Contoh literature review

LITERATURE REVIEW AND RESEARCH FRAMEWORK

This chapter continues the discussion of the previous chapter which focuses on the background of the study. Further, reviewing the literatures related to SCM, the definition of SCM, firms competitive advantage related literatures, global supply chain related literatures, supply chain networks related literatures, and technology and manufacturing Strategy related literatures. This chapter will also discuss the development of theoretical framework for this study.

2.1 Overview of Supply Chain Management (SCM)

Firms can no longer effectively complete in isolation of their suppliers and other entities in the supply chain. Interest in the concept of supply chain management has steadily increased since the 1980s when companies saw the benefits of collaborative relationships within and beyond their own organization. A number of definitions have been proposed concerning the concept of the supply chain and its management. Industry groups are now working together to improve the integrative processes of supply chain management and accelerate the benefits available through successful implementation. The competitive importance of linking firms supply chain strategy to its overall business strategy and

some practical guidelines are offered for successful supply chain management (Lummus & Vokurka 1999).

There is various definition of SCM. From the cited literatures, SCM has been defined in many ways, such as:

The APICS Dictionary describes the supply chain as: 1. The processes from the initial raw materials to the ultimate consumption of the finished product linking across supplier-user companies; and 2 The functions within and outside a company that enable the value chain to make products and provide services to the customer (Cox et al..1995).

Scott and Westbrook (1991) and New and Payne (1995) describe supply chain management as the chain linking each element of the manufacturing and supply process from raw materials through to the end user, encompassing several organizational boundaries and treating all organizations within the value chain as a unified virtual business entity.

The scope of supply chain management was further expanded to include re-cycling (Baatz, 1995). This new management philosophy focuses on how firms utilize their suppliers processes, technology, and capability to enhance competitive advantage (Farley 1997), and the coordination of manufacturing, logistics, materials, distribution and transportation functions within an organization (Lee and Billington 1992). While

ideally supply chain management emphasizes total integration of all the business entities within the supply chain, a practical approach is to consider only strategic suppliers and customers since most supply chains are too complex to achieve full integration of all the supply chain members (Tan et al 1998).

Wisner (2003) defined Supply Chain Management is the integration of key business process among network of interdependent suppliers, manufacturers, distribution centers, and retailer in order to improve the flow of goods, services, and information from original suppliers to final customers, within the objectives of reducing system-wide cost while maintaining required service level

This broader view also consistent with Mentzer et al (2001): Supply Chain Management is defined as the systematic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purpose of improving the long-term performance of individual companies and the supply chain a whole