The firm In this research is a trading company that has been exploiting and marketing hi-tech materials and equipments since it was founded in 1968. From 1980, the firm has been working on the globalization arrangement and the requirement to expand the company's operation scope. The overseas subsidiaries were established in south-eastern Asia, Hong Kong, and China. In today's growing complexity of global networks of supply chains and hypercompetitive business environments, firms are confronted with the need to manage supply chain activities across functions and between firms. Yet the overseas subsidiaries might not certainly get enough resources and support from their headquarter to conquer the challenges, even though they usually face tough competition and greater customer scale especially in China. The profit center system is the major reason that obstructs the cooperation between the headquarter and the overseas subsidiaries. Some employees of the headquarter just care their own business region, instead of assisting overseas subsidiaries to grow up together, and developing the strategies of the whole business group for the future. The findings show that a firm¡¦s cross-functional orientation (CFO) has positive effect on supply chain management (SCM) performance with empirical evidence. The conclusions are as below¡G 1. The cross-functional orientation (CFO) has remarkably positive effect on customer satisfaction. And the stronger factors that encourage CFO to enhance customer satisfaction are operation linkage and technology integration. 2. The cross-functional orientation (CFO) affects remarkably and positively on supply chain management (SCM) responsiveness. And operation linkage, participative management, and technology integration are stronger factors that encourage CFO to enhance supply chain responsiveness. 3. The supply chain management (SCM) responsiveness has remarkably positive effect on customer satisfaction. 4. The customer satisfaction of the headquarter and overseas subsidiaries influences each other.

South African Government introduced the supply chain management framework in 2003, with a vision of creating a seamless system which will play a pivotal role in service delivery provision to the communities, while achieving the objectives of cost effectiveness, fairness, equity transparency and ethics. The main aim of adopting this framework immediately after reform was to align the Public Sector Supply Chain management to the best practices. Unfortunately since its inception the supply chain management, particularly in the local government, has not enjoyed good publicity, due to the following three main factors, firstly incompetency of the supply chain management practitioners on using the preference points system, writing insufficient motivation when deviating from the SCM policies and irregular extensions of validity periods. The second main factor is the unethical conduct of the supply chain management practitioners in collusion with suppliers to overprice their respective tenders and also to supply inferior material for projects intended for community development. The last main factor is the lack of political leadership to enforce compliance, such as consequence management for those who contravened the supply chain management policies, as some councillors are also found doing business with their municipalities which is against the Municipal System Act 32 of 2000. The aim of this study was to establish an effective supply chain management framework for local municipalities in order to achieve the primary objectives of Section 217 of the Constitution of the Republic which are fairness, equity, transparency, and competitive and cost effectiveness. The study found that supply chain management practitioners have indicated that they have a very good understanding of how the supply chain management framework should be applied and of related legislations, but the literature differs with the views of the practitioners, as corruption, fraud and lack of consequences reports are still raised by the Auditor General South Africa and by other publications over the years. The following are recommendations that should be taken into account for the supply framework to function effectively: - Establish a Supply Chain Management Professional Association (SCMPA) of which the role is to provide annual online assessment for all the supply chain management practitioners; - To use the Construction Industry Development Board (CIDB) grading certificate as evaluation minimum criteria of assessing functionality in accordance with the specific project; - Cancel the provision to re-issue or re-advertise the tenders after the supply chain management unit has received quotations from suppliers. - Municipalities should develop an integrated online commodity price listing supply database which should be operational 24 hours. Also to develop a Cellular phone application that will enable all the service providers to access the portal at any time to load their respective prices. - Make provision to include members of the audit committee to be charged for negligence under financial misconduct section 171 of the Municipal Finance Management Act 56 of 2003. - To provide the Auditor General South Africa and the Public Protector with legislative powers to refer malpractices or contravention with the supply chain policies to the SCMPA and SAPS to recover wasteful and fruitless expenditure as required by Section 102 of Municipal Finance Management Act (MFMA) of 56 of 2003 after complying with section 173 of the MFMA. / MBA, North-West University, Potchefstroom Campus, 2015

