Part 5—looking to the future chapter 16—supply chain process integration and a look towards the future



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KEY TERMS


active internal integration phase

automated decision systems

business process integration

collaborative environment

collaborative new product and process development

cultural barriers to collaboration

customer relationship management process

customer service management process

data warehouses

demand management process

environmental, health, and safety excellence

global data synchronization

information visibility

internal barriers to collaboration

internal process integration

internal supply chain

key business process integration

key supply chain processes

manufacturing flow management process

open collaboration

open-source communities

order fulfillment process

process integration

product development and commercialization process

radio frequency identification

returns management process

silo mentality

smart BPM systems

structural barriers to collaboration

supplier relationship management process

technological barriers to collaboration

top-down management approach

Wi-Fi networks

work groups



XML web services

DISCUSSION QUESTIONS

  1. Define “process integration” and discuss why it might be difficult to achieve.

  2. How does internal process integration differ from external process integration?

  3. What activities are necessary for achieving internal process integration?

  4. Describe the activities that occur during the internal integration preparation phase. Why is this important?

  5. What are the three types of internal integration barriers? Discuss each one.

  6. What is the most common strategy used to overcome technological barriers to internal integration?

  7. What are some of the issues to consider as the firm integrates its various information systems?

  8. Why is it important to develop a set of internal integration performance metrics?

  9. Why is the use of teams so important in achieving internal integration?

  10. At what point is the firm ready to work on achieving external process integration?

  11. What is the key element in building successful teams?

  12. What is meant by the term chair ballet, as it was used in the section of the chapter describing Aetna’s offices, and why might this be a good thing to do?

  13. Why might achieving external integration be so difficult?

  14. What are the general requirements for achieving external process integration?

  15. Why do you think it is important to align internal functional strategies with supply chain strategies?

  16. Describe some integration activities for each of the eight key supply chain processes for:

    1. an upscale hotel

    2. a clothing retailer

    3. an automobile manufacturer

  17. Shirley Cooper, supply chain procurement director at UK-based Computacenter, Europe’s leading provider of IT infrastructure services, believes that future collaboration success lies in implementing new technology. Provide arguments supporting this statement, and arguments refuting this statement.

  18. Why is it important to measure external integration performance?

  19. Why does techno-futurist Ray Kurzweil, developer of many artificial intelligence products and patents, call this moment in time not just a technological revolution, but a “singularity” in the history of humankind?

  20. What is an open collaborative environment, and how is it formed?

  21. What is RFID, and what are its advantages/disadvantages?

  22. What are smart business process management systems used for?

  23. Describe the relationship between collaborative new product design and development and process integration.

  24. What impact will the liberalization of global trade have on supply chain management?

  25. Environmental health and safety issues play an important role in supply chain process management. Describe why.

  26. Why can the outsourcing of business processes be risky from a supply chain management perspective?

INTERNET QUESTIONS


  1. Report on some of the definitions and software applications found when searching on the term integration middleware.

  2. Look up one of the following products and describe how it works:

    1. WebEx’s WebOffice application

    2. Microsoft’s Sharepoint application

    3. Citrix Systems’ GoToMeeting application

  3. Go to http://sourceforge.net, register as a user, and then go to a discussion group of interest to you and report on your group experiences.


INFOTRAC QUESTIONS

Access http://www.infotrac-thomsonlearning.com to answer the following questions:



  1. Write a term paper on the topic of corporate culture and its impact on supply chain management. Include discussions of how several firms have developed cultural change programs.

  2. Write a report on Jack Welch and General Electric, focusing on how the company’s culture was impacted by Jack Welch and how that impacted its dealings with its trading partners.

  3. Report on some of the latest issues in collaboration software or other new uses of technology for process integration or collaboration.


REFERENCES

Croxton, K., S. Garcia-Dastugue, and D. Lambert, “The Supply Chain Management Processes,” The International Journal of Logistics Management, V. 12, No. 2, 2001, pp. 13–36.

Daft, R., and D. Marcic (1998), Understanding Management, Harcourt Brace & Company, Orlando, FL.

