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 BUSINESS ISSUES, COMPETITION AND ENTREPRENEURSHIP

WHAT TO KNOW ABOUT

SUPPLY CHAIN MANAGEMENT

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BUSINESS ISSUES, COMPETITION
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 BUSINESS ISSUES, COMPETITION AND ENTREPRENEURSHIP

WHAT TO KNOW ABOUT

SUPPLY CHAIN MANAGEMENT

MD. MAMUN HABIB, PHD

AND
MOHD. AMINUL KARIM, PHD
EDITORS

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Copyright © 2022 by Nova Science Publishers, Inc.
DOI: https://doi.org/10.52305/FBAX6283

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Library of Congress Cataloging-in-Publication Data

Names: Habib, Md. Mamun, editor. | Karim, Mohammad Aminul, editor.
Title: What to know about supply chain management / Md. Mamun Habib
(editor) Professor, Independent University, Bangladesh (IUB); Visiting
Scientist, University of Texas, Arlington (UTA), USA, Mohd. Aminul
Karim (editor) Professor, Independent University, Bangladesh (IUB).
Description: New York : Nova Science Publishers, [2022] | Series: Business
issues, competition and entrepreneurship | Includes bibliographical
references and index. |
Identifiers: LCCN 2021059006 (print) | LCCN 2021059007 (ebook) | ISBN
9781685074555 (hardcover) | ISBN 9781685074784 (adobe pdf)
Subjects: LCSH: Business logistics. | Industrial management. |
Organizational effectiveness.
Classification: LCC HD38.5 .W523 2022 (print) | LCC HD38.5 (ebook) | DDC
658.8--dc23/eng/20220114
LC record available at https://lccn.loc.gov/2021059006
LC ebook record available at https://lccn.loc.gov/2021059007

Published by Nova Science Publishers, Inc. † New York

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Dedicated to my beloved father, Late Alhaj Md. Habibur Rahman,
who lies at Jannatul Baqi, Madinah, Saudi Arab
and
To my dear mother, Alhaja Shirin Habib

- Md. Mamun Habib

Dedicated to my grandchildren Sakina and Zahra

- Mohd. Aminul Karim

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Contents

Preface ........................................................................................ ix
Acknowledgments ...............................................................................xvii
Chapter 1 Analysis of Specific Agricultural Commodity
Supply Chain Modelling in Indonesia ......................... 1
Syarif Hidayat, Iphov Kumala Sriwana
and Nunung Nurhasanah
Chapter 2 Supply Chain Performance Measurement
for Manufacturing Industry ....................................... 27
Ferdoush Saleheen and Md. Mamun Habib
Chapter 3 Supply Chain Management Efficiency:
Focus on Indian Fruits
and Vegetables Markets ............................................. 55
Nair B. Chandrachoodan and R. V. Bindu
Chapter 4 Supply Chain Management
and COVID-19 Pandemic: Some Thoughts .............. 81
A. F. M. Ataur Rahman
Chapter 5 Supply Chain Management Framework
for Ready-Made Garments Industry:
A Bangladesh Perspective .......................................... 95
Md. Farhan Shahriar and Md. Mamun Habib

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viii Contents

Chapter 6 Healthcare Supply Chains During

the COVID-19 Pandemic:
Lessons Learned and the Way Forward ................. 121
Shakila Yasmin
Chapter 7 Tackling Supply Chain Challenges
in the Pandemic World ............................................. 147
Morsalin Rashid
Chapter 8 Post-Pandemic Supply Chain:
A Study on the F&B Retail
Industry in Bangladesh............................................. 165
Mahadi Hasan Miraz, Md. Mamun Habib
and Mohammad Tariq Hasan
Chapter 9 Lean or Agile Supply Chain -
A Better Tool to Manage Business? ......................... 183
Amrita Nandy and Md. Mamun Habib
Editors’ Contact Information ............................................................ 205
Index ..................................................................................... 207

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 PREFACE

The objective of supply chain management (SCM) is to incorporate

activities across and within organizations for providing the
customer/stakeholders value. SCM has been widely researched in
numerous application domains during the last decade. Despite the
popularity of SCM research and applications, considerable confusion
remains as to its meaning. There are several attempts made by researchers
and practitioners to appropriately define SCM. Amidst fierce competition
in all industries, SCM has gradually been embraced as a proven managerial
approach to achieving sustainable profits and growth. This book entitled
“What to Know about Supply Chain Management” consists of nine (9)
chapters.
Chapter 1 - This paper offers an analysis of Supply Chain Modelling
studies for three specific agricultural commodities in Indonesia, palm oil,
cacao and kenaf. The three commodities have similar and different
characteristics. The aim of this paper is to discuss how researchers,
working on the three different commodities, attempted to develop models
using different environments and goals. Next researchers delved into the
nature of research techniques and methods used to identify what aspects
can be learned from each so that in future studies they can either
collaborate or make use of the techniques/methods to conduct researches
with better results. Initially each researcher discussed the nature of the

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x Md. Mamun Habib and Mohd. Aminul Karim

industry, goals and approaches, comparing methods and outcomes of the

simulation. After all, modelling always follows similar if not the same
steps. While there is no perfect generic model of the supply chain,
especially in the agricultural business, there is always an opportunity to
improve the quality of models in terms of their usability by the supply
chain actors. The first two models made use of the combined agent-based
fuzzy-AHP approach while the third made use of the soft system
methodology and sought to develop an intelligent decision making tool to
assist the farmers in order to optimize their added value and measure
performances. Readers of this paper will find that interaction and
collaboration between the three studies will reveal ways to fine tune their
research techniques and methods that will benefit future endeavours.
Chapter 2 - The importance of SCM has grown over time and
continues to grow in a ponderous trend. Researchers have been examining
the adoption of SCM in different industries. SCM is gaining endless
attention. Indeed, the effectiveness of SCM is impactful on the quality of
product value, logistics and by extension on customer satisfaction and
organizational profitability. Therefore, a strong and efficient relationship
has to exist between manufacturers and consumers to ensure the
commercial and practical achievement of manufacturers. Ideally, the
performance measurement model should consider quantitative as well as
qualitative approach and have the capacity to apply different measuring
tools. A significant number of studies have been carried out on SC
performance measurement, yet a lot of corporations were unsuccessful in
implementing effective performance measurement methods in their
operations. The authors have unlocked a large number of articles and
models which have investigated supply chain performance measurement
(SCPM). Each model has its own merits and criticisms from various
reviewers and some of the most observed deficiencies from the existing
performance measurement models. Based on the gap analysis, the
researchers have proposed ten attributes which should be embedded into
the supply chain performance measurement (SCPM) for the manufacturing
industry and the ISCPM model has been developed. The ten supply chain
performance measurement attributes proposed are - Financial Health (FH),

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 Preface xi

Collaboration (CL), Velocity (VC), Resilience (RE), Reliability (RL),

Continuous Improvement (CI), Visibility (VS), Work Place Health
(WPH), Sustainability (SS), and Service Excellence (SE).
Chapter 3 - India is known as the fruit and vegetable basket of the
world. It is the second largest producer of overall fruits and vegetables
production in the world after China and one of the centers of origin of fruits
and vegetables. This chapter examines the existing position of fruits and
vegetables sector in India and tries to give a conceptual coverage of supply
chain management, the supply chain relating to fruits and vegetables
sector. The efficiency of fruits and vegetables supply chain is analyzed and
the need and importance of the research for efficient supply chain in fruits
and vegetables sector has been discussed. It has been evident from the
literature that the fruits and vegetables supply chain is highly inefficient.
This chapter undertakes a thorough review of basic and contemporary
literature available and attempts to identify the business problem in the
supply chain of fruits and vegetables sector in India.
Chapter 4 - In this chapter the authors discuss what can be done with
regards to supply chain management, in response to the COVID-19
pandemic. The pandemic has disrupted supply chains around the world.
Most firms, if not all, faced some degree of disruption in procurement
and/or distribution. The authors argue that firms were not prepared to face
so much disruption, and therefore struggled. The authors propose two
types of solutions for this problem: management-based and market-based.
Under the management-based approach, the authors emphasize source and
market diversification, introduction of higher level of automation, and
maintaining a higher buffer of materials among others. For the market-
based approach, the authors emphasize passing the extra cost to
consumers, which will not only help producers, but also curb extra demand
to ease the gap between supply and demand.
Chapter 5 - This exploratory study addresses a conceptual supply chain
management (SCM) model for the ready-made garments (RMG) industry
of Bangladesh. The ready-made garments (RMG) industry in Bangladesh
has some typical landscapes like low-cost labor, green factory concept,
supply chain, time-frame, compliances and effective and efficient supply