South African Government introduced the supply chain management framework in 2003, with a vision of creating a seamless system which will play a pivotal role in service delivery provision to the communities, while achieving the objectives of cost effectiveness, fairness, equity transparency and ethics. The main aim of adopting this framework immediately after reform was to align the Public Sector Supply Chain management to the best practices. Unfortunately since its inception the supply chain management, particularly in the local government, has not enjoyed good publicity, due to the following three main factors, firstly incompetency of the supply chain management practitioners on using the preference points system, writing insufficient motivation when deviating from the SCM policies and irregular extensions of validity periods. The second main factor is the unethical conduct of the supply chain management practitioners in collusion with suppliers to overprice their respective tenders and also to supply inferior material for projects intended for community development. The last main factor is the lack of political leadership to enforce compliance, such as consequence management for those who contravened the supply chain management policies, as some councillors are also found doing business with their municipalities which is against the Municipal System Act 32 of 2000. The aim of this study was to establish an effective supply chain management framework for local municipalities in order to achieve the primary objectives of Section 217 of the Constitution of the Republic which are fairness, equity, transparency, and competitive and cost effectiveness. The study found that supply chain management practitioners have indicated that they have a very good understanding of how the supply chain management framework should be applied and of related legislations, but the literature differs with the views of the practitioners, as corruption, fraud and lack of consequences reports are still raised by the Auditor General South Africa and by other publications over the years. The following are recommendations that should be taken into account for the supply framework to function effectively: - Establish a Supply Chain Management Professional Association (SCMPA) of which the role is to provide annual online assessment for all the supply chain management practitioners; - To use the Construction Industry Development Board (CIDB) grading certificate as evaluation minimum criteria of assessing functionality in accordance with the specific project; - Cancel the provision to re-issue or re-advertise the tenders after the supply chain management unit has received quotations from suppliers. - Municipalities should develop an integrated online commodity price listing supply database which should be operational 24 hours. Also to develop a Cellular phone application that will enable all the service providers to access the portal at any time to load their respective prices. - Make provision to include members of the audit committee to be charged for negligence under financial misconduct section 171 of the Municipal Finance Management Act 56 of 2003. - To provide the Auditor General South Africa and the Public Protector with legislative powers to refer malpractices or contravention with the supply chain policies to the SCMPA and SAPS to recover wasteful and fruitless expenditure as required by Section 102 of Municipal Finance Management Act (MFMA) of 56 of 2003 after complying with section 173 of the MFMA. / MBA, North-West University, Potchefstroom Campus, 2015

Background: Exposure of non-sustainable practices put MNCs in bad light, hurting their brand image. Therefore, it is of great importance to ensure supplier sustainability upwards the chain. Vast focus has been put on the first-tier suppliers. However, there are few studies that have investigated the issue of second-tier supplier sustainability, and there are many real life examples of firms’ who failed to ensure second-tier supplier sustainability. Hence, the need for further investigation within the subject.   Purpose: The purpose of this study was to investigate how two Scandinavian-based MNCs ensure second-tier supplier sustainability within their supply chain.   Methodology: This thesis is conducted with an inductive approach, collecting qualitative data through semi-structured interviews and archival research, at two independent companies. Thus, a multiple case study. Empirical findings were analyzed through a template analysis. Based on the theoretical framework and formulated research questions, categories have been derived, constructing the outline for our empirical findings and analysis.   Conclusions: (I) Social and cultural distance are major determinants settling which second-tier suppliers being regarded as critical. Conclusively, these two factors are the major determinants identifying whom to prioritize. Furthermore, IT is recognized as a vital and beneficial tool to utilize when mapping the network of second-tier suppliers. (II) In order to achieve second-tier supplier compliance of CoC, “the grey area approach” is identified as the used approach by investigated companies. Further, long-term relationships with first-tier suppliers are a major key in order to ensure second-tier sustainability in long-term perspective. (III) Last but not least, first-tier supplier network investigation is regarded prior to choosing a first-tier supplier. However, it is nothing decisive since other factors are more important in the process.

