From the article, authors conclude that practices ofSCQM present their effects of quality performanceat both individual and aggregate level of analyses. While for the overall performanceresults, the findings reveal statistically significant impact of SCQM, the individualresults of the level analysis of SCQM practices appear to vary from practice topractice. We are strongly agreed about what have been said bythe authors. It is because when improving the quality of all supply chain, the processesleads to cost reductions, improved process efficiency and improved resourceutilization (Wang et al., 2004).
There are some investigation that studied howthe quality management can be used to make an improvement to the performance ofthe entire supply chain and make a solution for some problems within the supplynetwork (Lin and Gibson, 2011). Lin et al. (2005) concluded that key QM practicescould be integrated in the supplier participation programs to provide neededcollaboration, which in turn would result in organizational performance improvementand also that organizational performance can be optimized when the organizationconsiders 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 ofsupply chain was on specific features such as manufacturing, purchasing andshipping in order to support logistics operations, but due to the competitiveenvironment, 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). 2.0 Contents of the journalA review of the article highlights three lessonsthat might explain the research findings relevant to theinfluence of supply chain quality management practices on quality performance. It’s included : 2.1The use of different measurement instruments to assess both qualityimplementation and the resulting performanceimpact. 2.
2The use of quality and performance as single or multi-dimensionalconstructs which implies individual and aggregate level measurement of qualityperformance. 2.3The existence of additional interacting variables. 3.0 Improvementand ExampleTo further improve the quality in the supply chaincan use Kanban or Just In Time (JIT) for instructions to the operator toperform a task such as removing more products or sending raw materialseverywhere the parts that need it.
Completed products will also be sentdirectly 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 businessprocess of an organization with a business process belonging to a large andsuccessful organization. Benchmarking is also an on going process of renewaland is a strategy towards making the most up-to-date standards and improvingthe standards. It is also a continuous improvement in the supply chain that isable to identify the strengths and weaknesses of companies, suppliers,employees and others. For example, Nestle uses a structured process andsystem 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 wherecontinuous assessment of performance and the potential of our staff to grow inthe company; Planning future leaders where planning for future potentialleaders for key positions; The development process of advanced development isdiscussion and planning between managers and staff on staff development actionplans.
Proposal systems are also well suited to improvingthe quality of an organization’s supply chain. The proposed system is aresource for organizations to ensure that quality improvements will continue.Supplier, supplier, employee and others are required to provide at least tenproposals or ideas within a year. In this way, organizations can enhancetwo-way communication and at the same time, saving energy and resource costs.