Wisner, J., G. Leong, and K. Tan (2005), “Principles of Supply Chain Management: A Balanced Approach,” South-Western, Mason, OH.



ENDNOTES

1 Quote from Joe Andraski, president and CEO, Voluntary Inter-Industry Commerce Standards Association, in Berthiaume, D., “Collaboration: Is It Finally Catching on in the Supply Chain?” Chain Store Age, V. 82, No. 2, 2006, p. 52.

2 Quote from Bob Noe, CEO, 1Sync, in Berthiaume, D., “Collaboration: Is It Finally Catching on in the Supply Chain?” Chain Store Age, V. 82, No. 2, 2006, p. 52.

3 Barki, H. and A. Pinsonneault, “A Model of Organizational Integration, Implementation Effort, and Performance,” Organization Science, V. 16, No. 2, 2005, pp. 165–180.

4 Lapide, L., “MIT’s SC2020 Project: The Essence of Excellence,” Supply Chain Management Review, V. 10, No. 3, 2006, pp. 18–24.

5 Little, M., “Toyota Moves to Become No. 1 Car Maker in the World,” Epoch Times, April 11, 2006, available at http://www.theepochtimes.com/news.

6 “Shifting the Supply Chain into High Gear,” Automotive Industries, V. 181, No. 11, 2001, pp. 8–12.

7 Muscarella, G., M. Krishnan, and H. Ault, “Business Advantages Flow with XML,” Optimize, November 2003, pp. 86–89.

8 Cooke, J., “Bringing Down the Barriers,” Logistics Management, V. 38, No. 7, 1999, pp. 105–107.

9 Messmer, M. and L. Kahn, “Managing Conflict,” Business Credit, V. 108, No. 4, 2006, pp. 52–53.

10 Nolan, D., “LMSB Realigns Key Management Personnel for Greater Efficiency,” The Tax Advisor, V. 37, No. 4, 2006, pp. 244–246.

11 Monroe, L., “Do the Right Thing,” Buildings, V. 98, No. 11, 2004, pp. 38–42.

12 Chyna, J., “Integrating Patient Service,” Healthcare Executive, V. 20, No. 6, 2005, pp. 50–51.

13 Huff, C., “Tearing Down Workforce Walls,” Workforce Management, V. 85, No. 9, 2006, p. 34.

14 Hyde, A. and J. Paterson, “Leadership Development as a Vehicle for Change During Merger,” Journal of Change Management, V. 2, No. 3, 2002, pp. 266–271.

15 Miller, R., “How Culture Affects Mergers and Acquisitions,” Industrial Management, V. 42, No. 5, 2000, pp. 22–26.

16 Heinrich, C. and D. Simchi-Levi, “Do IT Investments Really Pay Off?” Supply Chain Management Review, V. 9, No. 4, 2005, pp. 22–28.

17 http://www.bitpipe.com/tlist/Workgroups.html.

18 Sanders, N. and R. Premus, “Modeling the Relationship Between Firm IT Capability, Collaboration, and Performance,” Journal of Business Logistics, V. 26, No. 1, 2005, pp. 1–23.

19 Bernstein, M., “The World Trade Magazine: Fabulous 50 Plus One,” World Trade, V. 17, No. 8, 2004, pp. 14–22.

20 See, for instance, Castka, P., D. Bamber, J. Sharp, and P. Belohoubek, “Factors Affecting Successful Implementation of High Performance Teams,” Team Performance Management, V. 7, No. 7/8, 2001, pp. 123–134.

21 Link, A. and P. Filias, “The Expert Opinion: An Interview with Alan Huberty, Consultant to Ford Motor Company’s Virtual Teams Projects, 1988–2005,” Journal of Global Information Technology, V. 9, No. 1, 2006, pp. 62—68.

22 Colvin, G., “Why Dream Teams Fail,” Fortune, V. 153, No. 11, 2006, pp. 87–92.

23 Warski, P., “Meeting in the Hallway,” Buildings, V. 99, No. 12, 2005, pp. 66–67.

24 Hymes, A., “First-Rate Leadership Guides ACB Business Partners’ Success,” Community Banker, V. 12, No. 4, 2003, pp. 52–53.

