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...d hands-on experience in managing the global flow of goods and information along the SC. However, planning and implementing an SCM system is a very complex and challenging activity (Koh et al., 2006; =-=Power, 2005-=-; Tummala et al., 2006). Learning by experience gained outside the context of teacher-led instruction is highly valuable in acquiring the necessary knowledge of SCM (Samaddar & Kadiyala, 2006; Spekman...

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...the overall SC costs [13]. Such coordination involves not only the implementation of enterprise resource planning systems (ERP) and its associated links [14], but also the joint planning processes and the development of synchronized forecasts [15]. Coordination requires breaking down communication barriers and overcoming the reluctance to share information, it also requires aligning the different interests and management styles. All these requirements allow coordination to move towards an integrated management of chains that ultimately replaces any other functional process management approach [16]. Coordination is reflected when the members of a SC jointly minimize operating costs and share profits after production planning policies and programming operations have been deployed [17]. Typically, the literature distinguishes several strategies to achieve coordination of operations in an SC (e.g., purchasing policies, bulk discounts, inventory management, and lot sizes). However, few of these approaches have been applied to the sector of pharmaceutical SC (Medicines and medical Balcázar-Camacho et al / DYNA 83 (197), pp. 203-211. June, 2016. 205 supplies) in Latin American countries. The ...

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...the businesses‟ long term prospects. A growing body of literature has noted the relationship between supply chain practices and business strategy (McManus, 2008; Cousins, 2005; Fombrun and Shanley, 1990), Those firms that implement and develop responsible supply chain practices are clearly pursuing differentiation strategies (McWilliams and Siegel, 2001), Therefore, “the supply chain function cannot be viewed in isolation from the firm and its competitive advantage” (Knudsen, 2003, p. 720; Watts et al., 1995), This suggests that the organisational goals could guide the supply chain practices (Power, 2005), and that the two variables must be coordinated (Tamas, 2000), Narasimhan and Carter (1998) argued that the supply chain strategy must support product and market characteristics, for firms to achieve a competitive advantage. They held that those firms, who adopted a differentiation / customisation strategy were choosing those suppliers who were characterised for their product innovation, technological leadership, total quality management and internal organisational integration. In contrast, they contended that the firms that pursued traditional manufacturing‐oriented strategies (low‐cost) pri...

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...ay (1997) and Dyer and Nobeoka (2000) undertook research on Toyota and examined the impacts of supply chain development on employee relations. Thus, previous empirical studies discuss HRM only as consequences of SCM, rather than the consideration of HRM as a driver for effective SCM. Indeed, HRM is rarely examined in the way decisions are made in SCM. For example, Goffin et al. (2006), in a recent exploratory study, noted that while the literature extols the need for integration in the supply chain, the reality is that consideration of supplier competence is far from ideal (Scarbrough, 1998). Power (2005) purported that the adoption of strategic thinking across the supply chain is challenging since “this is easier said than done within a stand-alone organisation, let alone across a diverse and dispersed group of trading partners (p. 252)”. Even the literature on supplier development (Krause and Scannell, 2002) aimed at integrating supply chains has focussed on aligning business processes across multiple organisations, albeit with little emphasis on HRM. There is scope for exploring the role of HRM in driving effective SCM in construction, and how greater alignment and integration of HRM practi...

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...explain that the reason for this was the emergence of a globalised marketplace. Wood (1997) argues that firms need to become more integrative amongst other firms to reduce the vulnerability of the supply chain. There are various case studies where firms are becoming more integrative to their supply chain partners. Lamming (1993) and Womack, Jones and Roos (1990) mention the Japanese automotive industry and the Italian craft-based industry as basic examples. Lean and Just-In-Time (JIT) Management have added factors that helped enhanced the operational processes of the supply chain (Wood, 1997; Power, 2005). The requirement for organisations to become actively responsive to the needs of customers has increasingly been important (Christopher, 2000). Power (2005) observes that speed (delivering customer demand quickly), Volume 7 2009 Otago Management Graduate Review Fortes 53 agility (responsiveness to customer demand) and leanness (doing more with less) are the contributing factors that would make firms more competitive. The Chronology of Green Supply Chain Management (GrSCM) Green supply chain management (GrSCM) is an emerging field that strands out of the traditional supply chain perspective. T...

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...all along the supply chain [4].Indeed, effective information sharing can be taken into account as one of the most significant abilities of supply chain process [32] by which efficient operation of the firm as a single partner of supply chain is considerably affected and more importantly firm does not need to possess other parts of the supply chain in order to operate more efficiently. Furthermore, integration and coordination across supply chain can be well provided through information sharing [40].Failures can occur in case of information delays, shortage or distortion across the supply chain[4, 25].Shorter order cycle time and lower total cost can be provided through applying higher level of information sharing by firms operating within the supply chain [21]. It is imperative to mention that in any supply chain, what information is shared, with whom it is shared and how it is shared can influence the impact of information sharing on supply chain performance [3,20,15]. As these issues should be initially considered in the supply chain design process, the impact of information sharing on supply chain performance must be evaluated together with the design considerations. Therefore, the des...