Successful Supply Chain Processes - Assignment Example

Successful Supply Chain Processes Require a High Degree of Supply Chain Integration Supported by the Integrated Information Systems _____________________________________________________________________________ Abstract: The assignment tends to critically explore the concept of an integrated supply chain and describes the importance of integration towards making the supply chain as a successful part within the organisations. In order to build a successful practice of supply chain process, the significance of integrating information system along with its pivotal roles has been demonstrated throughout the discussion made in this assignment. Keywords: Supply chain process, supply chain management, integrated supply chain processes, integration of information system, IISI, EISI, ITU and SCRM. _____________________________________________________________________________ Table of Contents 1. Introduction 3 2. Importance of Supply Chain Integration in Supply Chain Process 4 2.1 Supply Chain Integration Process 4 2.1.1 Strategic Level 5 2.1.2 Tactical Perspective 5 2.1.3 Operational Perspective 6 3. Need for Integrated Information Systems in Supply Chain Process 6 3.1 Information Technology Utilisation (ITU) 7 3.2 Internal Information Systems Integration (IISI) 7 3.3 External Information System Integration (EISI) 8 3.4 Supply Chain Risk Management (SCRM) System 9 4. Impact of Integrated Information Systems in Supply Chain Process 9 4.1 Impact of Information Technology Utilisation (ITU) 10 4.2 Impact of Internal Information Systems Integration (IISI) on Supply Chain Processes 11 4.3 Impact of External Information System Integration (EISI) 12 4.4 Impact of Supply Chain Risk Management (SCRM) System 13 5. Evaluating Impacts of Information System in the Supply Chain Process 13 6. Conclusion 15 References 17 1. Introduction The emergence of competitive environment in global business has long been witnessed to gain significant support due to effective implementation of strategic measures and key integrated approaches by the modern organisations. In relation to the recent phenomenon of globalisation, the organisations from different geographical locations are highly inclined towards improving their respective supply chain management systems in order to meet their predetermined corporate as well as commercial goals (Carter & et. al., 2009). More significantly, a competent set of supply chain management activities often provides greater support to the organisations in terms of building strong and sustainable position over the existing rivals in a particular business environment. These activities eventually prove to be integrated parts for the modern organisations that are highly influenced by the modern advancement of technological aspects (Zigiaris, 2000). The inclusion of information systems in the integrated approach of supply chain process empowers the organisations to effectively manage and control each activity associated with procurement, capacity along with production planning, order processing, inventory management and delivery operations (Zaheer, 2000). Emphasising the pivotal role of information and technology in the modern supply chain management processes, the assignment tends to critically assess whether the “successful supply chain processes require a high degree of supply chain integration supported by the integrated information systems.” In order to critically assess this assignment, the importance of supply chain integration in a successful supply chain process has been taken into concern for discussion. Moreover, the discussion includes deciphering the need of integrated information systems and their role in improving the supply chain management functions of the organisations. In the end, the assignment also determines the impact of integrated information systems in the supply chain processes of the organisations. 2. Importance of Supply Chain Integration in Supply Chain Process The functions related to generally involve a continuous flow of products and/or services from the suppliers of raw material and end product manufacturers. Specially mentioning, the functions determine how to effectively control the flow of operations required for the products purchased from diverse key sources including suppliers, vendors, wholesalers, distributors along with retailers and delivered to the final consumers (Lepercq, 2007). The following discussion illustrates and details about the process of supply chain integration along with its importance to improve the overall supply chain system of an organisation. 2.1 Supply Chain Integration Process The process of integrating supply chain can be duly considered as a set of most effective functions for an organisation. The integration strategy of a supply chain process involves few major determinants that shape the overall activities performed by the organisations from manufacturing and delivering final products and/services to the end users (Business for Social Responsibility, 2007). In this regard, the formulation of an integrated supply chain procedure fundamentally requires an effective management of materials flow that can be viewed mainly through three major perspectives including strategic, operational and tactical. In each level, the supply chain activities are highly required to co-ordinate and foster the use of people, finance, facilities and information system (Boyens, & et. al., 2012). The following pictorial illustration represents a clear view of the development of