SCM Evolution

Six major movements can be observed in the evolution of supply chain management studies are

• Creation,
• Integration
• Globalization
• Specialization phases one
• Specialization phases two
• SCM 2.0.

Creation era

The term “supply chain management” was first coined by Keith Oliver in 1982. Oliver defined in 1982 the Supply Chain concept as follows: -“Supply chain management (SCM) is the process of planning, implementing, and controlling the operations of the supply chain with the purpose to satisfy customer requirements as efficiently as possible. Supply chain management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point-of-origin to point-of-consumption”. Since then, almost all Supply Chain Book authors have developed their own definitions. Some of them are subtle variations and others add more detail, but most of them remain close to Oliver’s original definition. A 2003 article in a Strategy+Business Issue named When Will Supply Chain Management Grow Up? by Tim Laseter and Keith Oliver himself describes anecdotically the moment in which the term Supply Chain Management was coined prior to the Financial Times interview: Oliver began to develop a vision to tear down the functional silos inside an organization (manufacturing, marketing, distribution, sales and finance). He and his team called it Integrated Inventory Management, abbreviated I2M in the late 70’s. They believed that the term was catchy and the I2M acronym would be well received, but it all changed during a key steering committee meeting with Dutch electronics giant Philips. At the meeting, he and his team found out that their catchy phrase was not that catchy, and Oliver was challenged by one of the customer’s managers: Mr. Van t’Hoff. Oliver explained Mr. Van t’Hoff what he meant by I2M: “We’re talking about the management of a chain of supply as though it were a single entity,” Mr. Oliver replied, ―not a group of disparate functions.” “Then why don’t you call it that?” Mr. Van t’Hoff said. “Call it what?” Mr. Oliver asked. “Total supply chain management.” Scott Stephens, Former Chair of the Supply-Chain Council (SCC) (1983–1997) and Former Chief Technology Officer of the SCC (1997–2005) states in his blog that after knowing the story, he was not really sure if it was Keith Oliver or Mr. Van t’Hoff who coined the term. But as Oliver developed the concept prior to the meeting and used it first in public during the Financial Times interview, gives credit to Oliver’s story to be the Ring of Truth. However, the concept of a supply chain in management was of great importance long before, in the early 20th century, especially with the creation of the assembly line. The characteristics of this era of supply chain management include the need for large-scale changes, re-engineering, downsizing driven by cost reduction programs, and widespread attention to Japanese management practices.

Integration era

This era of supply chain management studies was highlighted with the development of electronic data interchange (EDI) systems in the 1960s, and developed through the 1990s by the introduction of enterprise resource planning (ERP) systems. This era has continued to develop into the 21st century with the expansion of Internet-based collaborative systems. This era of supply chain evolution is characterized by both increasing value added and cost reductions through integration. A supply chain can be classified as a stage 1, 2 or 3 networks. In a stage 1– type supply chain, systems such as production, storage, distribution, and material control are not linked and are independent of each other. In a stage 2 supply chain, these are integrated under one plan and are ERP enabled. Enterprise resource planning (ERP) is business management software—usually a suite of integrated applications—that a company can use to store and manage data from every stage of business, including:

• Product planning, cost and development
• Manufacturing
• Marketing and sales
• Inventory management
• Shipping and payment

ERP provides an integrated real-time view of core business processes, using common databases maintained by a database management system. ERP systems track business resources—cash, raw materials, production capacity—and the status of business commitments: orders, purchase orders, and payroll. The applications that make up the system share data across the various departments (manufacturing, purchasing, sales, accounting, etc.) that entered the data. ERP facilitates information flow between all business functions, and manages connections to outside stakeholders. Enterprise system software is a multi-billion dollar industry that produces components that support a variety of business functions. IT investments have become the largest category of capital expenditure in United States-based businesses over the past decade. Though early ERP systems focused on large enterprises, smaller enterprises increasingly use ERP systems. Organizations consider the ERP system a vital organizational tool because it integrates varied organizational systems and facilitates error-free transactions and production. However, ERP system development is different from traditional systems development. ERP systems run on a variety of computer hardware and network configurations, typically using a database as an information repository.

A stage 3 supply chain is one that achieves vertical integration with upstream suppliers and downstream customers. Vertically integrated companies in a supply chain are united through a common owner. Usually each member of the supply chain produces a different product or (market-specific) service, and the products combine to satisfy a common need. It is contrasted with horizontal integration. Vertical integration has also described management styles that bring large portions of the supply chain not only under a common ownership, but also into one corporation (as in the 1920s when the Ford River Rouge Complex began making much of its own steel rather than buying it from suppliers).An example of this kind of supply chain is Tesco.

Globalization era

The third movement of supply chain management development, the globalization era, can be characterized by the attention given to global systems of supplier relationships and the expansion of supply chains over national boundaries and into other continents. Although the use of global sources in organizations’ supply chains can be traced back several decades (e.g., in the oil industry), it was not until the late 1980s that a considerable number of organizations started to integrate global sources into their core business. This era is characterized by the globalization of supply chain management in organizations with the goal of increasing their competitive advantage, adding value, and reducing costs through global sourcing.

Specialization era (phase I): outsourced manufacturing and distribution

In the 1990s, companies began to focus on “core competencies” and specialization. They abandoned vertical integration, sold off non-core operations, and outsourced those functions to other companies. This changed management requirements, by extending the supply chain beyond the company walls and distributing management across specialized supply chain partnerships. This transition also refocused the fundamental perspectives of each organization. Original equipment manufacturers (OEMs) became brand owners that required visibility deep into their supply base. They had to control the entire supply chain from above, instead of from within. Contract manufacturers had to manage bills of material with different part-numbering schemes from multiple OEMs and support customer requests for work-in-process visibility and vendor-managed inventory (VMI).

