Search
  Advanced Search
 
Journal search
Journal cover: Supply Chain Management: An International Journal

Supply Chain Management: An International Journal

ISSN: 1359-8546

Online from: 1996

Subject Area: Operations and Logistics Management

Content: Latest Issue | icon: RSS Latest Issue RSS | Previous Issues

Options: To add Favourites and Table of Contents Alerts please take a Emerald profile

Previous article.Icon: Print.Table of Contents.Next article.Icon: .

Fudging the supply chain to hit the number: five common practices that sacrifice the supply chain and what financial analysts should ask about them


Document Information:
Title:Fudging the supply chain to hit the number: five common practices that sacrifice the supply chain and what financial analysts should ask about them
Author(s):Janet Godsell, (Centre for Logistics and Supply Chain Management, Cranfield School of Management, Cranfield University, Bedford, UK), Remko van Hoek, (Centre for Logistics and Supply Chain Management, Cranfield School of Management, Cranfield University, Bedford, UK)
Citation:Janet Godsell, Remko van Hoek, (2009) "Fudging the supply chain to hit the number: five common practices that sacrifice the supply chain and what financial analysts should ask about them", Supply Chain Management: An International Journal, Vol. 14 Iss: 3, pp.171 - 176
Keywords:Integration, Shareholders, Strategic alignment, Supply chain management
Article type:Research paper
DOI:10.1108/13598540910954511 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Abstract:

Purpose – The purpose of this paper is to describe and detail practices that are commonly used to pursue short-term functional targets (e.g. end of month sales targets) at the expense of supply chain integration. It also aims to identify the key questions that financial analysts should be asking companies to ensure that they are not using those practices and thereby destroying shareholder value.

Design/methodology/approach – The insights were gained from the authors' hands-on supply chain management experience and validated in discussions with supply chain executives across a range of industrial sectors (including electronics, consumer packaged goods and logistics service providers).

Findings – The paper identifies three sales and customer service practices, and two financial practices that undermine the performance of the integrated supply chain. In response it suggests alternative practices and four key questions that financial analysts should ask companies to ensure that the performance of the integrated supply chain is not sabotaged – thereby helping supply chain managers.

Practical implications – The paper can help supply chain managers dispose of value-destructive behaviour in their organizations by offering them screens/descriptions of poor practice which they can hold up to their peers as a mirror. It provides the business imperative for change, by identifying the key questions analysts should ask to uncover value-destroying activities.

Originality/value – Supply chain managers often share their frustration with peers in anecdotal ways. The paper describes common practices and sources of frustration, using actual data and examples.



Fulltext Options:

Login

Login

Existing customers: login
to access this document

Login


- Forgot password?
- Athens/Institutional login

Purchase

Purchase

Downloadable; Printable; Owned
HTML, PDF (275kb)Purchase

To purchase this item please login or register.

Login


- Forgot password?

Recommend to your librarian

Complete and print this form to request this document from your librarian


Marked list


Bookmark & share

Reprints & permissions