Abstract
In the Preface it was stated that the accelerating pace of change is the single most important factor shaping all aspects of contemporary business from economics to technology, from the way products are produced to the way they are bought. Whereas it is true that technology has revealed exciting new methods of designing and producing products and communicating them to the customer, it is through the activity of distribution that products reach the marketplace and the exchange process is determined. Throughout history, businesses have been faced with the problem that demand for goods often extended far beyond the locations where they were made and that products were not always available at the time when customers wanted them. Where the capabilities of distribution have been limited, people must live close to the source of production and will have access to a limited range of goods and services. On the other hand, societies that possess highly complex and inexpensive distribution systems are marked by production efficiencies, a wide spectrum of available products, the rapid exchange of goods, and accelerating standards of living. Efficient and constantly developing supply chain systems enable enterprises to leverage and focus productive functions while extending the reach of their products to meet national and international demand. In today’s marketplace, supply chain management provides the bridge linking products to distant markets separated by global time and distance.
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References
These comments have been summarized in part from Ross, David F., Introduction to e-Supply Chain Management: Engaging Technology to Build Market-Winning Business Partnerships. Boca Raton, FL: St. Lucie Press, 2003, pp. 2–4; Ross, David F., Competing Through Supply Chain Management: Creating Market-Winning Strategies Through Supply Chain Partnerships. Boston, MA: Kluwer Academic Publishers, 1998, pp. ix–xi; and, Coyle, John J., Bardi, Edward J., and Langley, C. John, The Management of Business Logistics, 7th ed. New York: West Publishing Co., 2003, pp. 5–11.
Bardi, Edward J., and Langley, C. John, The Management of Business Logistics, 7th ed. New York: West Publishing Co., 2003 Coyle, et al., p. 9 and Deloitte & Touche, “The Challenge of Complexity in Global Manufacturing — Trends in Supply Chain Management,” 2003.
For more detail on the historical evolution of the SCM concept see Ross, Competing Through Supply Chain Management, pp. 72–107.
For an interesting historical approach to logistics in the late 1960’s see the articles in Bowersox, Donald J., LaLonde, Bemard J., and Smykay, Edward W., eds., Readings in Physical Distribution Management: The Logistics of Marketing. London: Macmillan, 1969.
For a more in-depth analysis of the problems besetting conventional SCM channels see Small, Jeffrey C., “Convergence of Technology: The Supply Chain Meets the Web,” Supply Chain Management Review, 5, 1, 2001, pp. 52–59 and Harrington, Lisa H., “Adversity Breeds Creativity,” Inbound Logistics, 22, 12, 2002, pp. 43–46.
See the comments in Radjou, Navi, “Exit Supply Chains; Enter Adapative Supply Networks,” Supply Chain e-Business, (July/August), 2002, pp. 42–43.
For a more detailed treatment of this topic see Ross, Competing Through Supply Chain Management, pp. 13–33.
This definition has been adapted from Ibid, p. 18.
Reary, Rob and Springer, Alicia, “Return on Relationship: a Different Lens on Business,” in Achieving Supply Chain Excellence Through Technology, 3, Anderson, David L., ed., Montgomery Research, San Francisco, 2001, 41.
See the analysis in Haydock, Michael, “Supply Chain Intelligence,” in Achieving Supply Chain Excellence Through Technology, 5, Mulani, Narendra, ed., San Francisco, CA: Montgomery Research, Inc., 2003, pp. 15–21 and Aberdeen Group, “Strategic e-Sourcing: A Framework for Negotiating Competitive Advantage,” April, 2001.
Bovet, David and Martha, Joseph, Value Nets: Breaking the Supply Chain to Unlock Hidden Profits. New York: John Wiley, 2000, p. 4.
These three principles have been defined in Martha, Joseph, Value Nets: Breaking the Supply Chain to Unlock Hidden Profits. New York: John Wiley, 2000 Ibid, pp. 37–53.
Ross, Introduction to e-Supply Chain Management, p. 53.
Treacy, Michael and Dobrin, David, “Make Progress in Small Steps,” Optimize Magazine, November, 2001, pp. 53–60.
Prahalad, C.K. and Ramaswamy, Venkatram, “The Collaboration Continuum,” Optimize Magazine, November, 2001, pp. 31–39.
Delaney, Robert V., “14th Annual’ state of Logistics Report,’ The Case for Reconfiguration,” ProLogis/Cass Information Systems, June 2, 2003, Figure #7.
See Ross, Introdu ction to e-Supply Chain Management, p. 285.
Ibid, pp. 280–281.
For a greater treatment of these basic measurements consult Bowersox, Donald J. and Closs, David J., Logistical Management: The Integrated Supply Chain Process. New York: The McGraw-Hill Companies, Inc., 1996, pp. 41–43.
Lambert, Douglas M. and Stock, James R., Strategic Logistics Management, 3rd ed., Homewood, IL: Irwin, 1993, pp. 632–633. See also La Londe, Bemard L. and Masters, James M., “Organizational Trends and Career Paths in Distribution,” in The Distribution Management Handbook, Tompkins, James A. and Harmelink, Dale A., eds., New York: McGraw-Hill, 1994, pp. 7.5–7.11.
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Ross, D.F. (2004). The Rise of Supply Chain Management. In: Distribution Planning and Control. Chapman & Hall Materials Management/Logistics Series. Springer, Boston, MA. https://doi.org/10.1007/978-1-4419-8939-0_1
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DOI: https://doi.org/10.1007/978-1-4419-8939-0_1
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