Articles Current trends
MSCCTS119 – 2020/2021 – Blok 1 – Rotterdam business school
Table of contents
Week 1 ........................................................................................................................................................... 2
Oliveira, A. Gimeno, A. (2014) “A Guide to Supply Chain Management: The Evolution of SCM Models,
Strategies, and Practices”, Upper Saddle River. ............................................................................................ 2
White Paper; “Future State 2030; The global megatrends shaping governments”, KPMG International. .... 8
Brown, M. (2020) “Supply chain priorities and COVID-19”, Supply Chain Management Review, Vol. 24, Iss.
3, (May/Jun 2020): 44-47. ............................................................................................................................ 11
Week 2 ......................................................................................................................................................... 13
Madhani, P.M. (2019) “Building a Customer Centric Supply Chain Strategy: Enhancing Competitive
Advantages”, The IUP Journal of Business Strategy, Vol. XVI, No. 2. ........................................................... 13
Fishman, T.D., Kelkar, M. Schwartz, A. (2020) “Transportation Trends 2020”, Deloitte Insights. ............... 16
Pdf file: DI_Transport-trends-2020 .............................................................................................................. 16
Bickers, M. (ed.) (2020) “World Supply Chain Finance Report 2020), BCR Publishing. ............................... 18
Payne, T. (2019) “Digital Supply Chain Planning: The Art of the Possible Should Focus on Reducing the
Evils in Planning”, Gartner. .......................................................................................................................... 19
Week 4 ......................................................................................................................................................... 22
“Logistics Trend Radar”, DHL Trend Research, 5th Edition. ......................................................................... 22
Chae, B.C., McHaney, R. Sheu, C. (2020) “Exploring social media Use in B2B Supply Chain Operations,
Business Horizons, 63, 73-84. ...................................................................................................................... 24
“Future of Retail Operations: Winning in a Digital Era”, McKinsey & Company, Jan. 2020. ........................ 26
Week 6 ......................................................................................................................................................... 28
“Turning Intelligence into Value; 2020 ERP trends”, accenture ERP Report ............................................... 28
Week 8 ......................................................................................................................................................... 29
State of supply chain sustainability 2020..................................................................................................... 29
,Week 1
Oliveira, A. Gimeno, A. (2014) “A Guide to Supply Chain Management: The Evolution of SCM
Models, Strategies, and Practices”, Upper Saddle River.
https://learning.oreilly.com/library/view/a-guide-to/9780133820959/copyright.html
A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and
Practices introduces the core concept of knowledge management as the only strategy
capable of steering supply chains networks management to successfully compete in highly
competitive markets. This introductory work reviews supply chain practice from its earliest
stages and presents reference models that support our view of this discipline as a business
driver to deliver shareholder value.
Value chain: every firm is a collection of activities that are performed to design, produce,
market, deliver and support its product.
- Long-term profitability
- The relative position within an industry
Porter’s five competitive forces model: has a deep adherence to some microeconomics
principles, such as the supply and demand theory, cost and production theory, price
elasticity, customer behavior, market structures, number of players, market size and growth
rates, substitution effects and market entry barriers.
,The Five Competitive Forces Model provides a snapshot of the business environment, but it
does not establish a long-term active connection with factors internal or external to this
environment. The “five forces” theory does not address any cultural aspects of the
organization that may influence the competitive strategy definition, implementation, and
execution.
Traditional strategy lifecycle
The organization must be able to concurrently deliver a groundbreaking cost-benefit
environment to shareholders and stakeholders. From value chain to value network:
Network alignment reference model
The Supply Network Alignment Reference Model (SNAR Model) organizes all knowledge
areas that influence the management of supply chains networks. The SNAR Model is
structured into several knowledge areas that are grouped in three levels:
, 1. Supply chain building blocks: Planning logistics and synchronous operations
2. Governance levels: Tactic integration, supply chain governance, and business
integration
3. External relationships: Selected supply chain, extended supply chain, and supply
network
The coding system is very simple. It has two major categories:
- Internal network (1)
- External network (2)
Then it follows the structure already presented in this book. For the internal network, the
model builds five categories (from 01.01 to 01.05). For the external network, the model
defines the other three categories. Each of the eight categories that form the SNAR Model is
detailed into a third level.