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xii Md. Mamun Habib and Mohd. Aminul Karim

chain management, which are at the core among all the features. Supply
chain management is a multidimensional approach and it is even more
complex for the Bangladesh ready-made garments industry due to different
actors of the global supply chain like price, process and lead time. As
different parties i.e., the suppliers, manufacturers, distributors, retailers
and buyers etc. are involved in different phases of the supply chain of this
industry, every stage (procurement, manufacturing, replenishment,
customer order) is conflicting with its next stage due to time and process
constraints. The conceptual model demonstrated here has taken an effort
to create the layout and design of the procurement of raw materials, work-
in-process, inventory and finished goods from various sources to the
ultimate consumer in the garment business. The model also takes an
attempt to show that the manufacturing costs can be reduced and profit can
be increased if the supply chain information and integration process can be
used carefully. This framework provides the opportunity to integrate and
optimize the supply chain process of the ready-made garments industry of
Bangladesh. The proposed conceptual framework for the ready-made
garments industry provides a novel approach for decision-makers of
supply chain components to review and appraise the performance toward
fulfillment of ultimate goals, i.e., producing high-quality garments
product, reducing the wastage of human labor, time and money with high
competitiveness, efficiency and productivity.
Chapter 6 - The COVID-19 pandemic that out broke out in late 2019
has interrupted supply chains across the globe. However, the most
prominent disruptions have been experienced in healthcare supply chains
(HCSC). Hospitals globally have been overwhelmed in their efforts to
manage the flow of COVID-19 positive patients with their limited
resources of required medicines, equipment, testing kits, protective gear as
well as healthcare professionals themselves. Moreover, the supply of these
resources was disrupted due to government-imposed travel restrictions,
lockdown measures, and the temporary closure and/or underutilization of
suppliers’ facilities due to labor and raw materials’ shortages. A large
number of healthcare professionals were falling sick, which created further
pressure on the healthcare service delivery chain. Scholars, policymakers,

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 Preface xiii

and practitioners across the world have proposed and developed a number
of innovative ways to combat the aforementioned situation, which also
serve as important lessons for the future. This paper is a review of literature
focused on the impacts of the COVID-19 pandemic on healthcare supply
chains. It attempts to identify key lessons learnt from the journey to date,
and offers recommendations to tackle similar future disruptions. The
researcher reviewed the findings, analysis, and recommendations from 30
relevant research papers published since December 2019 for this study.
Thematic analysis revealed five broad themes: 1. Surge in sudden demand;
2. Virus containment measures 3. Further demand flight; 4. Supply chain
disruptions; and 5. HCSCs responses. Recommendations are derived from
HCSCs’ experiences, and responses to the pandemic and required
interventions suggested in the literature. Practitioners and policymakers
can use the findings of this paper as a guide when tackling similar
situations. Moreover, some of the paper’s findings may trigger a number
of fundamental changes in the healthcare supply and service delivery
chain. The paper also disseminates new perspectives of HCSCs.
Chapter 7 - The COVID-19 pandemic is having an impact on global
supply chains with the sudden lockdown of cities or countries hampering
the whole business activity except the most critical of supply chain
activities. In this situation, total supply chain activities can’t be hampered
as livelihoods totally depend on this functionality. Thus looking for more
flexible, automated and sophisticated supply chain technologies that are
now more relevant than ever. This pandemic situation helps to rethink the
supply chain leaders in a different way for the successfulness of the Supply
Chain activities. As this pandemic is not going away so early, challenges
like sourcing, locational issues, logistical advancements, technological
upgradation and stock level buffering, all of these are playing vital role/s.
These challenges combined with ongoing price and trade wars, diplomatic
relationships among countries, shifts in manpower for manufacturing and
competitive advantage will make dynamic and flexible remarks of success
looking forward. To stay ahead of global supply chain challenges, leaders
must concentrate on re-skilling the workforce, re-assessment of risk

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xiv Md. Mamun Habib and Mohd. Aminul Karim

management in depth of the supply chain process for the successful and
uninterruptable management in this ongoing COVID situation and so on.
Chapter 8 - This research is intended to examine the relationship
between Efficiency (EF), Performance (PE), Response (RE), Quality
(QU), Facility (FA), and pandemic business management (PBM) in the
F&B (Food & Beverage) retail industry in Bangladesh. In total, 309 valid
responses were received through the survey questions asked at the retail
companies in Bangladesh. In addition, systematic random sampling is used
to achieve the research objectives of this study. The data has been
examined through Partial Least Squares Structural Equation Modeling
(PLS-SEM). The study findings showed that Efficiency (EF), Performance
(PE), Response (RE), Quality (QU), Facility (FA), and pandemic business
management (PBM) (dependent variable) have an influence on the F&B
retail business industry in Bangladesh. Future researchers may replicate
the findings of this study in different settings (e.g., developing nations), in
various industries (e.g., manufacturing, electronics, and health) and then
utilize analogous constructions to enhance the body of knowledge, which
may help different stakeholders and industries. This work contributes to
the limited body of literature on pandemic business management.
According to the authors, the findings may help to understand the effect of
the pandemic on the retail business industry. Furthermore, it may also help
to identify the essential aspects that can have an impact on the retail sector
in the post-pandemic environment.
Chapter 9 - Globalization has turned modern business more
unpredictable and challenging. Customers can now order and collect goods
from any corner of the world within a very short time. In the past, mass
production was the key concern in order to keep the cost low. At present,
frequent change in customer preference has made the market more
competitive. Therefore, businesses nowadays compete over supply chain’s
performance rather than simply on cost or on quality. Successful supply
chain itself is considered as a key competitive advantage for any company.
Modern supply chain has introduced two standardized models that can
evade the market fluctuations in certain ways. One of these is “lean” and
the other is known as “agile” supply chain mechanism. Though both run

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 Preface xv

on customer demand, lean emphasizes on cost by eliminating wastages

while agile supply chain focus on quality and responsiveness. Both of these
models require significant investment especially in technology and
innovation. In addition, organizations need to render training and motivate
their human resources in order to ensure flawless operation of any of these
two supply chain processes. On the other hand, such strategic
implementation also demands managers’ educative judgment and
speculation of near future. As a result, time investment is equality
important to achieve the set goal. This chapter has drawn a detailed layout
of the two models and their strategic implications in order to attain a certain
level of efficiency or responsiveness. Various lean principles like six
sigma, kanban, JIT etc. will encourage managers to walk through the way
of waste elimination, while three key elements of the agile supply chain
(agility drivers, capabilities and agility providers) will guide them towards
a higher level of responsiveness. Meanwhile, a new formula known as the
“Leagile supply chain strategy” has been identified, which is a
combination of both lean and agile supply chain management. This hybrid
supply chain sometimes aims to become a “mass customizer” - producing
progressively smaller batch sizes (sometimes even one item) targeted to
satisfy unique customers’ demand. However, managers should always
need to be ready for uncertainty in business as there is no scientific tool
that can lead towards complete success. Through proper assessment,
adjustment, and by establishing required advancement (along the supply
chain drivers and strategies), a company can reach the zenith of
profitability - this chapter aims to shed light on this process.

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 ACKNOWLEDGMENTS

The editorial book entitled What to Know about Supply Chain

Management encompasses nine chapters. From that point of view, the
concept of the editorial book solely depends on the contributors of the book
chapters. Therefore, special thanks and gratitude must go to the book
chapters’ authors. However, review process is also very lengthy but
significant in order to ensure uniqueness of the book chapters. The jobs of
reviewers and proofreaders, particularly Ms. Farzana Chowdhury, were
highly appreciable. In addition, the Editor acknowledges a great debt to
NOVA Publishers for publishing this book on time.
On the eve of this publication, I wish to acknowledge and thank to my
better half - Dr. Farzana Afzal, son - Rafiul Habib and daughter - Farzeen
Habib, and other family members for their tireless inspiration to complete
this book.
Finally, I express gratitude to the Almighty Allah for spiritual
inspiration and guidance in the completion of this publication.

