Running head: BUSI 613 JOURNAL ARTICLE 3 1
BUSI613 Supply Chain Management
Journal Article Review 3 – Understanding Supply Chain Quality Management
Betzaida Aponte
Liberty University
BUSI 613 JOURNAL ARTICLE 3 2
Background
Efforts have been made to define and create a supply chain quality management (SCQM)
process due to the continuous growth of supply chain. SCQM is defined as “a systems-based
approach to performance improvement that leverages opportunities created by upstream and
downstream linkages with suppliers and customers” (Foster et al, 2011). Researchers have
published journals covering the problems found in SCQM. The article, “Towards a better
understanding of supply chain quality management practices”, was written by S. Thomas Foster
Jra, Cynthia Wallina and Jeffrey Ogdenb where the focus was on reporting results of a study that
compared the adoption of tools and methods used by supply chain and operations managers
(Foster et al, 2011). Even though SCQM has been known to be difficult to implement one of its
most important components is quality. Another factors that inhibit integration of SCQM is the
lack of communication across the different functions in the supply chain (pg. 3). Communication
is the key to building buyer – supplier relationship, where once it was based on price it has now
shifted to non-price factors, with quality as the priority (pg. 3). Supply chain and operations
managers are known to approach quality differently through different surveys and analysis made
by researchers.
Operations focus on different perspectives of the internal process such as process control,
process improvement, product design improvements, and six sigma improvement projects. In
addition Foster et al 2011, highlights the type of quality tools emphasized such as benchmarking,
process improvement (PIT) teams and leadership. The main focus of the article is to understand
SCQM by exploring the use of quality tools in practice. Process tools focus on improving
efficiency and quality of production procedures. Some of the tools used include benchmarking
known to be most useful in process orientation and allows companies to compare processes and
BUSI 613 JOURNAL ARTICLE 3 3
improvements. Another tool is enterprise resource planning (ERP) which is focuses on managing
the production process as well as the information across the organization (pg. 4). In addition to
the tools used is computer-aided testing that review component parts and full systems to ensure
they are within specified acceptance and examines product for defects to ensure process perform
up to specification (pg. 5). These tools help to improve quality, even though there are differences
between how operations and supply chain managers approach improvement of quality.
In comparison to the textbook, the first process model introduced was the Supply Chain
Operations (SCOR), used as a process reference model that analyzes the current state of a
company’s processes and its goals, quantifying operational performance and comparing it to
benchmark data (Liberty, 2014). The purposed this process was developed for supply chain
performance metrics where members can best collect information on best practices of which
companies evaluate their performance. (pg. 210). Customer relationship management adds value
that create long-term interactions with customers. Creating customer value is the driving force
behind a company’s goal and supply chain management as it affects customer value and must be
a part of any strategy. Customer access to information about the availability of products and the
status of orders and deliveries are an essential capability (Liberty, 2014, pg. 214).
Managerial Implications
Management tools are important for managers, whether operations or supply chain to use
to ensure quality and ultimately customer satisfaction. Managers have to be effective leaders to
be able to manage the different changes that come with improving supply chain management and
ensuring that quality is not disturbed. There are different functions and tasks associated not only
with operations but with supply chain as well. Change management, process improvements and
simplifications using lean six sigma are just a few of the tools that are used and important to in
BUSI 613 JOURNAL ARTICLE 3 4
order to grow, innovate and evolve. Quality management can dramatically impact business
success (Liberty, 2014, pg. 292). It also important for managers to ensure services are consistent
in the quality of service. Quality traits are not only tangible goods but also applies to service.
Managers should think about roles focusing on quality management as a business approach that
covers a multiple functional areas both within the supply chain and organization (pg. 294).
Quality is an important consideration manager need to take when selecting suppliers, where
practices with suppliers can be used to extend the quality management practices upstream and
downstream (pg. 294). In addition to quality improvement, managers need to organize specific
quality improvement projects most popular tool used in six sigma, a management strategy that
seeks to improve quality of process by removing causes of defect in the process (pg. 304). It is
important as managers to integrate quality management by ensuring the voice of the customer is
heard. Overall it is the core value of commitment, cross functional decision making, continuous
improvement and data based decision making that are the critical aspect to making quality
improvement a success (pg. 313). As effective leaders, managers have to be open to over
communication and ensure that the voice of the customer is the core of any process change and
improvement.
Conclusions
The article provided understanding and a clear definition of supply chain quality
management. However the textbook was very limited in information pertaining supply chain
quality management. The textbook includes a lot of information pertaining supply chain
management that correlates with this topic. Both operations and supply chain managers approach
quality management differently and from different perspectives, according tools that scored
evenly for both managerial styles where data analysis, supply chain and project management.
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These tools are very useful for day to day operations. In particular supply chain and operations
manager follow milestones and project plans in order to ensure daily tasks are completed to
ensure on-time delivery and high quality for customers. Benchmarking, change management and
six sigma were some of the tools that were emphasized to be used more by supply chain
managers. When comparing both results, researchers found that operations managers tend to
manage through procedural approaches whereas, supply chain managers tend to use a more
collaborative approach such as relationship building and resolving problems. Supply chain
professionals have long emphasized collaboration and this has become part of the supply chain
culture.
References
Foster, S. T., Wallin, C., & Ogden, J. (2011). Towards a better understanding of supply chain
quality management practices. International Journal Of Production Research, 49(8), 2285-
2300. doi:10.1080/00207541003733791
Liberty University Online School of Business (2014). Supply Chain Management. McGraw-Hill
Education.
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