Volume 5 (2022-23)

Each volume of Journal of Supply Chain Management, Logistics & Procurement consists of four 100-page issues published in both print and online. Articles scheduled for Volume 5 will be available to view on the 'Forthcoming content' page soon. 

Volume 5 Number 1

  • Editorial
    Simon Beckett, Publisher
  • Business-driven digitisation of external manufacturing supply chains
    Stefan Kluge, Senior Director Supplier Portfolio Management and Operations Enabling Krishna Subramanian, Systems Capability Architect and Bernhard Fiegl, Supply Chain Program Manager, Intel

    In an increasingly complex world of manufacturing where core internal manufacturing and strategic external manufacturing are tightly intertwined on product roadmaps, it is imperative to have a vision around transforming supply network collaboration to be digitised, core transactional systems automated to achieve reliable, fast decision making at all levels. Increasing product complexity with the need to optimise capacity and cost results in a much more complex manufacturing network as compared to the past. Intel business strategy of IDM 2.0 (Integrated Device Manufacturer) is utilising both internal and external manufacturing to optimally serve the surging global demand of semiconductors. In this paper we show how digitisation and automation drive solutions to the challenges which today’s and expected future semiconductor market poses to the external manufacturing supply chain.
    Keywords: semiconductor, external manufacturing supply chain, digitisation and automation, integrated device manufacturer, sourcing, procurement, supplier relationship management

  • The case for localised, decentralised supply chains
    Mike Kinder, Co-founder and CEO, Veryable

    Reshoring is picking up steam for a reason: supply chain companies in the US are realising that further globalisation comes with trade-offs that have been revealed to be more costly than anticipated in the long run. Globalist pressures to move manufacturing out of the US and further centralise control over the decisions made in the supply chain are an enemy that must be stopped if the US values the sovereignty of the nation, the purpose of the supply chain’s work and the future of supply chain businesses. Luckily, advances in manufacturing technology favour a decentralised approach that prioritises localisation, customisation and reduced waste. This approach would be more likely to achieve the reported economic aims of the globalist agenda, without requiring US businesses to cede decision-making power to plutocrats or submit to inferiority in productive capacity under a globalist vision for the future.
    Keywords: localisation, globalisation, flexibility, labour capacity, US supply chain

  • Empty packaging flow and cost optimisation using digital enhancements
    Daniel Enache, Supply Chain Range Manager, Dacia Groupe Renault

    ‘Expansion means complexity and complexity decay’, said Cyril N. Parkinson. This quote is still very relevant in the current economic context and should challenge every organisation to continuously look for ways to improve its performance. Nowadays, however, supply chain teams are expected to play an increasingly strategic role in developing agility to rapidly meet changing requirements of customers, optimise costs and generate value for the company. In the automotive industry, the specific packaging of the vehicle parts represents an important asset: a huge volume of particular stillages and plastic boxes shared between different vehicles or powertrain plants, as well as outsourced parts suppliers. This requires strong management, because any packaging unavailability affecting one of the involved actors can lead to very negative effects such as production shutdowns, which translates to higher costs. This paper describes the way in which Dacia-Renault’s supply chain team has upgraded packaging management processes and implemented the latest technology and digital tools to optimise costs and bring end-to-end visibility to this specific activity.
    Keywords: end-to-end supply chain visibility, digital supply chain, cost optimisation, supply chain project management, track and trace, agile

  • Supplier optimisation life cycle: Development, implementation and ongoing evaluation
    Elizabeth Hair-Estrella, Supply Chain Inventory Management, Sysco Corporation

    In the ongoing pursuit of supply chain continuous improvement, an established platform ensures internal company efforts are being maximised, documented and repeatable. This paper will describe how two foundational documents can build standardisation throughout inventory management organisations while creating a process supporting continuous improvement. These basic documents support and create a shared information environment, reducing key person dependencies and bridging potential knowledge gaps when team members leave roles temporarily or permanently. Recommendations will include how to develop and implement: 1) supplier optimisation life cycle; and 2) buy guide, as well as recommendations on monitoring long-term success via tools; and 3) metrics/key product indicators.
    Keywords: procurement, continuous improvement, supplier checklist, supplier processes, procurement excellence, load fill, metrics, buy guide, buyer guide, supplier optimisation