Title: Analysis of sporting career of members of the cyclo-cross youth center Tábor Objectivess: The aim of my thesis is to find out what are the most common causes of the exodus of young children from SCM Tabor and to suggest how to prevent premature termination of a career. Methods: I used a systematic opinion poll asking as the main research method for data collection, using open and closed questions. For purpose of research sample, 27 cyclist were included as an active and inactive respondents from SCM Tabor. All respondents were male with the age range between 14-33 years old. I was sending out questionnaires via e-mail or I have met concerned respondents in person. Based on the answers I came up with results and I converted them into text and graphs in the thesis. Results: The results showed that most of young cyclists career end due to loss of motivation for training and for improving performance, thus responded 10 respondents, 45%. Six respondents, 27% of the total, pointed out as the reason for termination the failure in their sport career. Another two had as a reason to end financial problems in the family, furthermore one pointed out injury as a reason. Six parents of respondents had no sport history and three of them rather did not want their child to be a cyclist. For 26% of the...

Unibrands is a small company that has implemented a postponement strategy without knowing it. However, they have not implemented completely because they do not know the theories behind it. This report is an attempt to understand and analyze the problems of the implementation of postponement in the supply chain of Unibrands, in terms of examining the theoretical succeeds factors of postponement implementation in the case of Unibrands.The purpose is to determine what type of postponement strategy the supply chain use and what factors can hinder the use of postponement strategy in a SME fashion supply chain by applying an qualitative research approach. The collection of empirical data was through the interview guide approach in which we used meetings and telephone interviews with people representing Unibrands and their contact trading company. The results of this research can be concluded in few perspectives. Unibrands is imple-menting postponement in an improper format, with the results of several gaps in the supply chain related to the success factor in postponement. The request for the fully customization in colors and materials, the bottleneck of relationship developing which is caused by factory manager,  complicated procedures for sample testing, and lack of knowledge of different relationships in the supply chain. Postponement is never perfect, but for Unibrands some problems could very well hinder the efficiency in the supply chain. Solutions are proposed to solve the problems in chain. The proposals suggest re-lationship improvement and information sharing. In addition, culture adaptation by in-volving the right people in the right process.

Supply Chain Management (SCM) presents the new paradigm in strategic and operational business management for the 21st century. By offering a cooperative and integrated model of the value-creation process in a cross-organizational perspective, it also places new challenges on business management methods and instruments used, in theory as in practice. In the field of materials management, the new SCM perspective led to major changes in the methods used and in the emphasis of the different process steps. This master thesis presents classical as well as supply-chain-based materials management methods, compares them and draws conclusion on their use in theory and practice.   Materials Management (MM) was long neglected by business management and economic theory. The role of materials management as a secondary activity in the organization and its supportive role to production were encouraged in classical materials management. SCM reevaluated the value chain of whole industries and therefore reemphasized the strategic role of materials management for the supply chain. MM is divided into 5 steps or activity fields: supporting activities, sourcing, distribution, storage and disposal. SCM changed the methods used in each separate step. In supporting activities for example SCM requires multi-dimensional, long-term and dynamic instruments to guide decision-making in materials management, using cross-organizational cooperation to succeed, such as advanced purchasing. In sourcing the strategic role of sourcing was reemphasized by SCM and new tools such as the use of procurement marketing, SCR, green sourcing, TCO, ethical sourcing, PCB, strategic alliances and TPB were introduced, due to the new cooperative paradigm in SCM. In distribution and storage too, cooperative instruments are used to keep up competitiveness, such as VMI and integrated logistics. In disposal, however, SCM provides a totally new philosophy, reducing the focus on waste and enhancing material cycles, environmental programs and new recycling programs, such as reverse logistics. Overall in SCM, the main focus was relocated from scheduling and storage planning that was the main activity of materials management in the classical perspective to strategic sourcing and disposal as the two main processes of materials management. Concluding, the comparison of classical and supply-chain-based materials management showed, that SCM emphasizes on the strategic role of materials management by offering an integrated and process-oriented perspective on the value-creation process. Furthermore supply-chain-based materials management bases on communication, mutual interdependence and decreasing short-term competition to stay competitive in the long run as an entity, represented by the supply-chain. The long-term, complex and dynamic perspective of SCM and the pursuing of multiple and conflicting goals in SCM are mirrored in the methods used in supply-chain-based Materials Management. Recapitulatory, SCM reemphasized the strategic role of materials management as a cooperative, process-oriented primary activity within the supply-chain that has major potential for the competitiveness of the supply chain in the long-run.

