cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
-
Contact Email
-
Phone
-
Journal Mail Official
-
Editorial Address
-
Location
,
INDONESIA
International Journal of Supply Chain Management
Published by ExcelingTech
ISSN : 20513771     EISSN : 20507399     DOI : -
Core Subject : Science, Social, Engineering,
Decision Sciences, Operations Research & Management Engineering Environmental Science Industrial & Manufacturing Engineering Transportation
International Journal of Supply Chain Management (IJSCM) is a peer-reviewed indexed journal, ISSN: 2050-7399 (Online), 2051-3771 (Print), that publishes original, high quality, supply chain management empirical research that will have a significant impact on SCM theory and practice. Manuscripts accepted for publication in IJSCM must have clear implications for Supply chain managers based on one or more of a variety of rigorous research methodologies. IJSCM also publishes insightful meta-analyses of the SCM literature, conceptual/theoretical studies with clear implications for practice, comments on past articles, studies concerning the SCM field itself, and other such matters relevant to SCM.
Arjuna Subject : -
Articles 2,561 Documents
 169   170   171   172   173 
Effect of Supply Chain Innovation and Business Strategy Formulation in SME Clusters Muhammad Farid Wajdi; Anton Agus Setyawan; Syamsudin Syamsudin; Ihwan Susila; Muzakar Isa
International Journal of Supply Chain Management Vol 9, No 3 (2020): International Journal of Supply Chain Management (IJSCM)
Publisher : International Journal of Supply Chain Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (411.124 KB)

Abstract

Abstract— The purpose of this study is to analyze the effects of supply chain innovation and business strategy formulation to business performance. This study analyzes supply chain innovation and how SME compile their business strategy in industrial clusters.  Design of this study is quantitative. We develop a multivariate estimation model to analyze the relationship among constructs. We conduct surveys in 3 different SME clusters, they are shoes and sandals cluster in Mojokerto East Java, furniture cluster in Sukoharjo, Central Java and mushroom cluster in Yogyakarta. This survey includes 206 SME from three different clusters. Our result shows that supply chain innovation and business strategy formulation has positive effects on SME business performance. However, the result shows different magnitude on each of SME clusters. SME should improve their innovation in order to increase their business performance. Source of innovation is human capital, while empirically this is one of SME problems in Indonesia. Lack of qualified human capital encourages SME to conduct training with assistance from government and business partners. This study found that in Indonesia’s SME cluster there are difference business strategies. SME clusters uses two different strategies in their business policies, they are innovation and product development based on business partner strategies.
Towards a Hybrid Conceptual Operational Management Model of Cañazo Supply Chain: A Research on the Sugar-Cane Spirit from Peru Arturo Imberti; Edgar D. Ramos; Kelsey Provost; Anshuman Neil Basu
International Journal of Supply Chain Management Vol 9, No 3 (2020): International Journal of Supply Chain Management (IJSCM)
Publisher : International Journal of Supply Chain Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (773.835 KB)

Abstract

The present research seeks to show the importance of applying process management techniques and food safety norms in the operational processes of the supply chain to know the meaning and the need for an integrated hybrid model. The article reviews the sugarcane distillery sector of Peru and its main operational problems. Based on the literature reviewed and discussed with academics who have knowledge of the food supply chain, an integrated hybrid model was developed to help any distillery with lower levels of competitiveness than its competitors in other sectors, such as pisco, applying techniques of process management and food safety to increase the efficiency of liquor distilleries. The findings confirm that distilleries can increase their efficiency, thanks to the higher performance of their operations after their alignment with the integrated model.
Retail Trade as an Agenda-Setting Factor for the Strategic Management of Supply Chains Olga Demkina; Irina Litvin; Alexander Biryukov; Lesya Bozhko; Ekaterina Vulfovich
International Journal of Supply Chain Management Vol 9, No 3 (2020): International Journal of Supply Chain Management (IJSCM)
Publisher : International Journal of Supply Chain Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (581.544 KB)