Md. Mamun Habib

The Editor

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In: What to Know about Supply Chain … ISBN: 978-1-68507-455-527
Editors: Md. Mamun Habib et al. © 2022 Nova Science Publishers, Inc.

Chapter 2

SUPPLY CHAIN PERFORMANCE

MEASUREMENT FOR
MANUFACTURING INDUSTRY

Ferdoush Saleheen1,, PhD

and Md. Mamun Habib2,†, PhD
1
Universiti Utara Malaysia
Kedah, Malaysia
2
Independent University, Bangladesh
Dhaka, Bangladesh

ABSTRACT

The importance of SCM has grown over time and continues to grow
in a ponderous trend. Researchers have been examining the adoption of
SCM in different industries. SCM is gaining endless attention. Indeed,
the effectiveness of SCM is impactful on the quality of product value,
logistics and by extension on customer satisfaction and organizational


Corresponding Author’s E-mail: [email protected].
†
Corresponding Author’s E-mail: [email protected].

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28 Ferdoush Saleheen and Md. Mamun Habib

profitability. Therefore, a strong and efficient relationship has to exist

between manufacturers and consumers to ensure the commercial and
practical achievement of manufacturers. Ideally, the performance
measurement model should consider quantitative as well as qualitative
approach and have the capacity to apply different measuring tools. A
significant number of studies have been carried out on SC performance
measurement, yet a lot of corporations were unsuccessful in
implementing effective performance measurement methods in their
operations. The authors have unlocked a large number of articles and
models which have investigated supply chain performance measurement
(SCPM). Each model has its own merits and criticisms from various
reviewers and some of the most observed deficiencies from the existing
performance measurement models. Based on the gap analysis, the
researchers have proposed ten attributes which should be embedded into
the supply chain performance measurement (SCPM) for the
manufacturing industry and the ISCPM model has been developed. The
ten supply chain performance measurement attributes proposed are -
Financial Health (FH), Collaboration (CL), Velocity (VC), Resilience
(RE), Reliability (RL), Continuous Improvement (CI), Visibility (VS),
Work Place Health (WPH), Sustainability (SS), and Service Excellence
(SE).

INTRODUCTION

In recent times, manufacturing organizations have witnessed the

benefits of an effective SCM in day to day operations and performance
evaluation of an integrated supply chain management for manufacturing
industry that stimulates supply chain management (SCM) to enable
business partners to escalate its efficiency to understand the bottom-line
impacts of an organization from procurement, manufacturing, warehouse,
distribution, customer service as well as financial aspects of an
organization (Kumar et al., 2020; Saleheen et al., 2019).

Figure 1. Flow of SCM (Huda et al., 2014).

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 Supply Chain Performance Measurement … 29

Figure 1 depicts a basic SCM which conventionally includes suppliers,

manufacturers, distributors, retailers, and customers. Every SCM prevails
to satisfy customers’ needs as well as to make a profit. Hence, the primary
emphasis of all SCM is the customer (Elnouaman & Ismail, 2016).

DEFINITION OF SUPPLY CHAIN MANAGEMENT

American Production and Inventory Control Society conceptualized

the definition of Supply Chain Management (SCM) as the process of
overseeing the flow from raw materials to the consumption of end products
by consumers (Frederico et al., 2019; Septiani et al., 2016). This
description implies that SCM is a system that synchronizes the entire
function and sub-functions of the internal and external entities of an
organization. In the same line, some other authors extended the importance
of emphasizing the incorporation of the information system in the
definition of SCM (Agrawal et al., 2019).
In the same vein, SCM is defined practically as a chain that connects,
manages and ensures the flow of products and services between
manufacturers, suppliers, and customers. Furthermore, SCM is also
responsible for the enhancement of competitive advantage by using an
organization’s operational capability, information, technology, and
suppliers (Molina-Besch, 2016; Saleheen et al., 2019a).

SCM FOR THE MANUFACTURING INDUSTRY

Manufacturers have been investigating innovative methods to attain

competitive leverage in consequence of globalized competition.
Practically, such methods can be referred to as SCM, which has been
chosen as a key measure of consideration by the analysts and experts. SCM
is reflected as an effective strategic approach to enhance competitive
advantage in this modern era of intense global competition, and as such,

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30 Ferdoush Saleheen and Md. Mamun Habib

SCM is gaining endless attention. Indeed, the effectiveness of SCM is

impactful on the quality of product value, logistics and by extension on
customer satisfaction and organizational profitability (Delic & Eyers,
2020; Saleheen et al., 2018; 2018a).
Against this backdrop, manufacturing is the act of using different
capabilities and approaches to add value to raw materials to satisfy certain
demands. Manufacturing involves innovation, arts, and creativity to invent
things that have not been created before. Hence, manufacturers sometimes
assume the position of suppliers and managers, managing resources and
conveying their end products to end-users (Vanichchinchai, 2019).
Therefore, a strong and efficient relationship has to exist between
manufacturers and consumers to ensure the commercial and practical
achievement of manufacturer’s goals and objectives. Additionally, the core
objectives of SCM are to ensure the quality, reduction of cost and time
management in the cost of adding value to raw materials and conveying
end products to end-users (Kottala & Herbert, 2019).

Figure 2. The flow of SCM in the manufacturing industry (Chopra & Meindl, 2016).

In the process of manufacturing illustrated in Figure 2, which involves

adding value to raw materials, turning raw materials to end products and
meeting consumer demand, SCM functions both in upstream and
downstream of the manufacturing processes. The current intensified
competition in the global market is posing some challenges to
manufacturers. The myriad of challenges includes eliminating waste

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 Supply Chain Performance Measurement … 31

products, the innovation, and diffusion of new technologies, improvement

of supplier-customer relations, complying with stringent regulations,
adopting efficient inventory management and ultimately improving
operational and performance effectiveness (Kottala & Herbert, 2019;
Chopra & Meindl, 2016; Shamsuddoha, 2015).

SUPPLY CHAIN DRIVERS

Figure 3. Supply Chain drivers (Chopra & Meindl, 2016).

In order to attain a competitive position, a company needs to be

strategically equipped to formulate its supply chain (SC) strategy either
through responsiveness or efficiency, where six driving forces that govern
the competitive positions are - sourcing, facility, transportation, inventory,
information, and pricing illustrated in Figure 3. (Shamsuddoha, 2015).

Sourcing

Four key methods to be embraced in sourcing are - concentrate on

corporate resources like Nike and Dell, focus on subcontracting but expand
the business like Nokia and Nortel through disruptive innovation where a

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32 Ferdoush Saleheen and Md. Mamun Habib

company sets its prices comparatively lower in order to gain market share
and capture customers and gradually increase the price as IKEA did, and
strategic repositioning where companies provide business solutions to
customers instead of offering services only related to the final products like
IBM did (Singh & Misra, 2020; Ye et al., 2018; Monczka et al., 2016;
Saleheen et al., 2019; 2019a; 2018; 2018a).

Facilities

It involves major decisions on product, process and customer market

coupled to each facility as well as the location of a facility that are to be
evaluated in an SC strategy planning. When determining a place, several
aspects are to be considered, such as quality, speed, dependability,
flexibility, and cost (Swierczek, 2019).

Inventory

Inventory plays a crucial role in order to determine the performance of

a company as most companies carry inventory in one way or another.
Monczka et al., (2016) categorize that there are three types of inventory
which are raw material, work in progress, and finished goods inventory.
Inventory holding cost is also an important factor for an organization in
order to improve its operational efficiency and increase profitability.
Safety inventory also plays a significant role to support the customer
during uncertainties and unforeseen situations when the demand fluctuates
(Ye et al., 2018; Wang et al., 2016; World Bank, 2016a).

Transportation

Transportation plays a significant role in the operation to reach its

products to its customers where cost is relatively important to measure and

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 Supply Chain Performance Measurement … 33

determine the SC strategy. Faster transportation will increase the

responsiveness but increase the cost; slower transport operations will lower
the transport cost, but it increases efficiency in the cost-benefit analysis.