an integrated supply chain process. Fig.1: Development of Integrated Supply Chain (Stevens, 2013) 2.1.1 Strategic Level In relation to the above depicted figure, it can be ascertained that strategic level is one of the foremost levels for an organisation, which contributes in forming along with developing an integrated supply chain procedure. The strategic level in this developmental process constitutes broad assortment of activities associated with policy development, business creation and after-sales service process that certainly facilitate an organisation to successfully execute its various operational activities (Stevens, 2013). This level is often considered to be a corporate stage, wherein the executives and Board Of Directors of an organisation are likely to efficiently design and organise activities that are required to be performed in developing an integrated supply chain. Moreover, the level also determines to formulate quality as well as effective business creation processes through developing different functional areas. In the context of supply chain management process, the strategic department is accountable to plan effective logistics management and manufacturing activities. The concept of after-sales service can be duly considered as the final activity, which is performed within the supply chain integration process. The process mainly involves measuring preventive or corrective actions by collecting and analysing data from the potential consumers (Jitpaiboon, 2005). 2.1.2 Tactical Perspective In order to develop a competent and most effective integrated supply chain, the tactical perspective of the organisations generally focuses on formulating the ways by which the strategic objectives of the supply chain process can be achieved. The perspective is quite essential to be taken into concern in order to transform strategic objectives and policies of supply chain into harmonizing goals associated with each organisational function (Kauremaa, 2013). The goals relating to the supply chain activities provide major support to the organisational drivers in gaining appropriate balance of inventory capacity and ensuring to realise the ultimate objectives of integrated supply chain. In this regard, it can be affirmed that the tactical perspective in terms of developing an integrated supply chain can play an imperative role for the organisations in attaining their respective commercial as well as business goals (Phillip & et. al., 2009). 2.1.3 Operational Perspective Operational perspective also plays a decisive role for an organisation to develop an integrated supply chain effectively. The operational perspective in this regard should remain much concerned about raising the efficiency of supply chain functions along with their predetermined goals. It certainly focuses on providing detail information about the systems and monitoring the performances of each task with respect to the supply chain objectives (Moharana & et. al., n.d.). Moreover, the operational perspective in developing an integrated supply chain also ensures to underline major areas that require improvement to achieve the supply chain objectives of the organisations. In this regard, it is evident that the operational perspective is also a major determinant for developing an integrated structure of supply chain within a specific business organisation (Comptroller iCenter, 2002). 3. Need for Integrated Information Systems in Supply Chain Process The extended form of information system can be duly considered as one of the key components of a successful integrated supply chain process. In this globalisation and technology driven era, the performance of an integrated supply chain procedure generally gets boosted by wider execution of Information and Communication Technology (ICT). The ICT-based supply chain integration is often viewed to be an interconnected and globally distributed set of processes that enable the organisations to gain effective control and management of their broad assortment of supply chain processes (Simatupang & et. al., 2002). Moreover, the advancement of the information systems and wider use of ICTs have also been witnessed to facilitate global marketers in terms of empowering productivity along with excellence of their business activities. Moreover, continuous improvement in administering performances and aligning them with the core objectives of the supply chain processes have also been apparently observed to increase the quality along with the reliability of the organisations belonging to this modern day context (Mavengere & et. al., 2012). 3.1 Information Technology Utilisation (ITU) In relation to the above discussion, the concept of Information Technology Utilisation (ITU) is regarded as one of the major components of information system for the firms’ supply chain processes. The process of ITU can be represented as a technique, which implement by the organisations through deploying advanced computing and information technological systems for increasing efficiency of their operational decision-making functions (Tiwari, 2005). Moreover, the tool also tends to ensure providing major assistance to the firms in planning and executing competitive strategic decisions of their respective supply chain processes. In this regard, it can be critically stated that the strong alignment with information system and extensive integration with different technological tools are highly required for the organisations to improve their respective procurement, inventory management, delivery system and various supply chain functions (Porter, 2008). 