Abstract

Abstract— The study discusses the impact of effective supply chain management on retail volumes. The features of the logistics development in the Russian Federation are considered. The dependence of the volume of retail commodities (including food products) of the Russian Federation over the past few years on the Logistics Performance Index (LPI) has been presented, and the data obtained have been compared with the survey data on the impact of logistics efficiency on consumer choice. Based on the results of the study, it was found that in Russia there is a direct correlation between retail volumes and Logistic Competence, which is one of Logistics Performance Index components. According to the results of a telephone survey of 158 respondents randomly selected from all regions of the Russian Federation, it was found that at the “customer - commercial enterprise” level, supply chain management efficiency does not affect sales volumes while supply chain inefficiency reduces sales volumes of individual manufacturers. Measures for improving supply chain management at commercial enterprises have been proposed. A mechanism for applying the strategy of integrated logistics outsourcing by a retail trade network has been presented.
Integration of Social Entrepreneurship and Supply Chain Management Maksimova Svetlana Mikhailovna; Kuzminykh Svetlana Sergeevna
International Journal of Supply Chain Management Vol 9, No 3 (2020): International Journal of Supply Chain Management (IJSCM)
Publisher : International Journal of Supply Chain Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (443.493 KB)

Abstract

Abstract— The purpose of this paper is to present a framework for pursuing global entrepreneurship where supply chain management can often serve as a platform for resource acquisition, market development, and risk mitigation. In this research the organizational and economic features of the development and implementation of integrated supply chain and social entrepreneurship projects studied. Then the specifics of the requests and needs of the target audience in entrepreneurship projects determined by taken it to develop a value chain for festival participants, an organizational structure for project management. The practical result of the study showed that supply chain management had moderating role effected positively by corporate entrepreneurship to business performance.
EMPLOYEE TURNOVER INTENTION AND SUPPLY CHAIN MANAGEMENT FOR VALUE CREATION IN INDONESIAN BANKS Irawan, Yanuar; Bangsawan, Satria; MS, Mahrinasari
International Journal of Supply Chain Management Vol 9, No 3 (2020): International Journal of Supply Chain Management (IJSCM)
Publisher : International Journal of Supply Chain Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (657.962 KB)

Abstract

The primary objective of this study is to examine the psychological role of customer behavior on turnover intention. Moreover, this study examined the mediating role of employee behavior and employee performance. After collecting primary data from Indonesian banks, the relationship between customer behavior, employee behavior, performance and turnover intention was examined. 180 valid questionnaires were returned and used for data analysis. Results of the study highlighted that customer behavior has significant psychological effect on turnover intention. It is found that positive customer behavior leads to the positive employee behavior. However, negative customer behavior with employee effect negatively on employees of banks. Further, employee behavior influence employee performance and turnover intention. Therefore, customer behavior has direct and indirect effect on employee turnover intention among banks. Hence, this study has significant contribution to the literature by examining the relationship between customer behavior, employee behavior, performance and turnover intention. Practically, this study is much beneficial for banking industry to overcome the crucial issue of employee turnover intention. Besides, our study has provided an addition to empirical evidences while testing the direct impact of supply chain management on value creation. It is found that two out of three factors of supply chain (order process management, information technology management) are directly impacting on the value creation in the banking sector of Indonesia.
Methodological Approaches for Assessing the Link between Supply Chain and Organizational Culture Nadezda D. Guskova; Aleksandra V. Erastova; Irina N. Krakovskaya
International Journal of Supply Chain Management Vol 9, No 3 (2020): International Journal of Supply Chain Management (IJSCM)
Publisher : International Journal of Supply Chain Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (366.001 KB)

Abstract

Abstract— The aim of this paper is to expand the knowledge of buyer-supplier relationships by investigating the extent to which organisational cultural fit between a buyer and supply chain participants influences performance. Findings demonstrate that complementarity rather than congruence between the supply chain partners achieved successful performance outcomes. Organisations in the high-performing supply chain had significantly different cultural profiles, reporting significant statistical differences across all six cultural dimensions. Organisations in the low-performing supply chain had almost identical profiles across all six cultural dimensions with significantly lower mean scores across each dimension. This article presents methodological approaches for assessing the organizational culture development of an educational institution. The research purpose is to study the feasibility and advisability of applying various methods to assess the level of the organizational culture development on supply chain management. The authors conducted an empirical study using quantitative methods (the maturity matrix of sustainable development of the organization and the Denison model), adapted to evaluate the level of the organizational culture development in a supply chain management.
Creating Sustainable Supply of Sugarcane through Contract Farming Partnership (A Case Study at Sugar Factory “Kebon Agung”, Malang – Indonesia) Kartika DS Susilowati; Asminah Rachmi; Nur Indah Riwajanti
International Journal of Supply Chain Management Vol 9, No 3 (2020): International Journal of Supply Chain Management (IJSCM)
Publisher : International Journal of Supply Chain Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (345.973 KB)