Information

E-commerce is a modern concept for sharing information effectively

and timely among its SC network. Singh and Misra (2020) revealed that
there are numerous challenges faced by a supplier or a customer in
structuring themselves within an SC software. Monczka et al., (2016)
reviewed that if the information is not accurate, then decision- makers
would be left to work with false or hoax measurement (Chopra & Meindl,
2016).

Pricing

Researchers identified two approaches to pricing strategy, the standard

linear pricing approach and the strategy matrix pricing approach. The
standard linear approach includes five steps to determine the correct price
- pricing based on business objective, policy-based pricing, develop a list
price, discounts, and adjustments and final pricing (Singh & Misra, 2020).

SCM MACRO PROCESS FLOW

The SCM macro process can be classified into three core components
- upstream, internal process and downstream (Chopra & Meindl, 2015).
Supplier Relationship Management (SRM) encompasses the interaction
with suppliers’ supplier, supplier and the organization, and it deals with
sourcing, negotiation with the supplier, purchase management, design
collaboration, and supply collaboration. Internal Supply Chain
Management (ISCM) concentrates on the internal operations, production

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34 Ferdoush Saleheen and Md. Mamun Habib

planning at the strategic level, material requirement planning, supply

planning, order fulfilment, etc. All these elements are taken into
consideration in the SCM Macro Process diagram illustrated in Figure 4.
And finally, Customer Relationship Management (CRM) focuses on the
market, call center operations and order management which are mostly the
interaction between the enterprise and its customers (Chopra & Meindl,
2015; Saleheen et al., 2014; 2014a).

Figure 4. SCM Macro Process (Chopra & Meindl, 2015).

EVOLUTION OF SUPPLY CHAIN MANAGEMENT

The term logistics was adopted as a general concept for the physical
distribution of goods. Years before the adoption of logistics for strategic
and managerial purposes are known as “dormant years” (Haraburda,
2016). The military-based orientation about logistics was reviewed during
the “Transformation” era in the 1950s. This was when logistics was
introduced as a term for transporting tangible goods (Ballou, 1992; 2007;
Saleheen et al., 2014; Saleheen et al., 2019; 2018).
The concept of Logistics was first incorporated back in the 1950s, and
it got matured in the 1970s. During the 1980’s Supply Chain Management
(SCM) theory was incorporated in the manufacturing industry. In the years
between 1992 and 1995, the perception of Balanced Scorecard (BSC), the

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 Supply Chain Performance Measurement … 35

SCOR model was conceptualized, and the SCM was also incorporated in
the service industry illustrated in Figure 5.

Figure 5. Evolution of Supply Chain Management.

During 2007, SCM was incorporated in the education supply chain,

and the Six Sigma and the hybrid model SCOR-BSC model was also
incorporated. From 2011 till 2020 Supply Chain Performance
Measurement (SCPM) got priorities amongst the researchers.
Alternatively, SCM was conceptualized by the logistics experts (O’Neall
& Haraburda, 2017). The conceptualization of SCM was justified to
approach and manage the supply chain (SC) with a unitary strategy. Hence,
strategic decisions would be harmonized between the parties involved in
the chain. This notion was considered unanimous among logistics and
marketing theorists (Beamon, 1999). SCM is a central concept to the entire
management theoretical realm. Hence, SCM resonates across so many
other management aspects (Gilling & Ulmer, 2016).

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36 Ferdoush Saleheen and Md. Mamun Habib

Invariably, the importance of SCM has grown over time and continues
to grow in a ponderous trend. Numerous researchers have examined the
adoption of SCM in different industries. Besides, it also has an effect on
all major departments in an organization to integrate and coordinate the
flow both within and outside the organization (Hussain et al., 2019; Jeble
et al., 2019; Baliga et al., 2019; Romule et al., 2019).
It is also recommended that performance measurement be well defined
and concise enough for easy understanding. Taghipour et al., (2015)
opined that the metric for choosing an effective performance measurement
instrument should be - reliability, validity, accessibility, and relevance to
the processes or the concerned personnel.
Neely et al., (2004) stated that performance measurement system is
grouped into two classes - the internal and the external environment, the
internal environment presents the organization itself while the external
environment reflects the market within where an organization competes
(Kottala & Herbert, 2019; Fosso & Akter, 2019; Sweeney et al., 2015).
Collaboration is a vital component to achieve external assimilation
with other chain members, and SC collaboration necessitates a rational
amount of exertion from all contributing members to warrant the
accomplishment of prospective benefits (Salam, 2017; Nagashima et al.,
2015). SCPM approach is divided into financial and non-financial
measures. Board members and executives in an organization usually look
for financial data in order to make decisions, whereas mid-level executives
require more operational information.

Supply Chain Performance

IN MANUFACTURING ORGANIZATIONS

Manufacturing organizations have been in search of comprehensive

SCM performance measurement methods, but they were not successful in
developing an integrated Supply Chain Performance Measurement
(SCPM) model. As of now, the Supply Chain Performance Measurement

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 Supply Chain Performance Measurement … 37

(SCPM) is evaluated into financial and non-financial measurement system

through nine different measuring tools. Business enterprises witnessed a
paradigm transformation in order to evaluate SCPM, where all major
global companies applied either SC Operations Reference (SCOR) model
or SC Balanced Scorecard (BSC) model. In spite of incredible appreciation
of the Balanced Scorecard model (BSC) in the corporate world, the model
has found numerous constraints. As time goes by, these constraints
becomes more noticeable. In contrast, the SCOR model was formulated to
provide a business to enhance its efficiency with a vision to regulate the
Supply Chain Performance Measurement (SCPM) parameters and
investigate as a point of reference for enterprises and inter-link the
financial statement.
The SCOR model also fails to anticipate the global outlook on market
uncertainty and business risk. Multifold issues such as sustainability,
visibility, and IT-related upgradations were also not covered within the
SCOR model. Training and development, capacity building, a
collaboration of inter and intra organizational or functional activities are
not reflected either.
This research observes performance measurement for the
manufacturing industry where its relevanc was established and
authenticated through an exploratory study based on primary and
secondary data through a self- administered questionnaire. During this
approach, both quantitative and qualitative data is converged so that the
research problem is analyzed and both data are collected by the
investigator simultaneously within the study (Saleheen et al., 2019; 2018).

SUPPLY CHAIN PERFORMANCE

MEASUREMENT GAP ANALYSIS

The authors unlocked a large number of articles, and models which

have been investigated in the literature review on supply chain
performance measurement (SCPM). To measure the supply chain

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38 Ferdoush Saleheen and Md. Mamun Habib

performance, several tools and methods which have been already applied
are - the balanced scorecard (BSC) model, the SCOR model, Key
Performance Indicators (KPI), Management by Objectives (MBO), total
productivity management, activity-based costing, and economic value
added (Kottala & Herbert, 2019; Kurien & Qureshi, 2018; Taghipour, et
al., 2015; Saleheen et al., 2019; 2018).
However, the authors identified that, each model has its own merits
and criticisms, which has been discussed. Therefore, based on various
reviewers, some of the most observed deficiencies from the existing
performance measurement models are - green organization and
sustainability in Supply Chain Management (SCM), focus on resilient
SCM due to increased uncertainties and risks, focus on continuous
improvement in SC due to technological advancement, focus on agility in
SCM due to competition and short product life, focus on e-commerce and
e-SCM, focus on incorporating mathematical model or operations research
technique such as analytic hierarchical process (AHP) or structural
equation model (SEM) through multiple linear regression (MLR)
equations, the systematic technique to select SCPM, incorporate a
composed method in SCPM, application of precise metrics in SCPM,
develop an integrated model in measuring SCM performance, and,
performance measurement connected with the organization’s mission and
strategy aligned to company bottom-line financial performance (Kottala &
Herbert, 2019; Kurien & Qureshi, 2018; Taghipour, et al., 2015).
Supply chain performance measurement (SCPM) supports the
decision-making process through a holistic approach. It assists an
organization meaningfully, where top-level executives are enthusiastic
about understanding the bottom-line impacts of an organization and
performance measurement parameters reflects from procurement,
manufacturing, warehouse, distribution, customer service as well as
financial aspects of an organization (Kumar et al., 2020).