The specialization model creates manufacturing and distribution networks composed of several individual supply chains specific to producers, suppliers, and customers that work together to design, manufacture, distribute, market, sell, and service a product. This set of partners may change according to a given market, region, or channel, resulting in a proliferation of trading partner environments, each with its own unique characteristics and demands.

Specialization era (phase II): supply chain management as a service

Specialization within the supply chain began in the 1980s with the inception of transportation brokerages, warehouse management, and non-asset-based carriers, and has matured beyond transportation and logistics into aspects of supply planning, collaboration, execution, and performance management.

Market forces sometimes demand rapid changes from suppliers, logistics providers, locations, or customers in their role as components of supply chain networks. This variability has significant effects on supply chain infrastructure, from the foundation layers of establishing and managing electronic communication between trading partners, to more complex requirements such as the configuration of processes and work flows that are essential to the management of the network itself.

Supply chain specialization enables companies to improve their overall competencies in the same way that outsourced manufacturing and distribution has done; it allows them to focus on their core competencies and assemble networks of specific, best-in-class partners to contribute to the overall value chain itself, thereby increasing overall performance and efficiency. The ability to quickly obtain and deploy this domain-specific supply chain expertise without developing and maintaining an entirely unique and complex competency in house is a leading reason why supply chain specialization is gaining popularity.

• Outsourced technology hosting for supply chain solutions debuted in the late 1990s and has taken root primarily in transportation and collaboration categories. This has progressed from the application service provider (ASP) model from roughly 1998 through 2003, to the on-demand model from approximately 2003 through 2006, to the software as a service (SaaS) model currently in focus today. The internet hosting provides computer-based services to customers over a network. Software offered using an ASP model is also sometimes called on-demand software or software as a service (SaaS). The most limited sense of this business is that of providing access to a particular application program (such as customer relationship management) using a standard protocol such as HTTP. The need for ASPs has evolved from the increasing costs of specialized software that have far exceeded the price range of small to medium sized businesses. As well, the growing complexities of software have led to huge costs in distributing the software to end-users. Through ASPs, the complexities and costs of such software can be cut down. In addition, the issues of upgrading have been eliminated from the end-firm by placing the onus on the ASP to maintain up-to-date services, 24 x 7 technical support, physical and electronic security and in-built support for business continuity and flexible working. The importance of this marketplace is reflected by its size. As of early 2003, estimates of the United States market range from 1.5 to 4 billion dollars. Clients for ASP services include businesses, government organizations, non-profits, and membership organizations. There are several forms of ASP business. These are:

• A specialist or functional ASP delivers a single application, such as credit card payment processing or timesheet services;
• A vertical market ASP delivers a solution package for a specific customer type, such as a dental practice;
• An enterprise ASP delivers broad spectrum solutions;
• A local ASP delivers small business services within a limited area.
• Some analysts identify a volume ASP as a fifth type. This is basically a specialist ASP that offers a low cost packaged solution via their own website. PayPal was an instance of this type, and their volume was one way to lower the unit cost of each transaction.
• In addition to these types, some large multi-line companies (such as HP and IBM), use ASP concepts as a particular business model that supports some specific customers.

Supply chain management 2.0 (SCM 2.0)

Building on globalization and specialization, the term “SCM 2.0” has been coined to describe both changes within supply chains themselves as well as the evolution of processes, methods, and tools to manage them in this new “era”. The growing popularity of collaborative platforms is highlighted by the rise of TradeCard’s supply chain collaboration platform, which connects multiple buyers and suppliers with financial institutions, enabling them to conduct automated supply-chain finance transactions. TradeCard, Inc. was an American software company. Its main product, also called TradeCard, was a SaaS collaboration product that was designed to allow companies to manage their extended supply chains including tracking movement of goods and payments. TradeCard has improved visibility, cash flow and margins for over 10,000 retailers and brands, factories and suppliers, and service providers (financial institutions, logistics service providers, customs brokers and agents) operating in 78 countries. Clients include retailers and brands such as Coach, Inc. Levi Strauss & Co., Columbia Sportswear, Guess (clothing), Rite Aid, and Perry Ellis International. Deloitte cited TradeCard for its entrepreneurial and disruptive cloud technology enterprise resource planning solution that provides new IT architectures designed to address unmet needs of enterprises. TradeCard is headquartered in New York City, with offices in San Francisco, Amsterdam, Hong Kong, Shenzhen, Shanghai, Taipei, Seoul, Colombo and Ho Chi Minh City. On January 7, 2013, TradeCard and GT Nexus announced plans to merge creating a global supply-chain management company that would employ about 1,000 people and serve about 20,000 businesses in industries including manufacturing, retail and pharmaceuticals

Web 2.0 is a trend in the use of the World Wide Web that is meant to increase creativity, information sharing, and collaboration among users. At its core, the common attribute of Web 2.0 is to help navigate the vast information available on the Web in order to find what is being bought. It is the notion of a usable pathway. SCM 2.0 replicates this notion in supply chain operations. It is the pathway to SCM results, a combination of processes, methodologies, tools, and delivery options to guide companies to their results quickly as the complexity and speed of the supply chain increase due to global competition; rapid price fluctuations; surging oil prices; short product life cycles; expanded specialization; near-, far-, and off-shoring; and talent scarcity.

SCM 2.0 leverages solutions designed to rapidly deliver results with the agility to quickly manage future change for continuous flexibility, value, and success. This is delivered through competency networks composed of best-of-breed supply chain expertise to understand which elements, both operationally and organizationally, deliver results, as well as through intimate understanding of how to manage these elements to achieve the desired results. The solutions are delivered in a variety of options, such as no-touch via business process outsourcing, mid-touch via managed services and software as a service (SaaS), or high-touch in the traditional software deployment model.