The paper "Processes and Supplies of Supply Chain Management " is a good example of management coursework. Supply Chain Management (SCM) refers to the effective and efficient management of the supply channels’ activities to achieve a competitive product advantage characterized by easy product accessibility. The SCM activities involve various processes which include developing, sourcing, and producing a product, accompanied by information technology systems and logistics that aid in controlling the activities. Studies show that the SCM’ s ideology relies on two main ideologies which include, first, the ideology that for every product to reach the consumer, it must use the combined efforts of specific institutions (Barney 2012, p. 3).
The institutions, in this case, represent the supply chain and they are co-joined together via information and physical flows. The physical flows are processes of transforming, moving and storing products while information flows are those that do not only permit the supply chain stakeholders to share long-lasting ideas, but also control the physical flow of products. The second ideology is that regardless of the long-time existence of supply chains, many organizations up to date are still concerned with supply activities within the organization; therefore, they do not understand the whole chain that delivers products to the consumer.
Such negligence has prompted a disorganized and unreliable supply chain. With respect to the informational gap, this paper seeks to present an essay that describes the framework of SCM concepts based on the aspects of the attached SCM mind map. SCM elements and products SCM is made up of various elements. The SCM elements are usually five, but confusion arises among scholars where one side argues that there are four elements while another side insists that there are six SCM elements.
Setting aside the controversy on the number of SCM elements, this section highlights how each element significantly improves the efficiency of the supply chain. The five elements include production, inventory, transportation, supply and location. Most firms struggle with the harmonization of all the elements to improve and enhance the efficiency of the SCM. Production is very important to the existence of any enterprise. The first step in the establishment of the supply chain is production. The goods produced are the ones that enter the supply chain.
Therefore, an effective supply management team ensures a constant flow of goods by stabilizing production (Waters 2011, p. 38). Production goes in hand with other factors, but when goods are produced according to the consumer specifications, there is no surplus or deficit for the supply chain. Apart from production, inventory is also another important element that when managed well ensures that the supply chain is effective. Inventory takes into account the number of goods that need to flow through the supply chain among other factors.
With a proper account of what is needed, production is scaled down based on the demand forces and consumer recommendations. Inventory is considered as the backbone of the SCM under which effectiveness is achievable. A good SCM team takes into consideration the recommendations of the inventory to make sure that the supply chain is effective. Inventory is basically responsible for the building of the strategies required to make sure that the supply chain is effective in general terms (Blanchard 2010 p. 13).
Barney, JB 2012, ‘Purchasing, supply chain management and sustained competitive advantage: The relevance of resource‐based theory,’ Journal of Supply Chain Management, vol. 48, no. 2, pp. 3-6.
Blanchard, D 2010, Supply chain management best practices (2nd ed.), John Wiley & Sons, Hoboken, NJ.
Cao, M & Zhang, Q 2011, ‘Supply chain collaboration: impact on collaborative advantage and firm performance,’ Journal of Operations Management, vol. 29, no. 3, pp. 163-180.
Carter, CR & Easton, PL 2011, ‘Sustainable supply chain management: evolution and future directions,’ International Journal of Physical Distribution & Logistics Management, vol. 41, no. 1, pp. 46-62.
Closs, DJ, Speier, C & Meacham, N 2011, ‘Sustainability to support end-to-end value chains: the role of supply chain management,’ Journal of the Academy of Marketing Science, vol. 39, no. 1, pp. 101-116.
Ellram, LM & Cooper, MC 2014, ‘Supply Chain Management: It's All About the Journey, Not the Destination,’ Journal of Supply Chain Management, vol. 50, no. 1, pp. 8-20.
Gold, S, Seuring, S & Beske, P 2010, ‘Sustainable supply chain management and inter‐organizational resources: a literature review,’ Corporate social responsibility and environmental management, vol. 17, no. 4, pp. 230-245.
Hugos, MH 2011, Essentials of supply chain management (Vol. 62), John Wiley & Sons, Hoboken, NJ.
Priem, RL & Swink, M 2012, ‘A Demand‐side Perspective on Supply Chain Management,’ Journal of Supply Chain Management, vol. 48, no. 2, pp. 7-13.
Sarac, A, Absi, N & Dauzère-Pérès, S 2010, ‘A literature review on the impact of RFID technologies on supply chain management,’ International Journal of Production Economics, vol. 128, no. 1, pp. 77-95.
Sarkis, J, Zhu, Q & Lai, KH 2011, ‘An organizational theoretic review of green supply chain management literature,’ International Journal of Production Economics, vol. 130, no. 1, pp. 1-15.
Tang, O & Nurmaya Musa, S 2011, ‘Identifying risk issues and research advancements in supply chain risk management. International Journal of Production Economics, vol. 133, no. 1, pp. 25-34.