SKMap: Supply network knowledge maturirty map: stages;
1. Pre-supply chain (functional silos)
MSCCTS119 – 2020/2021 – Blok 1 – Rotterdam business school
Table of contents
Week 1 ........................................................................................................................................................... 2
Oliveira, A. Gimeno, A. (2014) “A Guide to Supply Chain Management: The Evolution of SCM Models,
Strategies, and Practices”, Upper Saddle River. ............................................................................................ 2
White Paper; “Future State 2030; The global megatrends shaping governments”, KPMG International. .... 8
Brown, M. (2020) “Supply chain priorities and COVID-19”, Supply Chain Management Review, Vol. 24, Iss.
3, (May/Jun 2020): 44-47. ............................................................................................................................ 11
Week 2 ......................................................................................................................................................... 13
Madhani, P.M. (2019) “Building a Customer Centric Supply Chain Strategy: Enhancing Competitive
Advantages”, The IUP Journal of Business Strategy, Vol. XVI, No. 2. ........................................................... 13
Fishman, T.D., Kelkar, M. Schwartz, A. (2020) “Transportation Trends 2020”, Deloitte Insights. ............... 16
Pdf file: DI_Transport-trends-2020 .............................................................................................................. 16
Bickers, M. (ed.) (2020) “World Supply Chain Finance Report 2020), BCR Publishing. ............................... 18
Payne, T. (2019) “Digital Supply Chain Planning: The Art of the Possible Should Focus on Reducing the
Evils in Planning”, Gartner. .......................................................................................................................... 19
Week 4 ......................................................................................................................................................... 22
“Logistics Trend Radar”, DHL Trend Research, 5th Edition. ......................................................................... 22
Chae, B.C., McHaney, R. Sheu, C. (2020) “Exploring social media Use in B2B Supply Chain Operations,
Business Horizons, 63, 73-84. ...................................................................................................................... 24
“Future of Retail Operations: Winning in a Digital Era”, McKinsey & Company, Jan. 2020. ........................ 26
Week 6 ......................................................................................................................................................... 28
“Turning Intelligence into Value; 2020 ERP trends”, accenture ERP Report ............................................... 28
Week 8 ......................................................................................................................................................... 29
State of supply chain sustainability 2020..................................................................................................... 29
,Week 1
Oliveira, A. Gimeno, A. (2014) “A Guide to Supply Chain Management: The Evolution of SCM
Models, Strategies, and Practices”, Upper Saddle River.
https://learning.oreilly.com/library/view/a-guide-to/9780133820959/copyright.html
A Guide to Supply Chain Management: The Evolution of SCM Models, Strategies, and
Practices introduces the core concept of knowledge management as the only strategy
capable of steering supply chains networks management to successfully compete in highly
competitive markets. This introductory work reviews supply chain practice from its earliest
stages and presents reference models that support our view of this discipline as a business
driver to deliver shareholder value.
Value chain: every firm is a collection of activities that are performed to design, produce,
market, deliver and support its product.
- Long-term profitability
- The relative position within an industry
Porter’s five competitive forces model: has a deep adherence to some microeconomics
principles, such as the supply and demand theory, cost and production theory, price
elasticity, customer behavior, market structures, number of players, market size and growth
rates, substitution effects and market entry barriers.
,The Five Competitive Forces Model provides a snapshot of the business environment, but it
does not establish a long-term active connection with factors internal or external to this
environment. The “five forces” theory does not address any cultural aspects of the
organization that may influence the competitive strategy definition, implementation, and
execution.
Traditional strategy lifecycle
The organization must be able to concurrently deliver a groundbreaking cost-benefit
environment to shareholders and stakeholders. From value chain to value network:
Network alignment reference model
The Supply Network Alignment Reference Model (SNAR Model) organizes all knowledge
areas that influence the management of supply chains networks. The SNAR Model is
structured into several knowledge areas that are grouped in three levels:
, 1. Supply chain building blocks: Planning logistics and synchronous operations
2. Governance levels: Tactic integration, supply chain governance, and business
integration
3. External relationships: Selected supply chain, extended supply chain, and supply
network
The coding system is very simple. It has two major categories:
- Internal network (1)
- External network (2)
Then it follows the structure already presented in this book. For the internal network, the
model builds five categories (from 01.01 to 01.05). For the external network, the model
defines the other three categories. Each of the eight categories that form the SNAR Model is
detailed into a third level.
SKMap: Supply network knowledge maturirty map: stages;
1. Pre-supply chain (functional silos)