Abstract

Employing an interpretive research design with post-positivist paradigm, it was conducted in Kebon Agung Sugar Factory, Malang. The research informants were selected using snowballing technique. The informants include farmers and chairmen of farmers groups, plantation staff, company employees, and government agencies. To maintain the continuity and loyalty of sugarcane farmers to the company, the sugar factories provide various facilities, such as credit, inputs, guidance and counseling as well as technological assistance, and market guarantees for the products produced. The provision of incentives and facilities to partner sugarcane farmers is not merely for helping them meet their needs, but also for binding the farmers so that the sugarcane farmers are willing to sell all of their sugar to the Sugar Factory. To create supply sustainability of the sugar cane, the factory made several efforts including giving rewards to farmers with the best performance, providing sympathetic service and guidance, prioritizing loyal farmers and maintaining farmers’ trust
Trend Analysis on 13 Years of Halal Research; Investigation on Halal Food Research Risyawati Mohamed Ismail; Mastora Mustafar; Noorulsadiqin Azbiya Yaacob; Fadhilah Mat Yamin
International Journal of Supply Chain Management Vol 9, No 3 (2020): International Journal of Supply Chain Management (IJSCM)
Publisher : International Journal of Supply Chain Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (313.838 KB)

Abstract

Despite all the attention halal received from the economic point of view, the academic exploration of the subject has yet to be analyzed. Research on the different aspects of halal has begun, but due to the broad scope of the subject, no one has yet studied the overall approach and trend of research on halal. While the subject area is becoming popular with stakeholders, it is interesting to see whether the academic community is keeping up with the booming growth of the industry. Published articles from 2005 to the beginning of 2019 were used in this study. In this study, 13 years of 'halal' publications in the fields of social sciences, art humanities and business management were extracted, analyzed and interpreted in two major databases in order to understand the actual situation of halal research carried out since the year 2005. Findings showed that most halal research conducted over the last 13 years focuses more on halal product and halal food, and focuses mainly on consumer behavior and outlook, halal slaughter, halal meat and food production, to name a few. Such results indicated that there are still numerous halal sub-topics that researchers need to investigate, and that the body of knowledge itself needs rigorous research in the future. 
Preventive Maintenance Supply Chain Management Optimal Scheduling on VMACL Machines by Implementing Simulation Annealing Algorithms Yuyun Hidayat; Titi Purwandari; Achmad Bachrudin; Aziza Ayu Nurjannah; Agus Santoso; Sukono Sukono
International Journal of Supply Chain Management Vol 9, No 3 (2020): International Journal of Supply Chain Management (IJSCM)
Publisher : International Journal of Supply Chain Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (463.524 KB)

Abstract

PT. Braja Mukti Cakra uses various types of engines to produce parts for truck cars. Vertical Lathe Automatic Chucking Machine (VMACL) is a machine that has the highest frequency of damage when compared to other machines. To reduce damage costs, preventive maintenance is well scheduled. This scheduling problem solving is done using the Annealing Simulation Algorithm. The results of the analysis give direction that the scheduling that must be done are: The maintenance action schedule for the Lifter component is at month 1,6,7,22,24,34, for the Insert component at 4,15,18,27,33 months, and for the Door component at the 2nd month, 12,13,16,17,30,36. Replacement actions for the Lifter component were carried out in the 4,5th month, 1,17,20,29, for the Insert component in the 9,19,22,23,35 months, and for the Door component in the 1,20,27 months. . Scheduling for 36 months using the Simulated Annealing Algorithm will cost IDR. 84,119,244.60 and produce greater reliability than the previous reliability of 58.44%.
Supply Chain Management of Industrial Enterprise Based on the Participation in Network Architecture Holdings (Case Study: SPV) Pavel Ryabchuk; Igor Baev; Olga Zubkova; Dmitriy Korneev
International Journal of Supply Chain Management Vol 9, No 3 (2020): International Journal of Supply Chain Management (IJSCM)
Publisher : International Journal of Supply Chain Management

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (444.889 KB)

Abstract

Abstract— The modern industry of the Russian Federation is experiencing an acute shortage of long-term investment resources for technological re-equipment programs aimed at import substitution. The purpose of the study is to identify topical issues of the supply chain management at an industrial enterprise that has become an SPV in a business network. The study is mainly based on the methodology for modeling supply chain management of the recipient enterprise and the method of discounting its cash flows generated with the participation of the industrial enterprise in the leasing process. The proposed concept of systematic management of the leasing process based on business networks allows investors to focalize investment resources on the basis of a set of management methods in order to accelerate the launch of industrial production and increase capitalization. The proposed systematic supply chain management concept is of practical value for a wide range of organizations considering the possibility of using tools for technological re-equipment of industrial production in the context of platform-based business networks. Implementation of the supply chain in SPV is showed at creation of a continuous innovations flow, reduction of technological development costs and unfirming system for development.