  • Supply chain resiliency: Absorb versus respond
    Danny Bloem, Senior Consultant, Slimstock and Jason Rude, independent supply chain executive

    Global supply chain shocks are nothing new; history is littered with examples of abnormal demand patterns or supply disruptions, with the recovery from COVID-19 being the most recent. This paper explores strategies for building resiliency into supply chains by investing in capabilities to absorb demand and supply shocks or create the ability to respond quickly and effectively to devastating supply chain events. Each supply chain is unique and may require a blend of strategies, depending on the infrastructure required to produce the products and distribute them throughout desired markets. With specific case studies and theoretical approaches, this paper provides a framework to utilise when planning for business continuity and supply chain resilience. It is shown that many resilient design principles can be embedded in day-to-day processes without too much effort, while for other more critical products more robust strategies must be planned. The core goal of this paper is to outline the differences between absorb and respond strategies and identify what type of strategy is better for what situation. Both authors have theoretical and practical experience developing plans for supply chain disaster recovery and optimising the investments needed to enhance resiliency and preparedness. Utilising this approach to supply chain design, building absorb capacity or responding rapidly to major disruptions, and by leveraging their collaboration with supply chain partners, companies can give themselves a competitive advantage.
    Keywords: disruption, resiliency, absorb, respond, continuity, collaboration, capacity, redundancy, decoupling

  • Sustainability in procurement and the role of technology
    Florian Sommer, Senior Manager and Tanja Fischer, Senior Consultant, Capgemini

    This paper elaborates on relevant dimensions regarding the implementation of sustainability practices in procurement based on a holistic framework. The importance of procurement in corporate decarbonisation activities is also addressed. It is argued that Scope 3.1 emissions, those emissions generated by purchased goods and services, have the most obvious connection to the procurement organisation and often account for the majority of all corporate emissions. Thus, this paper describes potential calculation methods to assess the Scope 3.1 emissions as well as potential reduction levers that procurement managers can initiate to contribute to their organisation’s reduction targets. Moreover, the current technology landscape to support sustainability goals is examined and requirements that future tools should meet to add value from a sustainability and procurement perspective are developed.
    Keywords: sustainability, procurement, ESG, carbon accounting

  • Why go hungry? How analytics can turn a risk appetite into a competitive advantage
    Ulf Venne, Leader, Center of Excellence and Phaedra Hise, Content Marketing Director, Everstream Analytics

    It is no secret that global corporations see risk as negative. Executives trained to focus on loss aversion are not thinking of risk as an opportunity. Yet, if businesses can increase their risk appetite, operations can embrace supply chain risk as a true competitive advantage. In other words, if organisations analyse risk, they can accept a certain amount of reasonable risk in order to reach strategic goals. When unexpected supply chain disruptions hit, managers and executives can shift the company mindset using a data-driven approach to gain both a financial and a competitive advantage. Corporations from Nokia and Amazon to Tesla and Toyota have experienced the financial benefits of a healthy supply chain risk appetite. Emerging technologies and in-depth analytics create even more instances for the prepared company to see the value of leveraging risk. Risk transparency via analytics helps convert risk into opportunity.
    Keywords: risk management, disruption, analytics, technology, supply chain

  • Adopting supply chain strategies to address panic-buying behaviour
    Flavio Macau, Associate Dean, School of Business and Law, Edith Cowan University and Juliana Bonomi Santos, Associate Professor, FGV/EAESP Business School

    This paper provides an overview of supply chain strategies to address panic-buying behaviour. It identifies triggers and lists products typically involved in panic buying. The impact on supply chains is discussed, along with roles played by each main stakeholder, as well as mitigating strategies that can help counter the situation. While no stand-alone strategy is sufficient to fully address the problem, several actions can be initiated by governments, businesses and customers. If properly coordinated there is a window of opportunity where the main effects of panic buying can be mitigated. The practical implication of this paper is to present a framework to discuss the problem, while offering a simplified roadmap with steps to mitigate panic-buying occurrences.
    Keywords: panic buying, supply chain disruption, supply chain resilience, supply chain shortages, supply chain strategy