SUPPLY CHAIN MANAGERS: PROFESSIONAL PROFILE AND THE
ROLE IN THE CROSS-FUNCTIONAL INTEGRATION OF SUPPLY CHAIN MANAGEMENT
Andréia de Abreu
Federal University of São Carlos, Brazil
E-mail: andreiabreu11@gmail.com
Rosane Lúcia Chicarelli Alcântara
Federal University of São Carlos, Brazil
E-mail: rosane@dep.ufscar.br
Submission: 17/06/2014
Revision: 01/07/2014
Accept: 13/07/2014
ABSTRACT
Supply Chain Management can be
seen as a way to achieve integration of all corporate functions. In practice, Supply
Chain Management is complex and characterized by numerous activities spread
over multiple functions and organizations, which pose challenges to reach
effective implementation. Based on literature review, the objective of this
paper is to present the theoretical indications regarding professional profile
recommended for the Supply Chain Management and discuss the role of these
professionals in cross-functional business processes. The literature review
demonstrated a growing interest in the thematic, especially because the “soft”
aspects (human and behavioral) to achieve supply chain internal and external
integration. All functions must be involved in Supply Chain Management and
supply chain managers have a critical role to play: challenge the supremacy of functions
in the organizational structure, implementing the practice of "horizontal
work" through cross-functional teams. Overall, this research contributes
to academic and practical professionals by the description of the job profile
of the supply chain managers and presentation of forms to achieve internal
integration.
Keywords: supply chain
management; supply chain managers; integration.
1. INTRODUCTION
Despite
the popularization of the concept since its introduction in the 1980s, the
Supply Chain Management (SCM) is considered a discipline still in formation
(CHEN; PAULRAJ, 2004; TIWARI et al., 2014). Its body of knowledge has been
formed in confluence with areas such as logistics, operations management,
information technology and marketing, resulting in principles and specific
strategies, as demand management, postponement, e-supply chain, sustainable
chain and others.
In
practice, SCM is complex and characterized by numerous activities spread over
multiple functions and organizations, which pose challenges to reach effective
implementation (MALEKI; CRUZ-MACHADO, 2013). According to Teller et al. (2012)
most of the initiatives to implement the practices and principles of SCM fail
or are not completed. Studies have pointed out two main reasons for this fact:
(i) the low observance of the human factor in behavioral and professional
profile terms (ROSSETTI; DOOLEY, 2010; SOHAL; 2013) and (ii) inadequate
organizational structure to promote intra-organizational flows (KIM, 2007;
OLIVA; WATSON, 2011), both have a negative impact on integration (COUSINS;
MENGUC, 2006; KOTZAB et al., 2006; FAWCETT et al., 2008).
Internal
and external integration as a key factor in achieving improvements has been one
of the main themes in the SCM literature (FLYNN et al., 2010). While the
external integration focuses on the relationship between the other members of
the supply chain like suppliers and consumers, the internal integration seeks
to make possible the different flows (information, money, material, decision)
among all corporate functions (MENTZER et al., 2001; FABBE-COSTES; JAHRE, 2008;
SHOENHERR; SWINK, 2012). In this point, Lambert et al. (2008, p.113) assert
“academics and managers need to consider the linkages between SCM and the
business functions and business processes”.
Although
regarded as a primordial condition for the benefits of participating in a
supply chain are effectively achieved (SHUB; STONEBRAKER, 2009; DANESE, 2013),
integration is much more difficult to achieve in practice than in theory
predicts (FABBE-COSTES; JAHRE, 2008). Despite the definitions of SCM suggest
the areas of purchases, operations and logistics as cross-functional, in business practice do not occur: the chain
management is more focused on improving external processes rather than to
internal functional integration (KOULIKOFF-SOUVIRON; HARRISON, 2010; ROSSETTI;
DOOLEY, 2010).