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 Supply Chain Performance Measurement … 39

Ideally, the performance measurement model should consider

quantitative as well as qualitative approach and have the capacity to apply
different measuring tools. Furthermore, the performance measurement
parameters should come together in agreement with certain features like
comprehensiveness, universal acceptability, and steadiness (Hussain et al.,
2019).
Researchers reported that accurate measurement of performance could
be beneficial to businesses in order to formulate, implement and control
organizational strategy, where Agarwal et al., (2019) stated that employee
motivation and organizational culture retention are also impactful in this
performance measurement.
Besides, it also effects all major departments in an organization to
integrate and coordinate the flow both within and outside the organization
(Hussain et al., 2019; Jeble et al., 2019; Baliga et al., 2019; Romule et al.,
2019). It is also recommended that performance measurement be well
defined and concise enough for easy understanding. Taghipour et al.,
(2015) opined that the metric for choosing an effective performance
measurement instrument should be - reliability, validity, accessibility, and
relevance to the processes or the concerned personnel. Neely et al., (2004)
stated that performance measurement system is grouped into two classes -
the internal and the external environment, where; the internal environment
presents the organization itself while the external environment reflects the
market within where an organization competes (Kottala & Herbert, 2019;
Fosso & Akter, 2019; Sweeney et al., 2015). Collaboration is a vital
component to achieve external assimilation with other chain members, and
SC collaboration necessitates a rational amount of exertion from all
contributing members to warrant the accomplishment of prospective
benefits (Salam, 2017; Nagashima et al., 2015). SCPM approach divided
into financial and non-financial measures. Board members and executives
in an organization usually look for financial data’s in order to make
decisions, whereas mid-level executives require more on operational
information (Saleheen et al., 2019; 2018; 2014; 2014a).

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40 Ferdoush Saleheen and Md. Mamun Habib

BALANCED SCORECARD MODEL

Despite an incredible appreciation of the Balanced Scorecard model

(BSC) in the corporate world to evaluate supply chain performance
measurement (SCPM), the model has multifold constraints.
As time passes by, it becomes more noticeable - the model did not
think through leadership or capacity building to assess its performance, it
is also considered as an observing and monitoring apparatus instead of a
development apparatus and inclined towards strategic level as opposed to
planning or operational level (Kottala & Herbert, 2019; Kurien & Qureshi,
2018).

Figure 6. The Balanced Scorecard Model (BSC, 2019).

SUPPLY CHAIN OPERATIONS

REFERENCE MODEL (SCOR)

In contrast, the SCOR model was formulated to provide a business to

enhance its efficiency with a vision to regulate the supply chain
performance measurement (SCPM) and investigate as a point of reference
for enterprises and inter-link the financial statement. The SCOR model is

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 Supply Chain Performance Measurement … 41

unsuccessful in anticipating the global outlook on market uncertainty and

business risk. Multifold issues such as sustainability, visibility, and IT-
related upgradations were not also shielded within the SCOR model,
training and development, capacity building, a collaboration of inter and
intra organizational or functional activities are not also reflected
(Shokouhyar et al., 2020; Khanuja & Jain, 2019; Shamsuddoha, 2015).

Figure 7. The SCOR model (SCOR 10, 2012).

The summary of constraints and critics of different models and

frameworks on supply chain performance measurement (SCPM) are as
follows:
Lack of a methodical technique (Kurien & Qureshi, 2018).
Nonexistence of a balanced approach (Kurien & Qureshi, 2018; Taghipour
et al., 2015). Multiple metrics and measures (Kurien & Qureshi, 2018;
Taghipour et al., 2015). Supply chain attributes and performance
measurement index are not established, connecting with bottom-line
impacts of an organization (Kurien & Qureshi, 2018; Taghipour et al.,
2015). Absence of provision for benchmarking (Kurien & Qureshi, 2018;
Sachin & Gunasekaran, 2020). Lack of association with the organization’s
mission and strategy (Kurien & Qureshi, 2018). Failure in addressing the
practicalities of measurement (Kurien & Qureshi, 2018). Lack of
methodical thinking of measuring SC as a whole (Kottala & Herbert,
2019). Lack of systematic method for prioritizing measures (Taghipour et
al., 2015).

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42 Ferdoush Saleheen and Md. Mamun Habib

Alternatively, the SCOR model does not contemplate market

uncertainty, where information visibility, IT-related issues, business
sustainability, training and development, capacity building, etc., are also
excluded in the scope of the SCOR model. No clear interaction of inter and
intra organizational or functional activities are mentioned in the SCOR
model (Kurien & Qureshi, 2018; Frederico et al., 2019).

TIMELINE OF SUPPLY CHAIN PERFORMANCE

MEASUREMENT

The timeline of Supply Chain Performance Measurement (SCPM) is

as follows:

Figure 8. Timeline of Supply Chain Performance Measurement.

The term logistics was adopted as a general concept for the physical
distribution of goods. The years before the adoption of logistics for
strategic and managerial purposes are known as “dormant years”
(Haraburda, 2016). The military-based orientation about logistics was

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 Supply Chain Performance Measurement … 43

reviewed during the “Transformation” era in the 1950s. This was when
logistics was introduced as a term for transporting tangible goods (Ballou,
1992; 2007). Alternatively, SCM was conceptualized by the logistics
experts (O’Neall & Haraburda, 2017). The conceptualization of SCM was
justified to approach and manage the supply chain (SC) with a unitary
strategy. Hence, strategic decisions would be harmonized between the
parties involved in the chain. This notion was considered unanimous
among logistics and marketing theorists (Beamon, 1999). SCM is a central
concept to the entire management theoretical realm. Hence, SCM
eliminates across so many other management aspects illustrated in Figure
8 (Gilling & Ulmer, 2016; Saleheen et al., 2019)
Invariably, the importance of SCM has grown over time and continues
to grow in a ponderous trend. Numerous researchers have examined the
adoption of SCM in different industries.

Figure 9. Evolutionary timeline of SCM (Habib, 2017).

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44 Ferdoush Saleheen and Md. Mamun Habib

ATTRIBUTES OF SUPPLY CHAIN

PERFORMANCE MEASUREMENT

Based on the gap analysis, the researcher has proposed ten attributes
which should be embedded in supply chain performance measurement
(SCPM) for the manufacturing industry are as follows:

FINANCIAL HEALTH (FH)

The transaction of financial assets in SCM is the focal point for SCM
professionals, where the accountability of a finance manager begins from
the funding, capital budgeting, analysis of suitable ventures and ends once
the payment from the customer is deposited to the bank. Incorporating
enterprise resource planning (ERP) software with financial SCM that
channels the information flows to internal parties, external parties and
escalates the reliability and quality of the financial information (Calle et
al., 2019; Alora & Barua, 2019; Baymout, 2015; Xiangfeng et al., 2017;
Alora & Barua, 2019; Chen, 2018; Ali et al., 2018).

COLLABORATION (CL)

The idea of collaboration has been recognized in SC as CPFR which

stands for collaborative planning forecasting and replenishment. One of
the constituents of collaboration is a collaborative culture that consists of
an exchange of information, openness, communication, mutuality, and
trust, etc. A collaborative culture is to accept, share, nourish information,
and trust is extremely important (Narasimhan et al., 2015; Salam, 2017;
Panahifar et al., 2018; Nagashima et al., 2015; Soosay & Hyland, 2015;
Maghsoudi & Pazirandeh, 2016; Barratt, 2004)

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 Supply Chain Performance Measurement … 45

VELOCITY (VC)

Due to market dynamics, demand fluctuations and technological

innovations, the vocabulary of competitiveness has developed abruptly
where it is influenced by the ability to reduce cycle time, lead time, total
SC cost (TSCC), improving customer service level, and product quality.
The ultimate challenge for a SC is to secure a balanced composition of
efficiency and responsiveness towards its products and services, where a
firm has been directed to design its SC more efficient considering its
TSCC, SC cycle time and time to market (Taghipour et al., 2015; Kurien
& Qureshi, 2018).