3.2 Internal Information Systems Integration (IISI) The process of Internal Information Systems Integration (IISI) can be referred to a degree of cooperation among internal and consistent set of operational, strategic and tactical information systems of the firms. The primary purpose of an effective IISI is to integrate wide range of information system activities practiced by each individual supply chain member and prioritise the practices into three basic level of integration including strategic, infrastructural and operational (Gunasekaran & Ngai, 2004). The system i.e. ISSI is often characterised by different internal operational aspects of a business organisation. The system tends to focus on ensuring greater system-visibility regarding the internal activities associated with supply chain processes such as strategic directions, operational functions along with the infrastructural development activities among others (Topolsek & et. al, n.d.). Therefore, it is affirmed that an effective integration of IISI plays an imperative role for the organisations to control, monitor and improve the performance of their respective supply chain activities (Jefferys, 2011). 3.3 External Information System Integration (EISI) The concept of External Information System Integration (EISI) refers to the level of cooperation of a particular firm with its major trading partners, resulting in enhancing the operational as well as strategic functions of the firms. According to the basic purpose of EISI, it focuses on maintaining adequate clarity and integrity towards the external relationship management activities of an organisation with its different external trading partners such as suppliers, investors, vendors and other stakeholders group (Bussler, 2003). The system tends to enable firms in building external cooperation through integrating efficient information systems while scheduling and making orders of raw materials along with gathering adequate cost related information. In this process, the firms are likely to accomplish full integration of its supply chain processes through extending the scope of integrating each activity. In relation to the primary importance of the EISI process, it is more convenient for the firms to effectively manage time and cost, as the process of integrating IISI often requires huge financial investments to be made along with investing additional time and effort than EISI (Jitpaiboon, 2005). 3.4 Supply Chain Risk Management (SCRM) System Risk in the supply chain process is a common phenomenon for the organisations while controlling or managing different supply chain activities. In relation to the growing concern of various sorts of risks and their negative impacts, a full integration of ICT based risk management tools is essential to effectively deal with different risks associated with the activities relating to supply chain (Musa, 2012). A successful integration of ICT within the SCRM system is determined to be a multidisciplinary enterprise method, which helps organisations to protect different uncertain impacts derived from various supply chain activities. The process of engaging ICT in the SCRM process requires focusing on the existing risk management practices of the firms along with their information security systems, project management functions and number of various other disciplines (Kersten & et. al., n. d.). Notably, the integration of ICT in the SCRM process helps the organisations to make or strengthen their informed decisions regarding the assurance of the ICT practices. The process of making improved decisions ultimately enables firms to increase efficiency in acquiring services and operating diverse hardware as well as software components. The process of acquiring and implementing ICT components and services often lead to make strong relationship with the integrators along with different suppliers of the organisations. Therefore, the process of integrating ICT in the SCRM function enables the organisations to identify different risk areas to build relationship with the suppliers as well as other integrators and emphasise continuous improvement of the overall supply chain process (Boyens & et. al., 2012). 4. Impact of Integrated Information Systems in Supply Chain Process With regard to the aforesaid discussion, it can be ascertained that the integration of information system tools and services in an integrated supply chain process provides major support to the organisations in increasing efficiency of their each supply chain activity. In relation to the fundamental practices of the supply chain process, it is to be affirmed that the integration of information system or service ensures to reduce potential risks that might be derived from different supply chain activities. These activities might comprise procurement, inventory control, managing production or delivering final goods to the customers. In addition, increasing adequate convenience along with cost and time efficiency of the integrated information systems can be widely accepted as a set of crucial factors impacting the supply chain processes of the organisations at laarge (Khan & Zsidisin, 2012). In this regard, a few of the major impacts of the above discussed integrated information system in the supply chain procedure have been described in the following section. 