Because
the crucial role in ensuring the continued firm competitiveness, formulation
the strategies and monitor the execution, the role of supply chain managers has
become increasingly prominent. There is a visible growth in the studies which
seek to measure its proper professional profile and its role in promoting
internal integration role (MANGAN; CHRISTOPHER, 2005; LAMBERT et al., 2008;
ESPER et al., 2010; MENON, 2012; OMAR et al., 2012; FAWCETT; WALLER, 2013;
LORENTZ et al., 2013; WU et al., 2013). However, there is still a lack of
agreement on the domain of supply chain managers, situation which justifies the
need for more studies on the theme.
This
article is based on literature review, and aims to integrate the discussions
about the existing issue. Specifically, our goal is to present the theoretical
indications regarding professional profile recommended for the SCM and discuss
the role of these professionals in cross-functional business processes.
2. INTERNAL INTEGRATION IN SUPPLY CHAINS
Supply
chain management is actually the main theme in discussions on business
competitiveness. Fawcett et al. (2011, p.116) discussed that SCM is the
“business of business”, but it has been managed as back office by companies.
Some difficulties in its operationalization have drawn the attention of
academics, entrepreneurs and managers of this issue (KOTZAB et al., 2006;
TELLER et al., 2012; KHAN et al., 2013), mainly those related to integration.
The literature recognizes that collaboration in the supply chain can only be
achieved with the integration of intra and interorganizational functions and
with the establishment of common goals (MENTZER et al., 2001; CHEN; PAULRAJ,
2004; LAMBERT et al., 2005; JUTTNER et al., 2007).
SCM
implies a “horizontal” organizational orientation rather than a “vertical” one
(MANGAN; CHRISTOPHER, 2005;
In
this sense, internal integration is commonly defined as the collaboration and
linkages between and across organizational functions as well as organizational
partners, including customers and suppliers. Miocevic and Crnjak-Karanovic
(2012) claim that value creation is a process in which all members of the
supply chain should invest their resources, skills and knowledge internally,
interacting results of this creating value throughout the chain. As a
consequence, the value is delivered to the final costumer. In fact, the models
SCOR – Supply Chain Operations References e GSCF – Global Supply Chain Forum
predict the need for internal flows as complementary to external flows (LAMBERT
et al., 2005).
The
basic level of integration is the internal operation of each company. The
benefits which are gained are directly related to capacity efficiencies across
functions within a company based on strategic alignment of each functional area
related to SCM (CHOPRA; MEINDL, 2012).
Table 1: Creating the right supply organization
|
·
A corporate-level
steering committee guides global procurement and supply initiatives. ·
Regular strategy
coordination and review sessions occur between business units and functional
groups. ·
Centrally coordinated
commodity teams have responsibility for developing supply strategies. ·
A chief procurement
officer regularly makes strategy presentations to the executive committee and
board of director. ·
Specific individuals
are assigned responsibility for managing key supplier relationships,
including strategic supplier alliances. ·
Cross-functional
teams work directly with supplier to develop performance capabilities. ·
Lead buyers or
site-based experts are designated to manage no commodity team items. ·
Supply personnel are
collocated with internal customers as required, including operations,
engineering, and marketing. ·
Supply managers and
suppliers are actively involved with new product development teams. ·
On-site suppliers
manage routine inventory requirements, including ordering, replenishment, and
inventory control. ·
A formal group is
responsible for demand and supply planning. ·
A shared services
model is used to coordinate and manage common activities across business
units. ·
Procurement and
supply personnel are separated according to operational and strategic
responsibilities. ·
An executive position
is responsible for coordinating and integrating key supply chain activities
from supplier through customers. ·
Global matrix
organizational structures are used to achieve full integration across global
locations and product lines. ·
An executive
buyer-supplier council meets regularly with suppliers to coordinate
strategies and long-range plans |
Source: Trent (2007,
p.39)
However,
reaching this level of integration is not easy to obtain, with many barriers.
Bowersox et al. (2007) present those who consider the main ones:
(1) Organization:
the organizational structure of a company may restrain the interdepartmental
processes. The traditional practice has been grouped all the people involved in
performing a given task in functional departments with silo mentality,
complicating the process management;
(2) Measurement
and reward systems: traditional systems of measurement and reward hamper
cross-functional coordination by relying on functional realization isolated
instead of measure the overall performance of the process;
(3) Leveraging
of inventory: inventories are leveraged to facilitate functional
performance. The traditional position is to maintain sufficient level to
protect the operational uncertainties and demand or achieve economy of scale in
production, passing the problem of excessive inventory to other departments;
(4) Infocratic
structure: information technology is an enabler of process integration.
