This book explains supply chain management (SCM) using the
strategy-structure-process-performance (SSPP) framework. Utilizing this
well-known framework of contingency theory in the areas of strategic
management and organizational design, SCM is firmly positioned among
management theories. The author specifically proposes a theoretical
foundation of SCM that will be relevant to such areas as operations
management, logistics management, purchasing management, and marketing.
Both the static and dynamic sides of SCM are reported. On the static
side, supply chain strategies are divided into three patterns:
efficiency-oriented, responsiveness-oriented, and the hybrid efficiency-
and responsiveness-oriented pattern. For each strategy, suitable
internal and external supply chain structures and processes are
proposed. On the dynamic side, the big issue is to overcome performance
trade-offs. Based on theories of organizational change, process change,
and dynamic capabilities, the book presents a model of supply chain
process change. On structure, the focus is on the role of an SCM
steering department.
Illustrative cases are included from such diverse industries as
automobiles (Toyota and Nissan ), personal computers (Fujitsu), office
equipment (Ricoh), air-conditioning (Daikin), tobacco (Japan Tobacco),
chemicals and cosmetics (Kao), and casual fashion (Fast Retailing and
Inditex).The strategy and organization of SCM is systematically
presented on the basis of the SSPP framework.
In particular, the relationships among three management
elements--strategy, structure, and process--can be identified in an SCM
context. From many of the cases contained in this volume, there emerges
an understanding of how to analyze the success and failure factors of
SCM using the SSPP framework. In addition, the reader sees not only the
static side SCM such as process operation but also its dynamic side such
as process innovation and process improvement.
