Increasingly, supply chain management is being recognized as the management of key business processes across the network of organizations that comprise the supply chain. While many have recognized the benefits of a process approach to managing the business and the supply chain, most are vague about what processes are to be considered, what sub-processes and activities are contained in each process, and how the processes interact with each other and with the traditional functional silos. Supply Chain Management is the integration of key business processes from end user through original suppliers that provides products, services, and information that add value for customers and other stakeholders.
COER is dedicated to provide solutions towards achieving the identified eight key processes that make up the core of supply chain management • Customer Relationship Management • Customer Service Management • Demand Management • Order Fulfillment • Manufacturing Flow Management • Procurement • Product Development and Commercialization • Returns.
Research opportunities include: • How can the relationships between sub processes and the functional silos be operationalized within firms? • How can cross-functional teams best work together to optimize supply chain management processes? • How should the implementation effort across the multiple firms and functions be organized? • What research is needed to further define each process? • What are the implications for supply chain management given the shape and length of supply chains in which the firm is involved? • How should firms in the supply share costs and benefits? What is the detailed interaction between the sub-processes and management components such as the risk and reward structure or organizational structures? • What specific metrics should be introduced to evaluate performance beyond the borders of the firm? How can firms within the supply chain optimize total supply chain performance while maximizing the measurement of their own operations ?
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Supply chain management advocates business process reengineering and integration without specifying the processes that are to be included in these efforts. It would be much easier for management to implement a process orientation within their firm if there were clear guidelines as to what the processes ought to be, what sub-processes and activities are included, and how the processes interact with each other and with the traditional functional silos. Our goal is to provide: 1) Companies with a common structure for implementing supply chain management. 2) Instructors with material that can be used in teaching supply chain management 3) Researchers with fertile groundwork for delving more deeply into the issues within each process and with their integration between companies.