However, the structures and philosophies of traditional management does not
favor the exchange of information between functional areas, occurring slowly
and fragmented;
(5) Knowledge
transfer: there is a lack of understanding about how to share knowledge,
coming from the excessive strengthening of functional specialization and the
lack of people willingness.
It is
noticed that two factors stand out among these barriers: (i) people and (ii)
organizational structure. The first relates to the supply chain professional,
in terms of technical and behavioral skills and functions to be performed. The
second relates to the organizational format currently recognized as inefficient
in allow flows (information, knowledge, material) required for SCM. There are
also issues related to organizational strategy, planning (tactical and
operational) and human resources policies. In this scenario, a figure has
emerged: the supply chain manager and its role in integration, especially
intra-organizational. The next sections expose this subject.
3. SUPPLY CHAIN MANAGERS: CURRENT CHARACTERISTICS
The
SCM is human centric (MAKU et al., 2005; THORNTON et al., 2013). Getting
strategy execution right is the essence of any strategy formulation exercise.
However, there is a gap between SCM performance measurement, business strategy,
human resources system and organizational structure (OMAR et al., 2012; TELLER
et al., 2012). Because of this, supply chain managers are been considered a
critical dimension in SCM (VAN HOEK et al., 2002; MANGAN; CHRISTOPHER, 2005; LORENTZ
et al., 2013).
The
way companies need to think the modern supply chain executive has significantly
changed over the years. Initially with a focus on logistics functions (GAMMELGARD;
LARSON, 2001; MURPHY; POIST, 2007) and supplies (LARGE, 2005; OTHMAN; GHANI,
2008), discussions were progressing to a broader view of the performance
prerogatives of this professional (HARVEY; RICHEY, 2001; KOVÁCS et al., 2012; HARVEY
et al., 2013; SOHAL, 2013). Christopher (2004) presented one decade ago seven
major business transformations and its implications for management skills and
competencies (Table 2).
According
to the author, the skills profile for supply chain managers is wide, varied and
broader than for many other management categories. However, questions like “who
are we” and “what do we do” have not been fully answered (FAWCETT; WALLER,
2013) and their professional identity is still poorly defined (ZINN; GOLDSBY,
2014) being “difficult to assess who supply chain professionals are when there
is so much variance in what they do—in terms of their scope of
responsibilities” (p.25). Only recently companies have designated a specific
post for supply chain managers and universities have included the discipline of
SCM in its curriculum (RICHEY et al., 2006; FAWCETT et al., 2010; WU et al.,
2013).
Table 2: Business transformations and the implications
for supply chain managers
|
Business
transformation |
Leading to |
Skills required |
|
From supplier- to customer-centric |
The design of customer-driven supply chains |
Market understanding and customer insight |
|
From push to pull |
Higher levels of agility and flexibility |
Management of complexity and change |
|
From inventory to information |
Capturing and sharing information on real demand |
Information systems and information technology expertise |
|
From transactions to relationships |
Focus on service and responsiveness as the basis for customer retention |
Ability to define, measure and manage service requirements by market segment |
|
From “trucks and sheds” to end-to-end pipeline management |
A wider definition of supply chain cost |
Understanding of the “cost-to-serve” and time-based performance indicators |
|
From functions to processes |
The creation of cross-functional teams focused on value creation |
Specific functional excellence with cross-functional understanding. Team working capabilities |
|
From standalone competition to network rivalry |
More collaborative working with supply chain partners |
Relationship management and win-win orientation |
Source: Christopher (2004)
Rossetti
and Dooley (2010) indicate a justification for this fact: the absence of
consensus on the concept of SCM, causing a lack of clarity in defining what are
the professional practices and the types of jobs associated with SCM. The
authors suggest eight possible positions of management associated with SCM: (1)
Supply manager – develops activities
aimed at improvement and management of the supply network, (2) Operations
manager – develops activities aimed at process improvement in global
operations, (3) Service operations manager – monitors the service providers and
outsourced companies, (4) Purchasing manager – develops activities aimed the controlling
inventory and supplies usage, (5) Information manager - develops activities
aimed the global information management in the supply chain, (6) Integration
logistics manager - develops activities aimed the internal and external
monitoring of product flow, (7) External logistics manager - promotes the
interface between company and consumer, (8) Manufacturing manager - develops
activities aimed the production management and also quality management and
processes.
