advantage. While partnerships can be beneficial, they are not appropriate in all situations. This research provides a model which can be used to determine whether a partnership is warranted, and if so, how close of a partnership is warranted.
Lean thinking provides principles and tools used to eliminate waste and to strive for perfection through continuous improvement. Though lean thinking was conceptualized to apply to all activities within the firm and across companies in the supply chain, usually lean is employed in operational settings within a single firm. Lean thinking in supply chain management is the use of lean principles to align activities across corporate functions within the firm and to manage business relationships with customers and suppliers.
Value co-creation is based on a service-dominant logic of business, where the management of key business relationships and the exchange of services are fundamental drivers of value. Value is not viewed as embedded in products, but as an outcome of the interactions that occur when customers and suppliers exchange services. Value co-creation occurs over time and takes place when resources and skills are exchanged across a business relationship.
In order to receive adequate rewards for the firm's innovations and performance in logistics, managers have to measure and sell the value that is being provided to customers. Value, once determined, must be sold to customers and also to top management within the firm.