IT Management in Supply Chains

IT Management in Supply Chains


Introduction

In today's global marketplaces, fierce competition, the introduction of goods with short life cycles, and heightened consumer expectations have pushed businesses to invest in and pay attention to their customer and supplier relationships (Simchi-Levi et al., 2000). Since the 1990s, supply chain management (SCM) has been a priority for top executives. Executives are realising that the effective coordination, integration, and control of critical business activities across supply chain members will decide the single enterprise's ultimate success (Van der Vorst, 2000). 

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Businesses, according to Christopher (1998), no longer compete as independent entities, but rather as supply networks. Developments in information and communication technology (ICT) have sparked a surge in interest in SCM, allowing for the regular interchange of massive quantities of data for coordinating reasons. As a result, there is a need and an opportunity for chain partners to work together to create more effective and efficient supply chains.

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Conclusion

Despite many significant efforts, SCM is still mostly a promise. The majority of supply chains are characterised by a lack of openness and cooperation, and SCM initiatives often focus on just a portion of the supply chain. Most SCM ideas (such as VMI, CPFR, and FGP) require openness and open cost and revenue calculation in order to distribute them among supply chain participants. However, defining cost drivers and the standards that go with them is not a simple job. It requires trust and a thorough understanding of each other's operations, which is challenging given that the generally accepted competitive model predicts that when suppliers or consumers acquire information, businesses' bargaining power - and therefore their ability to manage profits - would erode.

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