In the rate of changes condition of the market in shape of increasing competitiveness situation, local as global, this leads to that logistics has to be developed in the same rate. Logistics has been developed from the military and after the war, logistics was figurative to the companies transport- and store problems. After this, logistics had been divided up into four different time phases (the seventies to the 21:th century). All these time phases have together develop the spectacle and focus of the logistics today. Afterward further developing of the logistics approach to Supply Chain Management (SCM) and afterward SCM, Demand Chain Management (DCM) was developed in aim to secure that the right products were manufactured on the basis of the end customers real requirement and wishes. This paper is taking the aim and problem formulation as a starting point. The problem formulation that I will answer is:  DCM, a new concept or the Emperor New Clothes? The aim with this paper is that I will examine how the historical developing has lead to the spectacle and application of logistics today. Further is the aim to see which difference and likeness the concept SCM and DCM has, in order to see if there is a further time phase of the logistics development that is in approaching. The aim is also to see how DCM practically can be applying. To be able to reach the aim of this paper, a qualitative procedure has been applied. Further I have done literary studies of theory around chosen problem area and I have done an interview. Empirical information has been collected by Electrolux AB, which are a world’s leader within manufacturing domestic appliance and corresponding equipment for professional user. The reason why Electrolux were chosen was because they were an early adopter of DCM. On the basis of the theory that was studyed around chosen problems area and the empirical information that has analysed, I have draught some conclusion to be able to answer the papers problem area and aim. Some of the conclusion I draught is that the historical development and the four time phrases that it includes, is that the four time phrases successive has formed the methods and tools that SCM constitute of. This developing has taken place under the years of the forties century until today, which makes SCM the result of a historical development rather then as a result of new revelationary ideas. Further I draught the conclusion that SCM should be implemented before DCM. I draught the conclusions that Electrolux apply DCM in a way that they has succeed too apply the theory that is described about DCM, but Electrolux has made an own interpretation of the concept. Via implement the analysis around the papers problem area and aim I consider that DCM is a variant of SCM, where the tool consumer insight is applying. On the basis of this I draught the conclusion that there isn’t sufficient that separate DCM from SCM to be able to approaching that DCM is a new time phrase in the logistical development. / Ändrade förhållanden på marknaden i form av ökande konkurrens har lett till att logistiken måste utvecklas i samma takt. Logistik utvecklades från det militära och har efter andra världskriget överförts och börjat tillämpas på företagens transport- och lagringsproblem. Logistik har därefter delats in i fyra olika tidsfaser (1960-2000-talet) och det är dessa tidsfaser som sedan har utvecklats till dagens synsätt och fokus inom logistik. Därefter utvecklades Supply Chain Management (SCM) och på senare tid även Demand Chain Management (DCM). Denna uppsats tar sin utgångspunkt i uppsatsens syfte och problemformulering. Den problemformulering som jag vill besvara med denna uppsats är: DCM, nytt koncept eller Kejsarens Nya Kläder? Syftet med denna uppsats är att jag vill undersöka hur den historiska utvecklingen lett fram till dagens syn och tillämpning av logistik. Vidare är syftet att se vilka skillnader och likheter koncepten SCM och DCM har för att därigenom kunna se om ytterligare en fas i logistikens utveckling är i antågande samt se hur DCM praktiskt kan tillämpas. För att uppnå syftet med uppsatsen har ett kvalitativt tillvägagångssätt tillämpats. Litterära studier har genomförts av teori kring valt problemområde samt en intervju. Empiriska data har samlats in på Electrolux AB som är en världsledande tillverkare av hushållsmaskiner och motsvarande utrustning för professionell användning. Anledningen till att Electrolux valdes för att göra empiriska studier på, var för att de i ett tidigt skede tillämpade DCM. Utifrån den teori som studerats kring valt problemområde samt utifrån de empiriska data som samlats in och analyserats har även ett antal slutsatser kunnat dras för att kunna besvara uppsatsens problemformulering och syfte. Jag har bland annat dragit slutsatsen att det är logistikens utveckling och dess tidsfaser, som successivt format de metoder och verktyg som SCM utgörs av. Denna utveckling har skett under åren från 1940-talet fram till idag, vilket gör att SCM är resultatet av en successiv utveckling snarare än resultatet av nya revolutionerande idéer. Vidare drar jag slutsatsen att DCM bör föregås av SCM. Slutsatser kring hur Electrolux tillämpar DCM är att de lyckats med att tillämpa den teori som finns beskrivet om DCM, fastän företaget har gjort en egen version av konceptet. Via genomförd analys kring uppsatsens problemformulering och syfte anser jag att DCM är en variant av SCM, där verktyget consumer insight tillämpas. Utifrån detta drar jag slutsatsen att DCM inte skiljer sig tillräckligt mycket från SCM för att kunna utgöra en ny fas i den logistiska utvecklingen.

