Zeinolabedin Akbarzadeh; Abdolhamid Safaei Ghadikolaei
Abstract
Today, one of the main concerns of managers interested in supply chain novel paradigms (SC) is identification of improvement priorities and determination of the focal points to promote the performance of SC. With studying effective practices performance in three echelons of Kalleh SC (first tier supplier, ...
Read More
Today, one of the main concerns of managers interested in supply chain novel paradigms (SC) is identification of improvement priorities and determination of the focal points to promote the performance of SC. With studying effective practices performance in three echelons of Kalleh SC (first tier supplier, focal firm and first tier distributor), the present paper seeks to identify key components of LARG (Lean, Agile, Resilient and Green) SC and improve them in this company by developing a practical and strategic decision making model. The results show that the greatest gap in Pole Co. is in just-in-time production practices and the smallest gap is in the ability to reduce likely risks. In Kalleh Co., the greatest gap was found in close & long term relationship with suppliers and the least one was in the development of visibilities in SC. The greatest gap in Banichow Co, was quick responsiveness to customers and the least one was the ability to reduce of likely risks
Gholamreza Jamali; Elham Karimi Asl
Abstract
Supply Chain Management (SCM) is considered as a key factor to achieve goals such as creating competitive advantage, product quality improvement and increasing profitability in the cement industry. The main purpose of this research is to determine competitive positioning for LARG supply chain in the ...
Read More
Supply Chain Management (SCM) is considered as a key factor to achieve goals such as creating competitive advantage, product quality improvement and increasing profitability in the cement industry. The main purpose of this research is to determine competitive positioning for LARG supply chain in the iranian cement industry and to do Importance-Performance Analysis (IPA) for its related strategic requirements (Strenghts, Weaknesses, Opportunities and Threats). A survey-descriptive research method was applied and an available sample includes 11 Iranian cement companies were selected. First, with reviewing related literature and using the Delphi Method (DM), the strategic requirements of LARG supply chain in the cement industry identified. In the next step, the importance of each strategic requirement determined using SWARA technique. Then the results of applying Internal/External Factors Evaluation (IFE/EFE) matrix showed that to achieve the suitable position in the LARG supply chain for the Iranian cement industry an aggressive strategy should be taken. In the final step, applying Importance-Performance Analysis (IPA) matrix showed all requirements for aggressive strategy except exporting opportunities and cooperation culture in the supply chain that were in quadrant one, evaluated in quadrant II (keep up the good work). Finally, some suggestions presented toward improving LARG supply chain performance in the Iranian cement industry.