VISIBILITY (VS)

SC transparency, visibility and information sharing between the SC

partners is a pre- requisite where availability of authentic data can increase
the SC visibility. In a rapidly changing and competitive business
environment, an organization views its SC and its network as a critical
determinant of efficiency and effectiveness where short product lifecycle
and rapid market fluctuations trigger a higher level of bullwhip-effect in
operation
(Shamsuddoha, 2015; Sundram et al., 2018; Maghsoudi & Pazirandeh,
2016).

RESILIENCE (RE)

Managing risk in a borderless economy is getting exponentially

challenging due to uncertainties in demand & supply to shorter product
lifecycles to outsourcing. In reality, business is harshly influenced by
multifold factors such as financial unpredictability, merger & acquisition,
the innovation of technologies, e-business, shorter time-to-market etc., that

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46 Ferdoush Saleheen and Md. Mamun Habib

pushes organizations to embrace a smarter way of doing business (Chen,

2018; Panova & Hilletofth, 2018; Kurniawan et al., 2017; Panova &
Hilletofth, 2018; Chen, 2018).

RELIABILITY (RL)

In order to ensure reliability in the SC, a dependable association

between the partners and mutual conviction in each other’s abilities and
undertakings is essential. An increase in assurance and conviction between
the associates and conceiving trustworthiness from them enhances a
sustainable success in the SC. Three-level operational evaluation metrics
are supported by the SCOR model. The level one metric assesses the
management, level two and level three comprises more precise and
comprehensive principles with regards to the classifications and
fundamentals of the methods (Garay-Rondero et al., 2019; Chen, 2018).

CONTINUOUS IMPROVEMENT (CI)

In a borderless economy having enormous uncertainty, fierce rivalry,

business firms are enforced to bring innovation in design, quality and
support services where Japanese companies have demonstrated their
supremacy through bringing a concept of Kaizen, where the core beliefs
are troubleshooting and paying attention on continuous improvement.
Continuous improvement is synonymous with everyday run-of-the-mill
up-gradation from production processes, and services that affect the
perfection of the quality, productivity and cost reduction (Antony & Sony,
2019; Kumar et al., 2020; Bacoup et al., 2019; Zhang, 2017; Garay-
Rondero et al., 2019; Sreedharan et al., 2019; Kumar et al., 2019;

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 Supply Chain Performance Measurement … 47

WORK PLACE HEALTH (WPH)

Leadership in an enterprise has a twofold management style to perform

in a positive direction for individuals as well as for the whole organization
to foster an outlook and build a working principle to empower an
individual to lead the organization at all decision levels. It is imperative to
make the most of the strengths and efficiently manage the weaknesses of
an organization as well as individuals in order to be successful.
Simultaneously, a successful leader should not only be capable of thinking
strategically and have an understanding of the vision of an organization
but also have the aptitude to accomplish and communicate that vision
effectively. The fundamentals of leadership are ethics and transparency,
commitment, fairness, and respect for the individual (Sabiu, 2019; Zhang,
2017).

SUSTAINABILITY (SS)

The most debated and intensifying environmental alarm for customers

is to have a superior awareness on whether corporations are instigating to
offer green alternatives for their traditional products and services, where at
the moment all major global companies have pronounced the initiative
towards green operations whether products are being sold or being
processed through firms. Irrespective of all these, firms generate a
contradictory management strategy such as profitability, product quality,
high return on investments, etc. Therefore, organizations face hurdles in
order to bring sustainable SCM (Beske-Janssen et al., 2015; Tuni et al.,
2018; Baliga et al., 2019; Shokri Kahi et al., 2017).

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48 Ferdoush Saleheen and Md. Mamun Habib

SERVICE EXCELLENCE (SE)

Organizations need to focus on improving the quality service and

overall process in order to attain customer satisfaction. As we enter a truly
borderless free-trade economy, companies strive to safeguard their market
position to establish its longstanding customer relationship (Garay-
Rondero et al., 2019; Kumar et al., 2020) (Ghadge et al., 2020; Antony &
Sony, 2019; Kumar et al., 2020).

CONCLUSION

This study has developed the ISCPM model which incorporates ten
comprehensive attributes to evaluate the supply chain performance for the
manufacturing industry to address issues for all its stakeholders that have
an impact on the organizational bottom-line performance, vision, mission,
values, and objectives. A significant number of studies have been carried
out on designing a comprehensive performance measurement framework
model. Yet, a lot of corporations were unsuccessful in implementing an
effective performance measurement methods in their operations. Despite
an incredible appreciation of the Balanced Scorecard model (BSC) in the
corporate to evaluate supply chain performance measurement (SCPM), the
model has found multiple constraints. In contrast, the SCOR model was
formulated to assist a business to enhance its efficiency with a vision to
regulate the supply chain performance measurement (SCPM) and
investigate as a point of reference for enterprises and inter-link the
financial statement.

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Kurniawan, R., Zailani, S., Iranmanesh, M., & Rajagopal, P. (2017). The
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 INDEX

audit, 103, 110, 116, 117

#
authorities, 86, 128, 131, 161
automation, ix, 81, 90, 148
3PL, 148, 149, 164
automotive application, 23
4PL, 148, 150
awareness, 8, 47, 128, 137

A
B
access, 6, 17, 22, 135, 137, 141
barriers, 48, 129, 134, 138
accessibility, 36, 39, 131
benefits, 22, 28, 36, 39, 58, 83, 84, 85, 98,
accountability, 44
134, 159, 160, 192, 201
advancement, xiii, 19, 21, 149, 162, 184
business costs, 56
agent-based modelling, 2, 15
business environment, 45, 161, 194
agility, xiii, 38, 51, 57, 133, 142, 160, 184,
business management, xii, 165, 166, 168,
194, 195, 197, 199, 202
169, 170, 175
aging population, 123
business model, 3
agricultural economics, 76
business partners, 28
agricultural supply chain, 2
businesses, xii, 21, 39, 87, 90, 92, 110,
agriculture, 56, 58, 61, 62, 65, 74, 76, 77,
150, 160, 167, 183, 184
78
buyer, 56, 66, 104, 105, 106, 107, 110,
apparel industries, 177
113, 115, 116, 117
apparel industry, 97, 98, 101
artificial intelligence, 10, 18, 85, 90, 133,
139, 194

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208 Index

buyers, x, 6, 10, 17, 82, 92, 96, 97, 98, 99, cost-benefit analysis, 33, 160, 162
100, 101, 102, 103, 105, 107, 110, 111, COVID-19, v, ix, x, xi, 81, 85, 86, 87, 88,
115, 116 90, 92, 93, 94, 97, 121, 123, 124, 126,
127, 129, 130, 131, 133, 134, 135, 136,
137, 139, 141, 142, 143, 144, 145, 146,
C
147, 148, 151, 152, 153, 154, 155, 156,
157, 158, 159, 163, 167, 176, 177, 178,
cacao, vii, 1, 3, 6, 7, 8, 11, 13, 15, 16, 21,
179, 180, 182
22, 24
crops, 58, 59, 60, 76
capacity building, 37, 40, 41, 42, 137
cultivation, 58
capital employed, 70
customer relations, 31, 48
capital flows, 149
customer service, 28, 38, 45, 70, 150
challenges, xi, 30, 33, 56, 72, 78, 85, 147,
customers, xiii, 29, 32, 34, 47, 56, 57, 65,
148, 149, 158, 162, 163, 167, 180
67, 70, 74, 92, 98, 99, 111, 149, 157,
climate change, 91
159, 176, 184, 187, 188, 189, 192, 196,
closure, x, 93, 122, 129
198, 200, 201
collaboration, viii, 2, 14, 18, 20, 21, 22, 23,
24, 33, 36, 37, 39, 41, 44, 50, 98, 136,
137, 145, 189 D
commercial, viii, 4, 28, 30, 58, 169
communication, 85, 135, 140, 142 data analysis, 125
competition, vii, 29, 30, 38, 130, 149 data collection, 98
competitive advantage, xi, xii, 29, 65, 77, decision makers, 14, 82, 84
98, 99, 102, 105, 147, 149, 161, 183, decision-making process, 10, 38
194, 202, 203 dependent variable, xii, 166, 170
competitiveness, x, 18, 45, 96, 100, 117, developing countries, 72, 73, 76
158 developing nations, xii, 131, 166
conceptual model, x, 96, 111, 117, 174 disposable income, 57
consumer goods, 87, 139 distribution, ix, 8, 13, 16, 21, 28, 34, 38,
consumers, viii, ix, 6, 17, 28, 29, 30, 57, 42, 61, 66, 73, 77, 79, 81, 85, 87, 91,
66, 68, 71, 72, 73, 81, 82, 84, 85, 87, 91, 101, 123, 128, 137, 138, 140, 142, 185,
92, 101, 102, 111, 158, 161, 180, 191, 187, 188, 191, 197
193, 198 distribution channel (DC), 66, 96, 101
consumption, 10, 29, 68, 72, 73, 82, 85, 87, diversification, ix, 81, 89, 97, 117, 151
90, 180 domestic markets, 138
cooperation, 19, 22, 23, 77, 149 drug delivery, 137
coordination, 22, 59, 65, 137 drugs, 129, 132, 137, 138
coronavirus, 87, 94, 123, 124, 143, 144, dumping, 138, 142
145, 164, 166, 178, 179, 180
cost of making (CM), vii, viii, ix, 2, 29, 34,
E
38, 51, 65, 95, 96, 105
cost saving, 136
e-commerce, 38, 156, 157