4.1 Impact of Information Technology Utilisation (ITU) The integration of IT utilisation has long been witnessed to impose major impact on a particular integrated supply chain process along with its internal as well as EISI functions. In this regard, the incorporation of ITU emphasises improving the decision-making functions of the firms including different phases of business such as strategic, operation, tactical or infrastructural areas.(Handfield & McCormack, 2007). According to a theoretical background, the higher degree of utilising IT within a particular integrated supply chain procedure leads to raise the impacts on both internal along with external information system within the firms. Owing to the fact that the higher degree of IT utilisation leads to lower the cycle time associated with different supply chain activities, this certainly enables the entrepreneurs or the leaders to formulate effective developmental decisions. Hence, the integration significantly improves the performance of each supply chain activity within the firms. Moreover, the extent of integrating ITU can also facilitate firms to improve their respective operational along with tactical functions associated with different supply chain activities at large (Waters, 2011). However, the higher degree of incorporating ITU in each level of operation or tactical phase may also lead organisations to face challenges. This can be justified with reference to the fact that the higher utilisation of IT may cause increasing cost of production as it involves the deployment of advanced technology based manufacturing or delivery equipment. Moreover, adequate incorporation of ITU often requires the deliverance of extensive training along with development of the workforce associated with conducting different supply chain activities. In this regard, the higher degree of integrating ITU may also negatively impact the financial performance of the firms due to the making of higher investments on developing infrastructure along with offering training to the workforce (Jitpaiboon, 2005). 4.2 Impact of Internal Information Systems Integration (IISI) on Supply Chain Processes The integration of IISI often leads organisation to effectively address different internal supply chain activities. The process generally involves integrating information and controlling records of the supply chain activities including procurement, resource allocation, production along with delivery practices of the firms. The process provides a major support to the firms in terms of managing flow of operations effectively performed in different segments and also help to administer internal costs associated with the overall supply chain process. In this similar context, the method of enabling firms to effectively monitor each supply chain department and develop effective structure to improve their performance can also be regarded as a major impact of IISI on the firms’ supply chain processes (Agarwal, 2010; Jitpaiboon, 2005). With regards to determine the impact of integrated information systems specifically in supply chain procedure,, IISI can be apparently identified to impose positive impacts on the firms in terms of improving the performance of the internal functions of business. Moreover, improving performance of the individuals through monitoring activities may also require the firms to integrate appropriate training and development functions, which might impose adverse impact on the firms to manage production costs or practices associated with supply chain activities (Flynn & et. al., 2010). 4.3 Impact of External Information System Integration (EISI) Integrating information system of the external activities associated with supply chain can also be duly considered as a major way for the firms to strengthen relationship with the suppliers and other integrators. In this context, EISI enables firms to improve their decision-making procedure and facilitates them to build a productive relationship with other trading partners. The process fosters information sharing process in the form of connecting external trading partners with the supply chain processes and also helps the firms to build long-term relationship. It improves cooperation level by evaluating their contribution or performance to deliver goods and services in the supply chain management processes of the firms. It is worth mentioning that the internally consistent and competitive set of information system further enables firms to redefine their strategic, infrastructural and operational decision-making procedure of supply chain processes (Jitpaiboon, 2005). It can be ascertained that EISI can also enable an organisation to increase its value associated with maintaining strong relationship with external stakeholders. The unabated sharing of information about the current market structure along with changing trend of the demographics can also improve the strategic decisional practices of the firms by a considerable degree (Agarwal, 2010; Jitpaiboon, 2005). 