Academic journal article Asian Social Science

The Moderating Role of Advance Manufacturing Technology (AMT) on the Relationship between LARG-Supply Chain and Supply Chain Performance

Academic journal article Asian Social Science

The Moderating Role of Advance Manufacturing Technology (AMT) on the Relationship between LARG-Supply Chain and Supply Chain Performance

Article excerpt

1. Supply Chain Management

Tan (2001) demonstrated that SCM is an effective supply scheme used by industrialists. This scheme can be used to explain several activities such as transportation, logistic tasks, and retailing. SCM also determines such value-added activities as those related to raw materials, end users, and recycling

Melnyk et al. (2009) indicated that SCM is a support field of study transformation. SCM has a competitive advantage in firms and organizations. The utilization of SCM is enhanced because of the increased information system, administration, science, logistics, and operation management. SCM employs optimism methods and used resources.

2. (Lean, Agile, Resilient, and Green)-LARG-Supply Chain

Cabral et al. (2011a) considered that LARG-SC models and introduced similar characteristic management philosophies. LARG-SC plays an important role in the worldwide marketplace.

Carvalho and Cruz-Machado (2009) applied LARG models to SC. LARG-SC models generally have the same international objective to meet consumer requirements. However, LARG models differ in their particular objectives. Lean SC is used for waste minimization; agile SC is aimed at a rapid reaction towards marketplace modifications, resilient SC pertains to capabilities that should be effectively met; and green SC aims to achieve low environmental impacts.

2.1 Lean SCM

Liu et al. (2013) demonstrated that lean SCM is adequately new concept.

Mukunju (2014) indicated that Lean SCM, supports commercial banks and firms by developing financial and non-financial perspectives.

2.2 Agile SCM

Ren (2010) demonstrated that agile SCM considers similar modern patterns of the management system and comprises information streams and financial flows.

Liu et al. (2006) regarded agile SCM as a system structure during the introduction of a practical idea.

Jeffery (2005) clarified that agility refers to the capability to fit consumer needs and recognize the modifications in a marketplace efficiently.

2.3 Resilient SCM

Resilience is considered important in SCM in addition to supporting administrative theory (Pettit, 2008).

Falasca et al. (2008) mentioned that resilience determined a capability used in the SC system.

Spiegler et al. (2012) illustrated the adaptability of SC during the arrangement of unpredictable events, responding to disruptions, and sustaining progress operations.

2.4 Green SCM

Hsu and Hu (2008) demonstrated that green SCM is a proactive approach developed during the improvement of the environmental performance of operations following end products within a suitable requirement of an environmental regulation.

Zhu et al. (2010) indicated that green SCM is an environmental innovation.

Paul et al. (2014) determined that green SCM not only improves the capability of SCM but also achieves a low ecological effect. Green SCM also comprises several goals, such as quality, low cost, reliability, good performance, energy usage effectiveness, and high development activity.

3. Advanced Manufacturing Technology (AMT)

Singh and Shishodia (2012) divided AMT into: pure technological instruments (hardware) and management tools (manufacturing practice software).

Xie and Xie (2014) demonstrated that AMT is a vital combination of established manufacturing and high technologies. AMT determines the significant effect between national economic development and governmental support capability enhancement.

Based on the previous studies, the researcher regarded AMT a vital element in the developmental operation of all company activities. Thus, AMT will be supported to increase production, thereby achieving a high quality and an excellent performance.

4. Supply Chain Performance

Pasutham (2012) determined that SC performance is measured by identifying upstream integrated suppliers (supplier relationship management) downstream customers (customer relationship management), enterprises (internal SCM), and decision-making levels (strategic and operational). …

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