فصلنامه مدیریت زنجیره تامین
پیاپی 62 (بهار 1398)

This study aims to create a comprehensive model that facilitates understanding the relationship between supply chain strategies, supply chain integration and competitive performance. Data were collected using a questionnaire to assess the components of supply chain strategies, supply chain integration and competitive performance. All the managers and staff involved in the supply chain of the Kerman Barez tire Factory are the statistical community of the study. The reliability of each of the variables was measured using Cronbach's alpha. We tested the proposed model using structural equations modeling and PLS software was used to examine the relationship between variables and test hypotheses. By examining the relationship between supply chain strategies, supply chain integration and competitive performance, the results show that Lean supply chain strategy has a positive relationship with three dimensions of supply chain integration; and a Lean supply chain is appropriate for firms placing higher priorities on cost, quality, and delivery strategies. While an agile supply chain is appropriate for firms competing on the flexibility strategy. In this statistical society, agile supply chain strategy has been positively correlated with the dimension of internal integrity. In addition, both lean and agile supply chain strategies require higher levels of supply chain integration in terms of internal and external integration, but lean supply chain strategies have a significantly higher impact on external integration than agile strategies. Also, internal integration and customer integration have been positively correlated with the competitive performance of the organization.

The study and analysis of the impact of organizational innovation on supply chain resilience in manufacturing companies in the field of metal industries based in Shahrekord industrial towns are the main objective of this study. The research method was descriptive - correlation and its statistical society, managers and employees of the supply chain of procurement, production, operations and commerce of manufacturing companies in the field of metal industries based on these companies, numbering 600 people, using the Cochran sample size formula 235 people were selected in a class The tool used in this study is Caraboolot Enterprise Innovation Questionnaire (including dimensions of manufacturing innovation, process innovation, marketing innovation and organizational innovation) and supply chain resilience inventory. Its validity was confirmed by content-based method and the reliability coefficient of the questionnaire was calculated using the Cronbach's alpha formula for organizational innovation questionnaire 0.85 and for the resiliency questionnaire 0.88. Descriptive and inferential statistics (regression test) were used to analyze the data. The findings showed that manufacturing innovation, marketing innovation, and organizational innovation had a direct impact on supply chain resilience, with the highest impact of 0.94 on organizational innovation and the lowest impact (0.26) on the dimension of manufacturing innovation

To provide a conceptual model for optimizing the management of the resilient value chain of domestic products and knowledge base in resilient economy conditions, a case study on Khorraman Pharmaceuticals Company to achieve a strategy for the development and growth of pharmaceutical companies with value chain indicators, resilience, the production of basic knowledge, resistance, and pharmacological indicators are essential. This research is an applied and descriptive research categorization of the case study type, which is done using library methods. Indicators of research were extracted including: Value chain indicators, Resilience Indices, Knowledge Based Productivity Indicators, Resistance Economics Indicators, and Pharmacological Indicators. In the model made by these components, the indicators affect their rings and other rings of the indices.

Sustainability approach to ensure that human use of natural cycles and resources does not lead to a decrease in quality of life due to the loss of future economic opportunities or harmful effects on social conditions, human health and the environment, emphasizing the design and operation of humans and systems. In order to maintain the sustainability of the supply chain, all supply chain members, including suppliers, manufacturers, distributors, retailers and managers, should take the sustainability principles into account. In this regard, performance appraisal and supplier selection, as one of the main components of the supply chain, plays an important role in system Sustainability. The determination of performance indicators that lead to the sustainability of suppliers are categorized into economic, social and environmental indicators. These indices have a special interest in the relationship of humans to each other and the relationship between human and the environment. The purpose of this research is to provide a gray decision making method for choosing suppliers based on the sustainability approach at SABA PVC Company. In this study, Multi-Criteria Decision Making method in gray environment has been used to select suppliers and GAHP has been used to calculate the weight and ranking of suppliers. The statistical population of this study includes 15 persons those who are involved in the selection of SABA PVC’s suppliers. In this research, the effective indicators of the selection of suppliers in SABA PVC Company are identified in the form of 3 dimensions of sustainability and 15 sub-indicators, and finally the economic dimension is known as the most important dimension of sustainability effects on the choice of suppliers. Then, the comparison and prioritization of the 6 suppliers is done and Hampar Company gets the highest priority among the six suppliers.

In the past decade, one of the main strategies in the defense industries of Iran has been the use of capacity available on the network of both domestic and foreign partners to be able to focus on key processes by submission of non-essential activities. But on the other hand, most defense products have complex nature and low circulation. This challenges the network, because of the variety of products and components and their low circulation reduces the charm of cooperation from the supplier. This challenge due to lack of liquidity, can impose more financial and time costs on the supplier and defense industries. One of the solutions that can be used to solve this problem is the use of best practices of the world’s complex industries in this field. Companies, by utilizing a strong and loyal collaboration network were able to overcome well with these challenges and in the subject of the supply chain strategy and collaboration network management adopt new approaches and in addition to reducing financial costs, reduce the time and cost of development.  In this regard, the approach of large companies such as Toyota, Boing, Airbus and Embraer was studied using exploratory method. The results of studies showed that companies follow modular products, vertical supply chain structure, modular supply chain, multi-tier supply chain and … to overcome these challenges

Paying attention to the management of the supply chain in the projects is one of the things that affect the success of the project; and lack of attention may increase the cost and delay in the project. Reducing negative impacts (cost and project delays) through the management of supply chains, especially in petrochemical projects, can be an effective step in preventing the loss of financial resources, manpower, and time, due to their high cost and design costs. To manage the supply chain, the performance of the chain must first be evaluated, so as to identify the current path and target for future performance, identify the appropriate route and, consequently, manage the chain of meaning. For each evaluation, comprehensive and complete criteria are needed to evaluate systematically in addition to addressing different aspects of the supply chain. In this research, based on the decision-making model, the petrochemical project supply chain has been identified, and a model based on a balanced scorecard has been selected among existing models. Then, the performance criteria of the supply chain of industrial projects are identified on the basis of lean thinking, and finally, using AHP, these criteria have been prioritized, so that industry benchmarks based on the BSC model and lean thinking are identified