Supply
chain managers are a quite varied group: they often come into a logistics,
transportation, procurement and sales (MANGAN; CHRISTOPHER, 2005) being common
the reference “logistics manager” and “supply chain manager” similarly
(GAMMELGAARD; LARSON, 2001; MURPHY; POIST, 2007; LAMBERT et al., 2008). In a
study performed with senior level executives in more than 100 companies, whose
aim was to identify the skills required of logistics managers relative to the
beginning of the 1990s, Murphy and Poist (2007) realized redefining the role of
these executives. The comparison suggested that the skills for the management
of contemporary logistics are defined from the supply chain orientation, which
requires human management skills and systems view of the business and not only
technical skills related to specific functional area. Gammelgaard and Larson
(2001) posited a three-factor model of SCM skill areas for executive
development and other programmers aimed at logistics managers:
interpersonal/managerial basic skills, quantitative/technological skills, and
SCM core skills. They also stressed the importance of good communications
skills for today’s logisticians, both upward and downwards communication within
the organization. Large (2005) stressed the same. A survey with buyers and
purchasing executives in German companies suggested that interpersonal
communication plays as important role in the management of supplier-customer
relationships. So, purchasing executives should support intensive, open and
friendly communication behavior of their subordinates but, as preconditions,
should have oral interpersonal communication capability and positive attitudes
with suppliers.
Concerning
professional qualification, Esper et al. (2010) suggest that supply chain
managers have not only functional skills, but also managerial and
interpersonal. Interpersonal characteristics are: openness, trust, awareness,
adaptability, willingness to constant learning and extroversion (to deal with
employees and customers). Ability to make decisions, solve problems and manage
work time (own and team) are the managerial skills. Already functional skills
relates to specific knowledge in functional area allocation and the business as
a whole. Barnes and Liao (2012) suggest that supply chain managers should have
knowledge of other functions and business processes of the company and possess
skills of cooperation and problem solving. In selection processes should
recruit professionals with openness to cooperation and interpersonal skills to
ensure the exchange of information, an essential factor for collaboration in
operating activities.
Mangan
and Christopher (2005, p.181) appointed that this re-orientation of the supply
chain manager require a “T-shaped” skills: managers have in-depth expertise in
one discipline (for example, logistics) combined with enough breadth to see the
connections with others (business process engineering, asset management,
activity-based costing). Using a triangulation research approach (focus group,
interviews/surveys and a case study) in order to capture the views of the
professionals, students and providers of education and training in SCM about
the key knowledge areas and competencies/skills required by logistics and
supply chain managers, the authors found: (1) General – finance, information
technology, management/strategy, (2) Logistics and SCM specific –
operations/SCM, focus on processes/flows, legal, security and international
trade, multimodal logistics, logistics in emerging markets, (3) Competencies
and skills – analytical, interpersonal, leadership, change management, project
management.
The
ability to see the “big picture” is included in the supply chain manager
professional profile. Due to the competition in the global marketplace, supply
chain manager need to possess multicultural knowledge, foreign languages, and
external focus on local social and economic conditions and develop a management
style that is concert with the local environment (HARVEY; RICHEY, 2001; KOVÁCS
et al., 2012; HARVEY et al., 2013). Ellinger and Ellinger (2014) presents four
requisite skills for global supply chain manager: (1) Higher order problem
solving – analytical, technical skills, creative thinking and ability to see
the “big picture”, (2) Managing ambiguity – high order diplomacy and commercial
awareness who can learn from past experiences and apply that learning in new
imprecise situations are needed, (3) Multi-level communicator – ability to
converse horizontally and vertically within organizations and across
communities of trading partners and be able to explain the SCM concept and (4)
World citizen – manage and relate teams located in multiple countries. The
personal characteristics are equally important. According Harvey et al. (2013),
their cultural heritage and past experiences directly affect their ability to interact
effectively with others in a foreign context.
