تأثير إدارة سلسلة التوريد المتسارعة (ASCM) في الأولويات التنافسية (CP) (دراسة تطبيقية في معمل النرجس للأنابيب البلاستيكية في البصرة)
الشريط الجانبي للمقالة
محتوى المقالة الرئيسي
الملخص
تشهد أعمال المنظمات اليوم بيئة تنافسية قاسية وتواجه المزيد من التحديات، إذ أثبت العديد من الأمثلة العملية أن المنظمة يجب أن تتمتع بقدرة تعاون مع منظمات أخرى ضمن سلسلة التوريد (SC) من أجل تحقيق النجاح ، تركز إدارة المنظمة التقليدية فقط على تكلفة المنتج وتفتقر إلى التعاون , لكن (SC ) تضم الموردين والمصنعين والموزعين والزبائن، مما يوسع حدود المنظمات، وعادة ما يكون هناك مشروع أساس في (SC)، تؤكد (SCM) طلب الزبائن وتدرك أن الاستجابة السريعة ووقت التسليم القصير من المزايا التنافسية، حيث تسعى أغلب المنظمات إلى مشاركة الفرص الملحوظة من خلال التعاون، لذا فإن اختيار الشريك والتعاون لهما أهمية بالغة للمنظمة. (Baker.1997:97) ، لذا فالدراسة الحالية تهدف إلى معرفة التأثير المباشر لإدارة سلسلة التوريد المتسارعة بالأوليات التنافسية في المعمل قيد الدراسة.
على مدى العقود القليلة الماضية أصبح الوقت عاملاً استراتيجيًا للقدرة التنافسية للأعمال وبسبب إحجام الزبائن المتزايد عن قبول الأطر الزمنية للتسليم الطويلة (Bower and Hout .1988:88). وفي الوقت نفسه أصبحت مرونة المنظمات وقدرتها على التكيف من العوامل الحيوية فيما يتعلق بقدرة المنظمة على الاستجابة بسرعة كافية لطلبات الزبائن لتنوع المنتجات والجودة العالية والسعر المنخفض والمهل الزمنية القصيرة. (Suri. 1998:2) على الرغم من أن بعض السلع التي تنتجها المصانع قد زادت في جوانب التطور، إلا أن الوقت الذي يقضيه الإنتاج بأكمله لا يزال يمثل جزءاً صغيراً من الوقت مقارنة بإجمالي مدة بقائهم في المعمل، أوقات الدورات الحالية هي نفسها أو أفضل بشكل هامشي من تلك التي كانت موجودة قبل نصف قرن (230:Ignizio. 2009).
تفاصيل المقالة
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المراجع
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