Page 171 of 257 | Total Record : 2561

 169   170   171   172   173 

Filter by Year

2012 2025


Reset
Filter By Issues
All Issue Vol 14, No 6 (2025): International Journal of Supply Chain Management (IJSCM) Vol 14, No 5 (2025): International Journal of Supply Chain Management (IJSCM) Vol 14, No 4 (2025): International Journal of Supply Chain Management (IJSCM) Vol 14, No 3 (2025): International Journal of Supply Chain Management (IJSCM) Vol 14, No 2 (2025): International Journal of Supply Chain Management (IJSCM) Vol 14, No 1 (2025): International Journal of Supply Chain Management (IJSCM) Vol 13, No 6 (2024): International Journal of Supply Chain Management (IJSCM) Vol 13, No 5 (2024): International Journal of Supply Chain Management (IJSCM) Vol 13, No 4 (2024): International Journal of Supply Chain Management (IJSCM) Vol 13, No 3 (2024): International Journal of Supply Chain Management (IJSCM) Vol 13, No 2 (2024): International Journal of Supply Chain Management (IJSCM) Vol 13, No 1 (2024): International Journal of Supply Chain Management (IJSCM) Vol 12, No 6 (2023): International Journal of Supply Chain Management (IJSCM) Vol 12, No 5 (2023): International Journal of Supply Chain Management (IJSCM) Vol 12, No 4 (2023): International Journal of Supply Chain Management (IJSCM) Vol 12, No 3 (2023): International Journal of Supply Chain Management (IJSCM) Vol 12, No 2 (2023): International Journal of Supply Chain Management (IJSCM) Vol 12, No 1 (2023): International Journal of Supply Chain Management (IJSCM) Vol 11, No 6 (2022): International Journal of Supply Chain Management (IJSCM) Vol 11, No 5 (2022): International Journal of Supply Chain Management (IJSCM) Vol 11, No 4 (2022): International Journal of Supply Chain Management (IJSCM) Vol 11, No 3 (2022): International Journal of Supply Chain Management (IJSCM) Vol 11, No 2 (2022): International Journal of Supply Chain Management (IJSCM) Vol 11, No 1 (2022): International Journal of Supply Chain Management (IJSCM) Vol 10, No 6 (2021): International Journal of Supply Chain Management (IJSCM) Vol 10, No 5 (2021): International Journal of Supply Chain Management (IJSCM) Vol 10, No 4 (2021): International Journal of Supply Chain Management (IJSCM) Vol 10, No 3 (2021): International Journal of Supply Chain Management (IJSCM) Vol 10, No 2 (2021): International Journal of Supply Chain Management (IJSCM) Vol 10, No 1 (2021): International Journal of Supply Chain Management (IJSCM) Vol 9, No 6 (2020): International Journal of Supply Chain Management (IJSCM) Vol 9, No 5 (2020): International Journal of Supply Chain Management (IJSCM) Vol 9, No 4 (2020): International Journal of Supply Chain Management (IJSCM) Vol 9, No 3 (2020): International Journal of Supply Chain Management (IJSCM) Vol 9, No 2 (2020): International Journal of Supply Chain Management (IJSCM) Vol 9, No 1 (2020): International Journal of Supply Chain Management (IJSCM) Vol 8, No 6 (2019): International Journal of Supply Chain Management (IJSCM) Vol 8, No 5 (2019): International Journal of Supply Chain Management (IJSCM) Vol 8, No 4 (2019): International Journal of Supply Chain Management (IJSCM) Vol 8, No 3 (2019): International Journal of Supply Chain Management (IJSCM) Vol 8, No 3 (2019): International Journal of Supply Chain Management (IJSCM) Vol 8, No 2 (2019): International Journal of Supply Chain Management (IJSCM) Vol 8, No 1 (2019): International Journal of Supply Chain Management (IJSCM) Vol 7, No 6 (2018): International Journal of Supply Chain Management (IJSCM) Vol 7, No 6 (2018): International Journal of Supply Chain Management (IJSCM) Vol 7, No 5 (2018): International Journal of Supply Chain Management (IJSCM) Vol 7, No 5 (2018): International Journal of Supply Chain Management (IJSCM) Vol 7, No 4 (2018): International Journal