In
summary, multicultural knowledge, knowledge of the general business scenario,
technical knowledge in SCM, training and monitoring of work teams (including
multifunctional), change management, conflict resolution, breach of functional
barriers, interpersonal and communication skills, ethical awareness and social
responsibility are the main skills, competencies and functions expected of the
modern supply chain managers. These findings further emphasize that supply
chain managers should be manager first and technical specialist second (COUSINS;
MENGUC, 2006; MURPHY; POIST, 2007; LORENTZ et al., 2013).
4. DISCUSSION: SUPPLY CHAIN MANAGERS AND SUPPLY CHAIN
INTERNAL INTEGRATION
As
noted earlier, people involvement is critical to the success of strategic
initiative implementations in supply chains (MAKU et al., 2005; SHUB;
STONEBRAKER, 2009; SMITH-DOERFLEIN et al., 2011; SWEENEY, 2013). At the same
time, also the organizational structure (KOTZAB et al., 2006; KIM, 2007; OLIVA;
WATSON, 2011). According Maleki and Cruz-Machado (2013), in the context of SCM
a large number of individual interact with other using specific internal
structures. Additionally, Lambert et al. (2008, p.117) state that each
functional area plays an important role in the successful implementation of
SCM, in which “no function should dominate; that is, all functional efforts
should be aligned with the business goals and focused on the management of
relationships with customers and suppliers”.
Nevertheless,
cross-functional opportunities are easier to identify than to implement. The
fact is that organizations have been unable to find the harmony among people,
structure and cross-functional flows (CANTOR et al., 2012; TELLER et al., 2012;
KHAN et al., 2013). This is the scenario wherein the role of supply chain
managers becomes crucial. Fawcett et al. (2010, p.22) argue that supply chain
leader “is a cross-functionalist who understands the key supply chain functions
and keeps them rolling in synch, a choreographer who sees the “big picture”
while understanding where individual pieces fit the pattern”.
Human
aspects are fundamental to organizational integration (BARKI; PINSONNEAULT,
2005). The adoption of practices enablers of SCM (for example, quality
management, demand management, partnership with suppliers, benchmarking, VMI)
requires internal modifications, including organizational culture (MELLO; STANK,
2005), in order to promote cross-functional relationships between the areas
related to creating customer value (LAMBERT et al., 2005; JUTTNER et al., 2007;
FAWCETT et al., 2008). However, effective implementation is considered
dependent on the human factor in terms of skills, capabilities and favorable
predisposition of employees to perform the functional tasks of these practices
(GOWEN III; TALLON, 2003; TELLER et al., 2012; LENGNICK-HALL et al., 2013).
Aversion to change and the challenges of managing people in the operational
routine are also found in the sphere of SCM (KOTZAB et al., 2006; OMAR et al.,
2012). Therefore, support actions, reinforcement, monitoring and development of
the human factor are vital for the proper performance of intra-organizational
professional activities (KOULIKOFF-SOUVIRON;
Since
human interactions influence SCM practice largely, human resource development
strategy significantly affects supply chain performance (SWEENEY, 2013;
ELLINGER; ELLINGER, 2014). Regarding the impact of human interaction on supply
chain practices, Maku et al. (2005, p.29) propose an operational definition:
“human interaction within supply chains can be defined as the region of
intersection between the HR system and supply chain strategy execution”.
Lengnick-Hall et al. (2013) define HR system as a multilevel construct (HR
architecture, principles and philosophy) that direct the management of human
capital, some mid-range elements (HR policies and programs) that provide
alternate means for aligning HR activities with the specific activities
implemented within a firm. The HR practices usually considered in the
literature on people management in SCM are: (a) staffing, (b) job design, (c)
performance appraisal, (d) reward and compensation, (e) training, (f)
socialization and (g) communication (GOWEN III; TALLON, 2003; SHUB; STONEBRAKER,
2009; KOULIKOFF-SOUVIRON; HARRISON, 2010; BARNES; LIAO, 2012). In view of this,
Smith-Doerflein et al. (2011) suggest that supply chain management must be
managed aligned with the human resource management instead of isolated areas.
