Achieving Success in Supply Chain Management Software by Agility

International Journal of Management and Enterprise Development, 2009

This study contributes to the discussion on agility in supply chain management and provides a novel focus on the enterprise development. The object of this study is to develop an agile supply chain for the case business network, which is moving towards project-oriented business, where quick response is a key issue and agile practices more attractive. It is concluded that in project-oriented business, agility is necessary for competitiveness, and comprehensive implementation of information and communication technologies throughout the supply chain is of utmost importance in the development of an agile supply chain. Oulu. Her research interests are interoperability, agent technology, ontologies, semantic technologies and mobile applications. She has worked in several industryrelated research projects as a research manager and has over 30 scientific publications.

International Journal of Electronic Customer Relationship Management, 2008

Agility can be defined as an ability of an organisation to respond rapidly to changes in business environment. Given that today's markets are characterised by constant change and unpredictability, organisational agility is gaining more and more importance as an essential prerequisite for sustainable competitive advantage. This paper discusses a role of Information Technology (IT) in achieving agility in supply chains and presents Agile Supply-Demand Networks (ASDN) software that helps to improve supply chain agility. An example provided to illustrate ASDN functionality shows that it is a powerful decision-support tool with diverse features for analysing supply-demand networks and, furthermore, allows the information spread along different functional departments and organisations in a meaningful way.

Supply Chain Management, 2007

Purpose-The purpose of this paper is to propose a tool, the Agile Supply Chain Transformation Matrix (ASCTM), and the implementation methodology for a systematic approach to achieve agility in the supplier-buyer supply chain. Design/methodology/approach-The conceptual framework for agile capability creation is developed based on literatures in the supply chain management and manufacturing agility field and the ASCTM tool is constructed using the quality function deployment (QFD) and the analytic hierarchy process (AHP) technique. The implementation methodology including the tools to support the implementation of the ASCTM tool are developed based on the QFD/AHP approach and the agility concepts established through the Agility Program at Lehigh University. A practical case study is used to illustrate the applicability of the ASCTM tool. Findings-This tool can help companies create and improve their agility by relating the business changes with the appropriate approaches for supplier-buyer supply chain configuration and supplier-buyer relationship establishment and determine the business processes and the infrastructures needed to support the creation of agile capability. Research limitations/implications-The ASCTM tool constitutes an important effort to bridge the gap between theory and practice as it is used to achieve supply chain agility in practice. Additional case studies need to be conducted to validate the practicability of the ASCTM tool. Originality/value-The ASCTM tool is developed with the aim to help companies identify the most appropriate way to improve their supply chain agility by contrasting the environmental dynamics and changes to the company's ability to keep pace using the systematic approach. This tool is necessary because different companies experience different sets of changes and require different degree of agility and combination of strategies and practices to achieve agility. For practitioners, the ASCTM tool provides a basis for assessing their business situations and a guideline for identifying capability required for creating/improving supply chain agility.

Industrial Marketing Management, 2000

Turbulent and volatile markets are becoming the norm as life cycles shorten and global economic and competitive forces create additional uncertainty. The risk attached to lengthy and slow-moving logistics “pipelines” has become unsustainable, forcing organizations to look again at how their supply chains are structured and managed. This paper suggests that the key to survival in these changed conditions is through “agility,” in particular by the creation of responsive supply chains. A distinction is drawn between the philosophies of “leanness” and “agility,” and the appropriate application of these ideas is discussed.

2020

For being able to quickly adapt the condition of change the supply chain of agile management in large organization is create to be maximum flexible. The organizations that want to be able for adapting the external changes of economics like changes in technology, changes to customer demand or economic swings used this methodology. The organization that implements the agile supply chain can quickly adjust their sales, source and logistics. It is being a major part of large organization. Keywordsagile; software development; organization; flexible, change, adapt.

World Journal of Advanced Research and Reviews, 2022

Agility and resilience have become increasingly important in recent years as sudden shocks to the supply chain have become more frequent. To improve the level of integration to increase the level of agile supply chain operations, coordinated supply metrics, supplier collaboration in product design, trust between suppliers are required, coordination within the organization, correspondence of information within the organization, products design based on interaction and sharing common interests are highlighted. When there is no integration and synchronized process of the supply chain, the relationship between the company and the supplier is poor, the distribution becomes unequal and the customer is not satisfied, which will lead to failure of business. To stay sustainable in time-based competition, companies must have a supply chain that responds to customer demand for shorter lead times and can meet expectations during times of high demand.

Journal of Social, Management and Tourism Letter, 2024

This paper explores strategies to enhance supply chain agility through a multifaceted approach encompassing technological integration, collaborative methodologies, leadership principles, and proactive risk management. In a rapidly evolving business landscape, the demand for adaptable supply chains is paramount. Leveraging state-of-the-art technologies such as cloud computing, data analytics, and automation is identified as a key solution. These technologies empower organizations to streamline operations, facilitate real-time communication, and make informed decisions, thereby enhancing the flexibility and responsiveness of the supply chain. Concurrently, adopting Agile methodologies, such as Scrum or Kanban, fosters cross-functional collaboration, iterative development, and a culture of continuous improvement. Leadership emerges as a critical factor in this transformation, necessitating the cultivation of Agile leadership skills. Leaders are advised to prioritize servant leadership, empower teams, and champion the Agile mindset, fostering a workplace culture conducive to agility. Furthermore, proactive risk management strategies aligned with Agile principles are recommended. Regular risk assessments, contingency planning, and a transparent reporting culture contribute to building a resilient supply chain capable of navigating uncertainties. In conclusion, this paper advocates for a holistic and dynamic approach to supply chain agility. By combining technological innovation, collaborative methodologies, effective leadership, and proactive risk management, organizations can create a robust and adaptable supply chain that not only responds to current market dynamics but also anticipates and navigates future challenges and opportunities.

This document contains information regarding the adoption of agile supply chain management, the pros and cons of using the agile model in supply chain management, and examples of companies using agile supply chain.

Journal of Global Strategic Management, 2010

The main objective of this paper is to explore the concept of agile supply chain and to determine the link between agile supply chain and competitive advantage. The 21 st century has led to increase in global competition and customer demands, with higher levels of turbulence and volatility in the market place. Businesses, economics and political environments are increasingly subjected to unexpected shocks and discontinuities. As a result of these uncertainties, organisations today are faced with a number of challenges in the supply chain which include among others the ability to meet up with changes in demand variability, service improvements, lowering inbound costs, improving ontime delivery and shorter customer lead times. In order to survive, companies need to respond to ever-increasing levels of volatility in demand and focus their efforts upon achieving greater agility. Agility has the ability to rapidly respond to changes in market and customer demands as the bearer of competitive advantage. Therefore, companies need to redesign their supply chain to tackle issues of agility in order to stay ahead in a highly competitive global market.

bab 2