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This study covers a decade of academic research in the Supply Chain Management (SCM) field, offering an in-depth analytical review focused on the existing trends and gaps in the supply chain literature. Nine academic journals were investigated and a subject categorization is developed for SCM research. A content analysis was then conducted on 405 articles, focusing on the categories covered within the SCM literature, various levels of the chain examined and sample populations and industries studied, as well as the research methods employed. Finally, a conceptual framework of the most highly researched categories in SCM indicates that there is a need for more research that seeks to understand the nature of multiple links in SCM chains and networks, as opposed to focusing on dyadic and inter-firm relationships. Keywords: supply chain management; supply management; literature review; alliances; strategy, INTRODUCTION Traditionally, supply chain management (SCM) has been a melting pot of various disciplines, with influences from logistics and transportation, operations management and materials and distribution management, marketing, as well [...]

With ever-increasing competitive pressures, growing numbers of firms use electronic procurement (e-procurement) in an attempt to reduce costs and increase profitability. Academicians and practitioners alike agree that one of the most important benefits of e-procurement is its ability to facilitate integration within the firm and across the supply chain. However, there is much to be discovered about the prevalence of actual implementation of e-procurement. The purpose of this study is to empirically examine the extent to which firms operating in diverse industries use nine different e-procurement tools that differ in their ability to facilitate supply chain integration. The survey data were provided by a sample of 142 members of the Institute for Supply Management (ISM). Factor analysis revealed that the group of nine e-procurement tools could be categorized into two types: basic, single-process tools and integrative tools. A t-test of the mean differences between each type of e-procurement tool revealed that firms used basic, single-process tools to a greater extent than they used integrative forms of e-procurement. To further explore firms' use of e-procurement, we attempted to ascertain whether the industry in which a firm operates impacts use. Logistic regression revealed that firm sector has an effect on the use of integrative eprocurement tools, with firms operating in the petroleum and the transportation equipment sectors being less likely to use them than their manufacturing counterparts. These findings are important, as previous research indicates that effective supply chain integration is associated with improvements in production planning, inventory management, distribution, and overall supply chain performance. Keywords: electronic procurement, supply chain management, supply chain integration

Cycle time is among the emerging performance criteria for purchasing and supply management. However, little empirical research has been conducted for actually evaluating the impact of cycle time on strategic issues, such as long-term business relationships and supplier selection and evaluation processes. This study empirically tests the impact of cycle time on supplier selection and on the effectiveness of long-term relationships with suppliers, as reflected in the commitment and trust developed. Findings indicate that initial cycle time is not a significant predictor of trust and commitment in the context of supplier-buyer long-term relationships. However, cycle time reduction along with consistently high quality were found to be significant predictors of trust and commitment in long-term relationships., INTRODUCTION Over the last decade, the supply function has begun to establish itself as a strategic contributor, often driving competitive advantage through improvements to cycle times, quality, service, price, and [...]

Research presented concerns the positive impact of leadership behavior and executive ability on the relationship between supplier and purchaser. Topics addressed include the dynamics of the supply chain, commitment and trust between organizations, and how strong partnerships can serve customers more effectively.

The use of outsourcing continues to grow as a strategy in organizations. Organizations use outsourcing to lower costs and sharpen focus by specializing in the core tasks. This study proposes that firms need to consider both their internal organizational stability and contract flexibility when developing outsourcing contracts in the information systems/technology (IS/IT) areas. Addressing these important factors can assist in obtaining improved satisfaction and better service with the outsourcing project. (Reprinted by permission of the publisher.)

As purchasers increasingly seek ways to enhance performance in interfunctional work teams, it is essential to understand how and why various functions interact in a given manner. This article underscores how marketing and purchasing can learn from each other to heighten effectiveness and goal attainment. In particular, specific areas in which the two functions share commonalities are highlighted., Responses to ever-increasing competitiveness have taken various forms. Organizations have struggled incessantly with the challenges posed by global competitors and competitors that have dramatically enhanced the quality of products and [...]

Supplier evaluation systems under total quality management and just-in-time systems are expected to be broader in scope and more oriented toward problem solving and continuous development. A case study of a large company that successfully implemented a TQM/JIT program is utilized to highlight these significant changes. Results of this case analysis show that the firm enhanced its supplier evaluation system, which resulted in improved customer satisfaction and reduced costs., INTRODUCTION Supplier evaluation systems provide a check on initial selection decisions. Many progressive buying organizations monitor their major suppliers' performances at both the contract and the aggregate levels.|1~ This information [...]

Motivating and Monitoring JIT Supplier Performance Measuring purchasing performance in an organization that utilizes a JIT system requires a broader view of quality than is the case in a non-JIT [...]

Obstacles in e-purchasing should be addressed in much the same manner as other business challenges. Electronic commerce is certainly gaining attention from U.S. business. This is particularly true on the […]

SUMMARY Changes in the purchasing function and the environment in which it operates significantly affect the ideal skill set required for a world-class purchasing professional. Although much has been written [...]

This article presents research results highlighting key barriers to JIT-purchasing implementation. The six major barriers are: type of production process, frequency of schedule changes, lack of supplier benefits, distance from suppliers, focus on price versus cost, and lack of role models to follow. (Reprinted by permission of the publisher.)

Research was conducted in 20 organizations to determine and ify;ify the categories, factors, and underlying patterns in industrial procurement and supply information. Types of information thought important include financial status, types of goods and services, payment terms, size of facility, and union contracts.