25 Ince, J. F., “Catching Up with SCM’s Vision,” Upside, V. 14, No. 6, 2002, pp. 50–54.

26 Clarke, E., “Getting Buyers on Board,” Supply Management, V. 10, No. 21, 2005, pp. 26–27.

27 Internal Microsoft document, “Manufacturer Realizes 385 Percent Return-On-Investment with Web-based Collaboration,” available at http://www.download.microsoft.com/documents/customerevidence.

28 Preston, R., “We Must Live Collaboration, Not Just Expect It,” InformationWeek, May 15, 2006, p. 76.

29 Richardson, H., “How Do You Know Your Supply Chain Works?” V. 46,. No. 6, 2005, pp. 30–32.

30 See note 26 above.

31 Mark, K., “Dairy Farm Automates Collaboration,” Chain Store Age, May 2006, p. 22A.

32 Snyder, D., “Extra-Preneurship: Reinventing Enterprise for the Information Age,” The Futurist, V. 39, No. 4, 2005, pp. 47–53.

33 Fontaine, M., S. Parise, and D. Miller, “Collaborative Environments: An Effective Tool for Transforming Business Processes,” Ivey Business Journal Online, May/June 2004, p. 1.

34 Sullivan, L., “The Little Chip That Couldn’t (Yet),” InformationWeek, October 10, 2005, pp. 34–38.

35 Radjou, N., “The X Internet Invigorates Supply Chains,” Industrial Management, V. 46, No. 1, 2004, pp. 13–17.

36 Pratt, M. and M. Hamblen, “What’s Next: Wireless,” Computerworld, V. 40, No. 1, 2006, pp. 22–23.

37 Scotto, R., “Counterpoint Software, Inc.,” Rough Notes, V. 147, No. 9, 2004, p. A64.

38 Morejon, M., “Unify has Designs on Building Web Apps,” CRN, August 30, 2004, No. 1110, p. 54. Information was also obtained from http://www.unify.com/customers/successstories.

39 Davenport, T., “Decision Evolution: Automated Systems are Helping Businesses Make Decisions More Productively and Consistently,” CIO, V. 18, No. 1, 2004, p. 1.

40 Ichniowski, C. and K. Shaw, "Beyond Incentive Pay: Insiders' Estimates of the Value of Complementary Human Resource Management Practices," Journal of Economic Perspectives, V. 17, No. 1, 2003, pp. 155-180.

41 Andresen, K. and B. Kleiner, “Effective Human Resource Management in the Steel Industry,” Management Research, V. 28, No. 11/12, pp. 32–43.

42 Swink, M., “Building Collaborative Innovation Capability,” Research Technology Management, V. 49, No. 2, 2006, pp. 37–47.

43 Maurer, J., “Competitive Advantages of China Go Beyond Labor,” World Trade, V. 18, No. 9, 2005, pp. 26–27.

44 Bernstein, M., “To Satisfy Customer Demand for Quality, Supply Chains Must be Fast and Agile,” World Trade, V. 18, No. 10, 2005, pp. 58–60.

45 Clancy, H., “For the Record: Hits and Misses,” CRN, December 26, 2005, No. 1177, p. 21.

46 Subbakrishna, S., “India’s Impact on the Global Consulting Industry,” Consulting to Management, V. 16, No. 4, 2005, pp. 7–9.

47 Katz, J., “Drifting Apart,” Industry Week, V. 255, No. 4, 2006, pp. 21–24.

48 Fiksel, J., D. Lambert, L. Artman, J. Harris, and H. Share, “The New Supply Chain Edge,” Supply Chain Management Review, V. 8, No. 5, 2004, p. 50.

49 Tyler, K., “Carve Out Training?” HRMagazine, V. 49, No. 2, 2004, pp. 52–57.

50 Barnes, P., “Good Going,” Financial Management, October 2004, pp. 31–32.





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