of Supply Chain Management (IJSCM) Vol 7, No 3 (2018): International Journal of Supply Chain Management (IJSCM) Vol 7, No 3 (2018): International Journal of Supply Chain Management (IJSCM) Vol 7, No 2 (2018): International Journal of Supply Chain Management (IJSCM) Vol 7, No 2 (2018): International Journal of Supply Chain Management (IJSCM) Vol 7, No 1 (2018): International Journal of Supply Chain Management (IJSCM) Vol 7, No 1 (2018): International Journal of Supply Chain Management (IJSCM) Vol 6, No 4 (2017): International Journal of Supply Chain Management (IJSCM) Vol 6, No 4 (2017): International Journal of Supply Chain Management (IJSCM) Vol 6, No 3 (2017): International Journal of Supply Chain Management (IJSCM) Vol 6, No 3 (2017): International Journal of Supply Chain Management (IJSCM) Vol 6, No 2 (2017): International Journal of Supply Chain Management (IJSCM) Vol 6, No 2 (2017): International Journal of Supply Chain Management (IJSCM) Vol 6, No 1 (2017): International Journal of Supply Chain Management (IJSCM) Vol 6, No 1 (2017): International Journal of Supply Chain Management (IJSCM) Vol 5, No 4 (2016): International Journal of Supply Chain Management (IJSCM) Vol 5, No 4 (2016): International Journal of Supply Chain Management (IJSCM) Vol 5, No 3 (2016): International Journal of Supply Chain Management (IJSCM) Vol 5, No 3 (2016): International Journal of Supply Chain Management (IJSCM) Vol 5, No 2 (2016): International Journal of Supply Chain Management (IJSCM) Vol 5, No 2 (2016): International Journal of Supply Chain Management (IJSCM) Vol 5, No 1 (2016): International Journal of Supply Chain Management (IJSCM) Vol 5, No 1 (2016): International Journal of Supply Chain Management (IJSCM) Vol 4, No 4 (2015): International Journal of Supply Chain Management (IJSCM) Vol 4, No 4 (2015): International Journal of Supply Chain Management (IJSCM) Vol 4, No 3 (2015): International Journal of Supply Chain Management (IJSCM) Vol 4, No 2 (2015): International Journal of Supply Chain Management (IJSCM) Vol 4, No 2 (2015): International Journal of Supply Chain Management (IJSCM) Vol 4, No 1 (2015): International Journal of Supply Chain Management (IJSCM) Vol 4, No 1 (2015): International Journal of Supply Chain Management (IJSCM) Vol 3, No 4 (2014): International Journal of Supply Chain Management (IJSCM) Vol 3, No 4 (2014): International Journal of Supply Chain Management (IJSCM) Vol 3, No 3 (2014): International Journal of Supply Chain Management (IJSCM) Vol 3, No 3 (2014): International Journal of Supply Chain Management (IJSCM) Vol 3, No 2 (2014): International Journal of Supply Chain Management (IJSCM) Vol 3, No 2 (2014): International Journal of Supply Chain Management (IJSCM) Vol 3, No 1 (2014): International Journal of Supply Chain Management (IJSCM) Vol 2, No 4 (2013): International Journal of Supply Chain Management (IJSCM) Vol 2, No 3 (2013): International Journal of Supply Chain Management (IJSCM) Vol 2, No 3 (2013): International Journal of Supply Chain Management (IJSCM) Vol 2, No 2 (2013): International Journal of Supply Chain Management (IJSCM) Vol 2, No 2 (2013): International Journal of Supply Chain Management (IJSCM) Vol 2, No 1 (2013): International Journal of Supply Chain Management (IJSCM) Vol 2, No 1 (2013): International Journal of Supply Chain Management (IJSCM) Vol 1, No 3 (2012): International Journal of Supply Chain Management (IJSCM) Vol 1, No 3 (2012): International Journal of Supply Chain Management (IJSCM) Vol 1, No 2 (2012): International Journal of Supply Chain Management (IJSCM) Vol 1, No 2 (2012): International Journal of Supply Chain Management (IJSCM) Vol 1, No 1 (2012): International Journal of Supply Chain Management (IJSCM) Vol 1, No 1 (2012): International Journal of Supply Chain Management (IJSCM) More Issue