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 Index 209

economic crisis, 56 financial, 6, 28, 36, 37, 38, 39, 40, 44, 45,
economic growth, 184 48, 50, 92, 137, 140, 158, 168, 192
economic losses, 180 financial data, 36, 39
economic progress, 86 financial incentives, 140
economics, 75, 76, 78, 87 financial performance, 38, 50
economies of scale, 188, 198 flexibility, 32, 50, 159, 160, 161, 194, 195
efficiency, v, ix, x, xii, xiii, 28, 31, 32, 33, fluctuations, xii, 45, 59, 66, 184, 185, 188
37, 40, 45, 48, 55, 57, 70, 73, 74, 77, 78, food, 8, 11, 57, 59, 66, 68, 69, 71, 72, 73,
82, 88, 93, 96, 165, 166, 167, 168, 169, 74, 75, 76, 77, 78, 79, 86, 87, 148, 176,
170, 175, 176, 184, 185, 191, 194, 200, 180
201 food production, 72
emergency, 110, 123, 128, 132, 135, 140, food products, 11, 75
151, 180 food safety, 66
emergency planning, 180 food security, 180
employees, 3, 128, 129, 154, 156 foreign companies, 101
employment, 15, 19, 58, 158 foreign exchange, 15
employment opportunities, 158 fruits, ix, 55, 56, 57, 58, 59, 60, 61, 66, 67,
energy, 5, 8, 132, 187, 188, 190 68, 69, 71, 72, 73, 74, 75, 76, 77, 78
energy consumption, 132 fruits and vegetables sector, ix, 55, 56, 66,
entrepreneurs, 74, 76, 139 67, 71, 72, 73, 74, 78
environment, xii, 36, 39, 86, 88, 91, 132, fuzzy-AHP, viii, 2, 4
148, 166, 177, 194
environmental factors, 141
G
environmental protection, 61
environmental sustainability, 8
garment factory, 107, 110, 115, 116
equipment, x, 86, 93, 121, 122, 124, 127,
garment industry, 97, 99, 101, 102, 118
128, 129, 130, 132, 138, 139, 148
global competition, 29, 56
exporters, 106, 110, 129
global management, 151
external environment, 36, 39
global markets, 74
global trade, 166
F global warming, 20
globalization, 142, 185, 197
facility, xii, 17, 31, 32, 68, 69, 76, 106, governments, 86, 122, 123, 124, 130, 131,
140, 160, 165, 166, 168, 169, 170, 175, 135, 140, 153, 154
176, 193 growth, vii, 21, 56, 57, 69, 87, 97, 117,
factories, 14, 86, 93, 99, 100, 103, 106, 131, 133, 135, 139, 158, 162, 170
111, 114, 117, 128, 129, 154, 160, 161, guidance, 127
200 guidelines, 116, 142, 177, 179
farmers, viii, 2, 4, 6, 8, 20, 56, 66, 67, 68,
71, 72, 73, 74, 77

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210 Index

internal environment, 36, 39

H
internal processes, 174
international trade, 83, 168
health, xii, 57, 86, 91, 128, 129, 131, 141,
inventory management, 31, 76, 139, 148,
144, 164, 166
150, 161, 182, 193, 196
healthcare, v, x, 121, 122, 123, 124, 125,
investment, xiii, 13, 61, 184, 195
126, 127, 128, 129, 130, 132, 133, 134,
issues, xi, 20, 37, 41, 42, 48, 78, 82, 85,
135, 137, 139, 140, 142, 143, 144, 145,
101, 102, 129, 140, 142, 147, 157, 158,
146, 202
160, 168, 169, 192
hospital, 124, 127, 134, 135, 136, 139, 143,
144, 146
human, x, xiii, 56, 82, 91, 96, 107, 114, J
123, 127, 132, 134, 135, 161, 178, 184
human body, 123, 132 job creation, 83
human capital, 114
human resources, xiii, 82, 134, 184
L
hybrid, xiii, 35, 184, 198, 201, 202
hypothesis, 168, 175, 177
labor shortage, 129
hypothesis test, 177 lack of opportunities, 6
landscapes, ix, 95
I laws, 142, 161
leadership, 40, 47, 70, 141
immune system, 91 lean production, 202
income, 15, 58, 72, 73, 74, 87, 92, 138 letter of credit (L/C), 96, 101, 106
India, ix, 8, 51, 55, 57, 58, 59, 60, 61, 62, light, xiii, 59, 124, 151, 155, 184
63, 64, 66, 67, 69, 72, 73, 74, 78, 79, logistics, viii, 27, 30, 34, 35, 42, 49, 51, 70,
117, 118, 129, 131, 134, 135, 138, 139 75, 76, 77, 78, 79, 101, 129, 137, 142,
industry, viii, ix, xii, 2, 3, 6, 8, 10, 13, 14, 149, 152, 156, 157, 159, 163, 164, 193
16, 17, 19, 21, 24, 28, 30, 34, 37, 44, 48,
50, 69, 75, 77, 95, 96, 97, 98, 100, 101,
M
102, 103, 106, 111, 112, 115, 117, 144,
155, 158, 160, 162, 166, 168, 169, 175,
manpower, xi, 147, 161, 189, 196
180, 202, 203 manufacturing, viii, x, xi, xii, 28, 30, 34,
information sharing, 45
37, 38, 44, 48, 49, 50, 52, 53, 76, 96, 99,
infrastructure, 69, 71, 74, 78, 89, 134, 137, 101, 103, 106, 109, 129, 130, 134, 137,
140, 142
142, 147, 152, 158, 162, 166, 168, 181,
ingredients, 123, 127, 129, 132 185, 186, 200
integration, x, 52, 65, 96, 189, 190, 197,
manufacturing companies, 49
202 mapping, 91, 192
intellectual property, 141
market position, 48
intelligent decision making, viii, 2, 4 market segment, 90
intermediaries, 59, 66, 68, 71