It is estimated that with the support of the principles and practices of people
management common barriers to integration, including external, may be more
easily overcome (COUSINS; MENGUC, 2006). Exactly at this point is the supply
manager as a “people manager” not only a “technical specialist manager”.
Menon
(2012) conducted a study with 228 professionals involved with the SCM aimed
analyzing the contribution of human resource practices to professional
satisfaction and the relationship with internal integration. The results showed
that the training and development of team work practices have greater
influence. Flexible working and establishing performance goals for obtaining
rewards also present significant relationship between professional satisfaction
and supply chain performance. Given these results suggested that training
related to SCM promotes technical formation and process analysis, as well as
behavioral formation aimed the building capacity for teamwork and establishing
collaborative relationships.
Similar
study was conducted by Koulikoff-Souviron and
Considering
the people dimension in SCM and the interactions between functional areas, Van
Hoek et al. (2002) propose that supply chain managers, also as a leader, should
encourage constant change rather than developing rigid structure and “putting
people in boxes within the organization” (p.123), supporting both intellectual
and emotional capability. The authors suggest changes in management and leadership
roles (Table 3).
The
issues relating to organizational structure directed to SCM are also liable to
be managed from the practices of human resource management. As traditional
format of division labor between functional areas has been unable to promote
synergy required for the SCM, the role of supply chain managers has also been
highlighted in the organizational structure factor. Omar et al. (2012)
emphasize the social dilemma is common within the company, a reflection of rivalry among the people allocated in
different functional areas, very encouraged by the structures (functional silos) and metrics and
performance evaluation systems distinguished. The same is highlighted by
Koulikoff-Souviron and
Table 3:
Changes for supply chain managers
|
Manager |
Leader |
|||
|
Change in: |
From… |
…to |
From… |
…to |
|
Approach |
Reactive |
Proactive |
Tell what to do and how to do it |
Ask questions and assign people |
|
Problem solving |
Reproduce actions |
Own problems |
Give answers |
Responsibilities over challenges |
|
Work |
Doing the job (and not much more) |
Buy-in and commitment |
Supervise/control, message: “Here is a task. Go and do it” |
Coach, message: “Learn and enjoy” |
|
Effort |
Input focus – time and energy |
Output focus – product and impact |
Evaluate problems with work |
Support and leverage strong capabilities |
|
Leadership |
Blame the boss |
Challenge the boss |
Forced motivation (wrong reasons, tap on the shoulder) |
Self-motivation, entrepreneurial (people success, change your workplace
for the batter) |
|
Recognition |
Recognition based on authority- position in the hierarchy |
Recognition based on insights, learning and problem-ownership |
Recognition based on control and problem-ownership |
Recognition based on empowering and supporting people |
|
Organizing |
Rigid standardized organization |
Fluid organization with teams and constant progression |
Steer around structures |
Steer around process of change and progress |
Source: Van Hoek et al.
(2002, p.124)
Rossetti
and Dooley (2010) indicate internal functional integration and process
management as two activities to be carried by supply chain managers. The first
aims to increase and improve the information flow between functional areas
intra and interorganizational and, the second aims to measure, analyze and
improve processes in the supply chain. Lambert et al. (2008) discussed how
logistics managers contribute and gain from their involvement in the eight
cross-functional processes identified by The Global Supply Chain Forum (GSCF):
customer relationship management, supplier relationship management, customer
service management, demand management, order fulfillment, manufacturing flow
management, product development and commercialization, and returns management.
In the demand management process, for example, the main benefits are more
accurate forecasts, better planning and smoother execution of logistics
activities, better capacity utilization and reduced inventory levels,
well-crafted contingency management plans, capabilities and costs of logistics-based
flexibility are understood throughout the organization.