<p>I nästan varje större organisation som arbetar med mjukvaruutveckling är ett "Software Configuration Management" (SCM) system ett måste. Anledningen till detta är att under utvecklingsfasen förändras mjukvarukoden ofta. Detta leder till att det är svårt att exempelvis spåra ändringar som gjorts tidigare i koden. Om organisationen inte har ett SCM-system blir situationen lätt kaotisk.</p><p>Att välja ett SCM-verktyg är inte enkelt. Det finns en uppsjö av verktyg på marknaden och varje leverantör erbjuder sina lösningar på problemen. Orsaken till detta är att det inte finns en standard som ett SCM-system måste följa. Det är helt och hållet upp till leverantören vad som ska ingå i systemet och hur det ska fungera. Detta gör det svårt för de organisationer som planerar att köpa in eller har köpt in ett SCM-system för att få den önskade funktionaliteten. Organisationen får helt enkelt anpassa sig efter verktyget.</p><p>Denna rapport kommer att fokusera på hur det är möjligt att få önskad funktionalitet eller kunna göra förbättringar mot ett befintligt SCM-system genom design av ett fristående verktyg som arbetar mot det i organisationen befintliga SCM-systemet.</p>

<p>Supply Chain Management (SCM) presents the new paradigm in strategic and operational business management for the 21^st century. By offering a cooperative and integrated model of the value-creation process in a cross-organizational perspective, it also places new challenges on business management methods and instruments used, in theory as in practice. In the field of materials management, the new SCM perspective led to major changes in the methods used and in the emphasis of the different process steps. This master thesis presents classical as well as supply-chain-based materials management methods, compares them and draws conclusion on their use in theory and practice.</p><p> </p><p>Materials Management (MM) was long neglected by business management and economic theory. The role of materials management as a secondary activity in the organization and its supportive role to production were encouraged in classical materials management. SCM reevaluated the value chain of whole industries and therefore reemphasized the strategic role of materials management for the supply chain. MM is divided into 5 steps or activity fields: supporting activities, sourcing, distribution, storage and disposal. SCM changed the methods used in each separate step. In supporting activities for example SCM requires multi-dimensional, long-term and dynamic instruments to guide decision-making in materials management, using cross-organizational cooperation to succeed, such as advanced purchasing. In sourcing the strategic role of sourcing was reemphasized by SCM and new tools such as the use of procurement marketing, SCR, green sourcing, TCO, ethical sourcing, PCB, strategic alliances and TPB were introduced, due to the new cooperative paradigm in SCM. In distribution and storage too, cooperative instruments are used to keep up competitiveness, such as VMI and integrated logistics. In disposal, however, SCM provides a totally new philosophy, reducing the focus on waste and enhancing material cycles, environmental programs and new recycling programs, such as reverse logistics. Overall in SCM, the main focus was relocated from scheduling and storage planning that was the main activity of materials management in the classical perspective to strategic sourcing and disposal as the two main processes of materials management.</p><p>Concluding, the comparison of classical and supply-chain-based materials management showed, that SCM emphasizes on the strategic role of materials management by offering an integrated and process-oriented perspective on the value-creation process. Furthermore supply-chain-based materials management bases on communication, mutual interdependence and decreasing short-term competition to stay competitive in the long run as an entity, represented by the supply-chain. The long-term, complex and dynamic perspective of SCM and the pursuing of multiple and conflicting goals in SCM are mirrored in the methods used in supply-chain-based Materials Management. Recapitulatory, SCM reemphasized the strategic role of materials management as a cooperative, process-oriented primary activity within the supply-chain that has major potential for the competitiveness of the supply chain in the long-run.</p>