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 Index 211

market share, 32, 100 ownership, 66, 67, 98

marketing, 3, 35, 43, 59, 68, 69, 79, 82, 90,
177, 178, 180
P
marketing initiatives, 3
marketing strategy, 90
palm oil, vii, 1, 3, 4, 5, 6, 11, 14, 22, 23
marketplace, 56, 57, 66, 90
pandemic, v, vi, ix, x, xi, xii, 81, 85, 86,
measurement, viii, 28, 33, 36, 37, 38, 39,
87, 89, 90, 91, 92, 93, 97, 121, 124, 125,
41, 48, 70, 107, 178
126, 128, 129, 131, 132, 133, 135, 136,
medical, 122, 127, 128, 129, 130, 132, 133,
137, 138, 139, 140, 141, 142, 143, 144,
134, 137, 138, 139, 141, 148, 158
145, 146, 147, 148, 149, 151, 152, 154,
medical goods, 128, 129
155, 157, 160, 161, 162, 164, 165, 166,
methodology, viii, 2, 4, 20, 98, 173
167, 168, 169, 170, 175, 178, 179, 180,
military, 34, 42, 51
182, 202
minimum wage, 117
pandemic business management, xii, 165,
miscommunication, 85
166, 168, 169, 170, 175
models, vii, viii, xii, 2, 3, 4, 14, 20, 21, 22,
perfectly competitive markets, 92
28, 37, 38, 41, 53, 56, 75, 85, 141, 177,
performance, v, viii, x, xii, 2, 14, 18, 20,
178, 183, 185
25, 27, 28, 31, 32, 35, 36, 37, 38, 39, 40,
multidimensional, x, 96
41, 42, 44, 48, 49, 50, 52, 53, 74, 75, 77,
multinational companies, 88
84, 96, 97, 99, 102, 117, 118, 165, 166,
167, 168, 169, 170, 175, 176, 179, 182,
N 183, 185, 187, 190, 191, 197
performance indicator, 182, 187
natural disaster, 91, 178 performance measurement, viii, 20, 28, 36,
natural resources, 57, 99 37, 38, 39, 40, 41, 44, 48, 50, 53
negative consequences, 167 pharmaceutical, 8, 11, 75, 123, 124, 127,
negative relation, 175 129, 132, 143, 144, 146, 158, 182
negotiation, 12, 13, 33, 103, 104, 105 plants, 11, 88, 101, 103, 132, 153, 154, 200
nurses, 122, 127, 128, 130, 135 policy, 21, 33, 76, 137, 140, 142, 169, 192
nursing, 122 policymakers, x, 122, 123, 140
nursing home, 122 population, 11, 57, 73, 123, 137, 184
process innovation, 162
procurement, ix, x, 3, 28, 38, 81, 96, 104,
O
107, 123, 128, 131, 137, 140, 197, 203
producers, ix, 67, 72, 81, 82, 90, 100, 154,
obstacles, 162, 167, 169
157, 158, 159
operations, viii, 4, 10, 28, 33, 38, 47, 48,
product design, 90, 139
52, 75, 76, 78, 85, 96, 148, 149, 154,
production costs, 8, 87, 91
155, 164
professionals, x, 44, 93, 121, 122, 123,
opportunities, 21, 22, 57, 72, 74, 76, 90,
127, 130, 135, 136
136, 177
outsourcing, 45, 150, 185

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212 Index

profit, x, 5, 6, 13, 16, 29, 73, 96, 104, 105, requirement, 11, 34, 72, 105, 106, 196
184, 190 research collaboration, 2, 21, 24
profit margin, 104, 105, 184, 190 researchers, vii, viii, xii, 2, 3, 19, 21, 22,
profitability, viii, xiii, 3, 20, 28, 30, 32, 47, 23, 28, 35, 36, 43, 72, 89, 117, 124, 142,
56, 70, 71, 73, 74, 100, 117, 184, 192, 166, 172
193, 203 resilience, 140, 142, 167, 179
project, 22, 76, 131, 133, 136, 194 resource allocation, 193
prototype, 17, 18, 141 resource utilization, 65, 71
public health, 131, 167 resources, x, 21, 22, 30, 31, 65, 70, 99,
purchasing power, 89 114, 121, 122, 123, 127, 133, 135, 136,
137, 142, 150, 203
response, ix, xii, 65, 81, 98, 132, 140, 142,
Q
145, 165, 166, 168, 169, 170, 175, 176,
198, 201, 202
quality, viii, x, xii, 2, 3, 18, 22, 24, 25, 27,
response time, 169, 198, 202
30, 32, 44, 45, 46, 47, 48, 49, 57, 66, 69,
responsiveness, xiii, 31, 33, 45, 57, 65, 98,
70, 71, 72, 73, 84, 85, 86, 96, 98, 102,
140, 184, 185, 194, 195, 198, 201
105, 109, 110, 114, 115, 116, 123, 129,
restrictions, x, 121, 127, 132, 135, 154,
131, 140, 145, 161, 165, 166, 168, 169,
158, 202
170, 172, 175, 176, 178, 180, 183, 188,
retail, xii, 57, 59, 65, 68, 71, 78, 98, 104,
192, 193,194, 197, 202
111, 137, 155, 166, 168, 169, 175
quality assurance, 140, 194
retail brand owners (RBO), 96, 98, 101,
quality control, 193
104, 107, 111
quality standards, 188
risk assessment, 148, 159
questionnaire, 37, 103
risk management, xii, 140, 141, 148
robot, 148
R rural development, 76
rural population, 59
raw materials, x, 2, 29, 30, 61, 82, 86, 87,
89, 96, 99, 101, 106, 109, 122, 123, 128,
129, 138, 161, 184, 189 S
ready-made garments (RMG), v, ix, 95, 96,
safety, 18, 72, 122, 128, 136, 137, 139, 161
97, 98, 100, 101, 102, 103, 106, 107,
science, 75, 77, 177
108, 111, 112, 113, 114, 115, 117, 118,
scientific knowledge, 131
119
scientific understanding, 127
recommendations, iv, xi, 122, 124, 142
SCM Model for RMG, 96
recovery, 155, 160, 181
service industries, 99
regulations, 31, 127, 139
service organization, 49
reliability, 36, 39, 44, 46, 65, 91, 171, 172,
service provider, 98, 99, 101, 128, 137, 163
177
repair, 115, 116, 156
reputation, 197

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 Index 213

services, iv, 29, 32, 45, 46, 47, 56, 61, 65, trade, xi, 48, 49, 88, 128, 132, 138, 142,
76, 100, 102, 122, 123, 126, 133, 135, 147, 152, 153, 158, 168
142, 149, 164, 187 transport, 33, 68, 71, 94, 110, 189
shortage, 136, 152, 156, 157, 159, 160, 187 transportation, 31, 33, 57, 59, 69, 86, 87,
soft system methodology, viii, 2, 4, 20 91, 102, 110, 128, 129, 132, 150, 186,
sourcing challenges, 148 188, 191, 193, 201
stock, xi, 18, 20, 128, 139, 147, 156, 161, treatment, 86, 123, 127, 132, 138, 139, 141
197
stockpiling, 140, 142, 152, 155
U
storage, 57, 59, 66, 68, 69, 71, 85, 110
strategic management, 179
urban areas, 130
strategic planning, 107
urban population, 59
structural equation modeling, 177, 178,
urbanization, 57, 60
179
structure, 3, 73, 91, 98, 124, 173, 177
supplier, 31, 33, 89, 93, 99, 150, 152, 153, V
154, 159, 160, 162, 187, 190, 197
supply chain efficiency, 56, 70, 71, 74, 78 vegetables, ix, 55, 56, 57, 58, 59, 60, 61,
supply chain management, 1, iii, v, vii, ix, 66, 67, 68, 69, 71, 72, 73, 74, 75, 76, 77,
xiii, 2, 23, 24, 28, 29, 33, 34, 35, 38, 49, 78
50, 51, 52, 53, 55, 56, 61, 65, 67, 69, 75, vision, 37, 40, 47, 48
76, 77, 78, 79, 81, 82, 83, 93, 94, 95, 96, vitamin B1, 131
98, 99, 101, 102, 111, 113, 117, 118, vitamin B12, 131
144, 148, 149, 150, 163, 164, 180, 181, vocabulary, 45
184, 188, 194, 203, 205 vulnerability, 52, 91
supply disruption, 92, 155
supply shock, 93 W
sustainability, 13, 15, 17, 21, 23, 37, 38,
41, 42, 100, 117, 129, 167, 182 waste, xiii, 30, 69, 70, 74, 176, 184, 185,
sustainable development, 149 186, 187, 188, 190, 191, 192, 193, 194,
197
T waste management, 176, 192
wholesale, 59, 69
techniques, vii, 2, 3, 20, 73, 167, 193, 201 workers, 4, 83, 107
technological advancement, 38, 187 workforce, xi, 89, 96, 148
technologies, xi, 31, 45, 133, 139, 141, World Health Organization, 86, 122, 146,
147, 150, 161 167
testing, x, 121, 128, 130, 131, 138, 139, worldwide, 89, 100, 111, 123, 138, 202
177
total cost of ownership (TCO), 92, 96, 98

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