For
that, managers should promote and maintain the redefinition of organizational
structures of “vertical flow” type for “horizontal flows” type, principally in
the behavioral management of persons involved (TRENT, 2007; DEFFE; FUGATE,
2010). In this same line of reasoning, Gammelgaard and Larson (2001) and Teller
et al. (2012) highlight the importance of the decision makers in considering
the internal focus and promote the interconnection actions between the areas of
purchasing, logistics, marketing and product development actions in the supply
chain. To promote a greater level of cross-training across functional
boundaries to ensure this interconnection is one of the strategies indicates to
the supply chain managers (GOWEN III; TALLON, 2003; MANGAN; CHRISTOPHER, 2005; ELLINGER;
ELLINGER, 2014).
To
break down functional silos and obtain cooperation for the SCM, including
interorganizational, Sandberg and Abrahamsson (2010) introduce fours supply
chain managers archetypes:
(1) The supply
chain thinker: has a wider scope looking beyond company borders. Focuses on
the supply chain processes and exploits the whole supply chain’s conditions,
design and opportunities as a result of this wider view. Cross-functional
communication where interfaces between functions are continuously evaluated and
developed. To avoid double work the division of the roles for the actors in
their supply chain network is a part of this;
(2) The
relationship manager: focuses more deeply on cross-functional processes
both internally among different functions (close communication and jointly
agreed goals) and between companies (continuum ranging from collaborative to
transaction-based relationships and what type of relationship in a situation
given);
(3) The
controller: the main task is to measure, follow up and control measurements
in the company and in the supply chain. The measurements are seen as a
prerequisite for successful change and a proper IT system is a prerequisite;
(4) The
organiser for the future: the ability to continuously adapt supply
chain operations, typically including knowledge on how to set up and design
interfaces between the functions and actors in the supply chain. Structuring
the company so that communication is facilitated by giving the personnel a
large degree of freedom and responsibility to create an atmosphere of
continuous learning.
For
authors, the four archetypes are not exclusively independent from each other:
on the contrary, they are linked to each other and should be seen as equally
important.
Formation
of work teams, including multifunctional, is considered one of the most
effective strategies to eliminate structural barriers and human relationship,
whose development and monitoring is responsibility of supply chain managers.
Training, evaluation and feedback, remuneration and compensation, attention to
organizational climate and motivation are among the management practices
recommended for the development and monitoring teams (KOULIKOFF-SOUVIRON;
5. CONCLUSION
This
paper reinforces the importance of discussing the current role of supply chain
managers in cross-functional business process. The literature review
demonstrated a growing interest in the thematic, especially because the “soft”
aspects (human and behavioral) to achieve supply chain internal and external
integration. In the internal integration, there are inherent organizational
barriers, like structure (department, hierarchy, information flows), human
conflicts, functional disputes and lack of professional qualification.
Nevertheless, all functions must be involved in SCM and supply chain managers
have a critical role to play: challenge the supremacy of functions in the
organizational structure, implementing the practice of "horizontal
work" through cross-functional teams. On the other hand, this
professionals need to have a set of skills, abilities and competencies to
achieve this intra-organizational configuration and to be leader just a
technical specialist.
In
summary, it is expected of supply chain managers: strategic orientation with a
global perspective, ability to manage change processes and to balance the
external needs of the function with the internal vision of efficiency, align
strategic objectives of SCM with the overall strategy of the organization,
expertise to manage risk and uncertainty, motivate people for mutualism and
cooperation, obtain positive operating performance of work teams, good
communication (written and oral) to influence their subordinates and other
parties related to the business (including external partners), translate
“client vision” into strategic and operational practices, establish metrics and
reward systems aligned and coherent across functional areas.
The
companies, local or global, need to recognize the importance of supply chain
managers to competitiveness and find alternatives to develop and retain these
professionals, since the demand for experienced and qualified has been greater
than the current supply. Besides the development of internal policies, there is
the possibility of collaboration between business, universities/colleges and
industry associations which aim the developing of an appropriate set of
competencies for supply chain professionals. Future research could consider
this issue, as there is little understanding about the types and curriculum of
training adequate for logistics and supply chain managers. Another area
identified for further investigation is Human Resource Management (HRM) and
Supply Chain Management connection. It is becoming increasingly crucial
establish HR practices capable of manage the individual knowledge and
commitment to the supply chain integration processes.
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