From performance of the entire supply chain and make

From the article, authors conclude that practices of
SCQM  present their effects of quality performance
at both individual and aggregate level of analyses. While for the overall performance
results, the findings reveal statistically significant impact of SCQM, the individual
results of the level analysis of SCQM practices appear to vary from practice to


We are strongly agreed about what have been said by
the authors. It is because when improving the quality of all supply chain, the processes
leads to cost reductions, improved process efficiency and improved resource
utilization (Wang et al., 2004). There are some investigation that studied how
the quality management can be used to make an improvement to the performance of
the entire supply chain and make a solution for some problems within the supply
network (Lin and Gibson, 2011).

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Lin et al. (2005) concluded that key QM practices
could be integrated in the supplier participation programs to provide needed
collaboration, which in turn would result in organizational performance improvement
and also that organizational performance can be optimized when the organization
considers its suppliers as value chain members and important trading partners.



We can say that with all the research background,
the integration between SCM and QM is a natural procedure, and the emphasis of
supply chain was on specific features such as manufacturing, purchasing and
shipping in order to support logistics operations, but due to the competitive
environment, the improvement of the performance is need by controlling cost,
increasing efficiency, rapid response and high quality of products and services
(Lin et al., 2005).


Contents of the journal

A review of the article highlights three lessons
that might explain the research findings relevant to the
influence of supply chain quality management practices on quality performance. It’s included :


The use of different measurement instruments to assess both quality

                and the resulting performance

The use of quality and performance as single or multi-dimensional
constructs  which

implies individual and aggregate level measurement of quality

The existence of additional interacting variables.


3.0 Improvement
and Example

To further improve the quality in the supply chain
can use Kanban or Just In Time (JIT) for instructions to the operator to
perform a task such as removing more products or sending raw materials
everywhere the parts that need it. Completed products will also be sent
directly to customers using lorries ready to wait outside factory. That means,
the factory store only stocks for those processes is in progress. With this,
the company can reduce the cost of storage.

Benchmarking is very important in an organization.
It is a systematic and continuous measurement process in comparing the business
process of an organization with a business process belonging to a large and
successful organization. Benchmarking is also an on going process of renewal
and is a strategy towards making the most up-to-date standards and improving
the standards. It is also a continuous improvement in the supply chain that is
able to identify the strengths and weaknesses of companies, suppliers,
employees and others.


For example, Nestle uses a structured process and
system called Talent Performance Management (Talent Performance Management Solutions)
which contains four important processes, namely performance appraisal,
assessment and assessment of team-based goals; Talent assessment where
continuous assessment of performance and the potential of our staff to grow in
the company; Planning future leaders where planning for future potential
leaders for key positions; The development process of advanced development is
discussion and planning between managers and staff on staff development action


Proposal systems are also well suited to improving
the quality of an organization’s supply chain. The proposed system is a
resource for organizations to ensure that quality improvements will continue.
Supplier, supplier, employee and others are required to provide at least ten
proposals or ideas within a year. In this way, organizations can enhance
two-way communication and at the same time, saving energy and resource costs.


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