Essays on Supply Chain Management Processes Coursework

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The paper 'Supply Chain Management Processes" is a great example of business coursework. The supply  chain has defined the progressions from the actual raw materials to when the finished good is consumed connecting between suppliers, consumer and companies. SCM (Supply chain management) has a huge influence on how many companies see themselves. Generally, organizations see themselves as having suppliers and clients. In the past, an organization did not evaluate the importance of either its clients or suppliers in being a partner. In various sectors, every organization was in stiff competition with its clients and suppliers, with fear that they would be exploited by them.

In the period between the 1760s to 1970s organizations started realizing the importance of having the main role that was mainly towards serving their clients (Fredendall and Ed 5). The phenomenon of internal consolidation was mainly termed as material management or materials logistics management. Organizations that employed the materials management framework consolidated their distribution, operations and purchasing roles to increase consumer services while reducing their costs of operation. The organization that integrated these frameworks effectively they actually improved their businesses.

However, it worth noting that organizations were continually faced by constrains from other segments of the business that were not consolidated like the function of product development. Additionally, organizations faced constraints from unresponsiveness of either their suppliers or clients. These hindrances blocked the organizations from reacting rapidly to market changes that slowed their efforts to offer new wants of their clients. However, between the 1980s and 1990 numerous businesses continued to increasingly integrate functions of material management (Fredendall and Ed 5). When other companies realized that the firms that had completely adopted this integration had expanded their earnings, more companies started to employ practices of supply chain management.

The strength of supply chain management is the capability it has to make clients part of the supply of services and goods offered by the supply chain. Supply chain management processes An effective supply chain management needs a metamorphosis from focusing on individual components to focusing on consolidating functions into the main processes of the supply chain. In the past, both downstream and upstream components in the supply chain have worked as unrelated functions getting erratic information flow over a period of time.

In the contemporary business environment, driving a consolidated supply chain management needs a seamless flow of information that aids in developing efficient flows of products (Lambert and Martha 72). The client is the main center in supply chain management. Attaining an effective customer-oriented mechanism is needed to process information in a timely and accurate manner for rapid response. Therefore, systems should be flexible and quick in order to be able to respond to changing client demands. Containing uncertainties in supplier, manufacturing processes and client demand performance re vital to efficient supply chain management.

Most organization have concluded that improving the flows of products is not achievable without employing a process style to the business. There are various main supply chain processes as established by the GSCF (global supply chain forum) members. They are customer relationship management, management of customer service, management of demand, order fulfillment, management of manufacturing flow, procurement, development of product and commercialization and returns process.

Works cited

Croxton, Keely L., et al. "The supply chain management processes." International Journal of

Logistics Management, The 12.2 (2001): 13-36.

Fredendall, Lawrence D., and Ed Hill. Basics of supply chain management. CRC Press, 2000.

Lambert, Douglas M., and Martha C. Cooper. "Issues in supply chain management." Industrial marketing management 29.1 (2000): 65-83.

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