4.4 Impact of Supply Chain Risk Management (SCRM) System The integration of information system in the risk management functions is one of major decisions to be taken by the firms belonging to this modern day context. The integration of SCRM in this regard provides a major support to the organisations in effectively dealing with risks associated with procurement, inventory management and delivery functions (Giunipero & Eltantawy, 2003). Although the integration of SCRM generally involves identifying risks associated with different segments, it primary focuses on recognising the potential threats that impose negative impact on the procurement activities within the supply chain processes. In this regard, the integration of SCRM in procurement activities relating to ICT systems enables firms to access efficacy of the systems towards protecting internal information by executing different technological tools (Singhal & et. al., 2011). Moreover, the integration of SCRM ensures to develop effective measures for the firms to mitigate issues or risks associated with raw material procurement, production process along with delivery of inward/outward good and services of the organisations. The system tends to enable firms to obtain adequate information about the performance and ensures to meet the ultimate goals and objectives of the supply chain processes. The system further improves the administrating functions associated with supply chain activities across different strategic, tactical, operational and infrastructural areas. Ensuring adequate security of the internal supply chain information can also be duly considered as one of the major advantageous factors of SCRM in the firms’ supply chain process (McCormack & et. al., 2008). 5. Evaluating Impacts of Information System in the Supply Chain Process After acquiring an in-depth understanding about the role as well as the importance of integrated information systems, it can be apparently observed that the idea of integration plays an imperative role in increasing the competitiveness of the organisations. According to the observation, it can also be stated that the integration of information systems facilitates firms to gain adequate information through the help of incorporating advanced ICT systems. Notably, this helps organisations to develop critical assessment of the suppliers along with their performance and evaluate appropriate decisions to improve different functional activities associated with the supply chain processes (McCormack & et. al., 2008). In addition, the integration of information systems often assists the modern business organisations to improve the quality of their respective supply chain activities. It will be vital to mention in this similar concern that the aspect of integration also tends to enable firms in ensuring greater quality of its reporting processes and help in mitigating varied sorts of potential risks relating to supply chain activities (Jitpaiboon, 2005). Although, the integration of information provides numerous advantages to the modern firms, the system may also convey a number of negative influences on the supply chain activities that might hinder the attainment of intended goals and objectives of the firms. In this regard, the cost and time factors are few of the major concerning areas for an organisation that impose adverse impacts on their overall performance with respect to supply chain activities. Therefore, it can be affirmed that from the above evaluation that the integrated information systems impose both positive as well as negative impact on the supply chain processes of respective business organisations of this modern day context (Jitpaiboon, 2005). 6. Conclusion From the above analysis and discussion, it can be affirmed that the integration of information systems is one of the most effective determinants of a complete and successful supply chain process. In relation to the recent competitive scenario of the global business environment, an integrated supply chain procedure plays a pivotal part for the organisations in terms of strengthening their broad assortment of activities associated with supply chain. With reference to an in-depth understanding, the approach of supply chain integration tends to improve managing and controlling procedures of strategic, tactical, operational and infrastructural segments. It is evident based on the above discussion that incorporating technological aspects significantly empowers firms’ capability towards successfully accomplishing the goals relating to each supply chain activity. In this context, the integrated information systems and advanced infrastructural aspects often help the organisations to improve the performance of the supply chain processes. Specially mentioning, the practice of conducting varied supply chain activities within a competent ICT based infrastructure eventually improves the decision-making functions of the management and also helps in dealing with varied sorts of possible issues or risks by a certain degree. The discussion relating to the impact of integrated information systems has also provided major understanding about the roles and importance of a successful incorporated supply chain process. In this regard, it can be ascertained that the process of information system integration has offered numerous benefits like increasing quality and most vitally reliability of firms’ performance. Moreover, the evaluation has also critically described about the roles and importance of information system integration in addressing potential risks that emerge while performing broad assortment of supply chain related activities. However, the higher degree of utilising integrated information systems may further reduce the competitiveness of the firms, which has the probable chances of generating varied potential risks. References Agarwal, D. K. (2010). Supply Chain Management: Strategy, Cases and Best Practices, 21-36. United Kingdom: Macmillan. Bussler, C. (2003). B2B Integration: Concepts and Architecture, 11-29. London: Springer Science & Business Media. Business for Social Responsibility. (2007). Perspectives on Information Management in Sustainable Supply Chains. 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