Supply Chain Management Journal
The purpose of this article is to bring solutions used in the forwarding companies, within the framework of the construction of international supply chains.
This is an extremely important aspect which is already at the stage of creating a strategy for the development of the portfolio of services provided by the shipping company.
Discusses system forwarding transport process, what they use and what services they offer.
The article shows a comparison of the two models used to carry out the international transport of general cargo (LTL)-bilateral cooperation between the two freight forwarding companies of two countries and the international distribution system
that connects a number of partners.
Shown here are the pros and cons of both solutions. However, they are pretty much balanced, therefore, shows both solutions, but the final choice of one of them may be subject to several very individual factors to be taken into account by the managers making the choice.
pickup and delivery models, operation strategies, logistic networks, spedition, international supply chain management
June 2013, pp 1 – 7
Supply chain – all the organizations and processes which refer to products and services from the view of buying organization. Typically covers everything related to raw materials and ingredients to consume. Supply chain management includes planning and the management of all activities engaged in supply and procurement, also conversion of all the logistics management activities. The ensemble of organizations, processes and informational activities, of products and financial funds is targeted to meet the satisfaction of the final consumer which is the determinant actor.
Performance management is a continuous and evolutionary process in which personal skills and organizational parameters are improved over a period of time and its purpose increases individual and organizational effectiveness. Globalization and the
intensity of competition for both large and small organizations has created an environment where there is relentless pressure to reduce the cost of sales and improve customer service.
Financial Supply Chain Management (FSCM) is the management of the cash flowing between parties within the supply chain, whether in the form of a payment or short-term finance. The focus is on the average cost of working capital or finance for the
total supply chain and working out how to reduce finance costs across the entire chain.
One approach to FSCM is to calculate all finance-related costs embedded within the end-to-end supply chain and determine how best to reduce them without redistributing risk to the weaker members.
financial supply chain, performance management, reengineering, key process, working capital, finance cost
June 2013, pp 8 – 25
Supplier selection process has gained importance recently, since the cost of raw materials and component parts constitutes the main cost of a product and most of the firms have to spend considerable amount of their revenues on purchasing. Supplier selection is one of the most important decision making problems including both qualitative and quantitative factors to identify suppliers with the highest potential for meeting a firm’s needs consistently with an acceptable cost. In this study, supplier selection problem of a well-known ship & sea structures manufacturer company in IRAN that calls SADRA is investigated and a FuzzyAHP1 model is used to determine weights for criteria & sub criteria. Then the technique of TOPSIS is used for prioritizing suppliers. Finally we determine the best supplier for the most important device of the ship called
main engine in the production of MPSV Ship. Keywords: Multi-criteria decision-making, Supply Chain Management, Supplier selection, Fuzzy analytic hierarchy process (AHP), TOPSIS
Supplier selection process, FuzzyAHP1 model, Supply Chain Management, TOPSIS Model, Analytic hierarchy process (AHP), Fuzzy analytic hierarchy process (FAHP)
June 2013, pp 26 – 45
It appears that everywhere in the world where we meet leaders of the business and political world, practically everybody feels that this age is different..a new type of normality: chaotic
Malfunction is a situation in which the processes or resources of an organization do not operate as intended. The damages resulting from a malfunction are to be considered “low”. “Low” damage in this sense is damage that is negligible in comparison to the annual results of a company or the total budget of a government agency, or that only has a minor effect on the ability of the company or government agency to perform its tasks.
A supply chain disruption is an unintended , untoward situation, which leads to supply chain risk. For the affected firms, it is an exceptional and anomalous situation in comparison to every-day business.
Supply chain risk management is the systematic identification, assessment, and quantification of potential supply chain disruptions with the objective to control exposure to risk or reduce its negative impact on supply chain performance.
Resilience is the ability of a system to return to its original [or desired] state after being disturbed. Implicit in this definition is the notion of network flexibility, and given that the desired state may be different from the original, “adaptability” is also implied.
A crisis is understood to be a situation deviating from the normal state which can occur at any time in spite of the preventive safeguards implemented in the company or government agency and which cannot be handled by the normal organizational and operational structures. Crisis management is activated in this case. There are no procedural plans for responding to crises, only general instructions and conditions. A typical feature of a crisis is the uniqueness of the event. Emergencies that can adversely affect the continuity of business processes can escalate and become crises.
risk, supply chain, disruption, supply chain risk, risk management, vulnerability, resilience, supply chain risk management, supply chain mapping, reengineering, supply chain redesign
June 2013, pp 46 – 67
The customer experience originates from a set of interactions between a customer and a product, a company, or part of its organization, which provoke a reaction. This is strictly personal and implies the customer’s involvement at different levels (rational, emotional, sensorial, physical, and spiritual).
Customer experience construct is holistic in nature and involves the customer’s cognitive, affective, emotional, social and physical responses to the retailer, because this definition is the latest and much relates to retail. Customer experience include three dimensions, that is, Sensory Experience, Emotional Experience, and Social Experience.
Six factors have an influence on the experience of customers in large retailing stores: Multi-store shopping – shopping in different stores instead of buying all items in one particular store; Bigness and confusion – big companies, extensive product choice, and overwhelming product assortment are seen as confusing by some customers; Personal interaction and personalized service – large stores are seen as impersonal, cold, lacking of personal interaction by some customers; Customer recognition by staff; Prevalence of mistakes and price discrepancies; Unused checkout lanes have a negative
impact on the experience.
customer experience, interpersonal factors, non-interpersonal factors, customer experience management, consumer buying decision, shopping experiences