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The purpose of this research is to produce a report that shall outline the practicality of implementing integrative SCM systems in organizations. Since the nature of the study is to speculate, analyze and explore ways to implement ERP systems, the chosen a qualitative research paradigm to reflect upon the phenomenon under study (Stenbacka 2001). Through secondary resources such as books, journal articles, magazines, newspapers and the Internet the researcher shall develop a theoretical framework. Moreover, to ensure that the this report has practical implications, case studies shall be used to explore these concepts in practice, based on the ideology that action research is critical for problem-solving studies. It offers a participative and collaborative approach to research (Gummesson 1993 qt. Neergaard and Ulhøi 2007). In the process, I hope to gain an understanding of the challenges, setbacks and application of integrative SCM in an online environment, and formulate recommendations for modern organizations endeavouring to adopt eSCM systems.

3. Literature Review

3.1 Supply Chain Management - Activities and Processes

In the past, demand-supply management is characterized by buyer-supplier relationship in which the supplier vies for its customers while the buyer shops for the best deal. The relationship is distinguished by profit margins (Porter 1980). Evolving SCM gave way to supplier-buyer partnership in which both the parties see the exchange process as a win-win situation. Indeed, in a partnership approach, the supplier and buyer engage in a vertical integration of supplies, control, cost and quality. Obviously, this requires close coordination of scheduling, cooperation of production and process improvement to reduce cost to benefit both, the supplier and the buyer (Womack et al 1990). The partnership approach to SCM is vulnerable to industry and economic evolution such has been the case of transitioning economies from labour intensive to computing, during the 1970s and 1980s.

As a result, manufacturing organizations sought for a formula that would effectively reduce production cycle, offer room for innovation and add value to the process of distribution at a low cost and on time. This they were sure would ensure sustained competitive advantage and help them gain customer loyalty. From this conceptual framework emerged SCM. SCM is characterized by tiers of processes involving materials suppliers, service providers and customers (Fawcett 2002) and can be defined as processes that “begin with the customer and shape the organization of the supply chain.' Traditionally, SCM strategies involved developing a competitive environment and power channel in which the supplier and buyer has the bargaining power. However, with emergence of globalization, this strategy has elevated the power of the final consumer, resulting in highly customized delivery systems, communication 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。