Livingston, K. A theoretical framework is proposed linking managerial, organizational and interorganizational competencies with supply chain integration and performance. Propositions are posited with suggestions for further research. Simultaneously, present paper looks at strategizing the different practices involved in successful management of a supply chain emphasizing on intra internal consistency and inter-organizational external consistency relations.
The paper provides value to the academicians and practitioners in both the fields by focussing on the impact competencies have on supply chain management system. The results are expected to provide an integrated intra and inter-organizational perspective to academicians looking at studying competencies in the field of supply chain.
Athey, T. Bakos, J. Baker, W. Barnes, J. Barney, J. Beamon, B. Braunscheidel, M. Boyatzis, R. New York: Wiley. Burton, T. Calantone, R. Cao, M. Cash, J. Chen, H. Chi, L. Christopher, M. Corbett, C. Cousins, P. Devaraj, S. Ding, M. Dyer, J. Eliashberg, J. Eng, T. Deniz Eris, E. Ferrer, M. Flynn, B. Frohlich, M. Gammelgaard, B. Gimenez, C.
Gounaris, S. Harland, C. Heide, J. Henderson, R. S1, pp. Heyns, G. Holland, C. Holmberg, S. Hong, I. Hult, G. Hsu, C. Hyland, P. Jayaram, J. Kaplan, R. Kim, D. Klein, R. Kohli, A. Krishnapriya, V. Chatterjee, M. Pati Eds. Kumar, K. Lahti, R. Lambert, D. Irwin, CA: Homewood.
Leach, A. Lee, H. Lejeune, M. Journal of Operations Management, V o l. Levy, M. Li, G. Li, S. Lou, K. Macneil, I. Mangan, J. Manthou, V. Martin, J. Morgan, R. Murphy, P. Narasimhan, R. Novicevic, M. Ogden, J. Pandey, P. Paulraj, A. Power, D. Prahalad, C. Prajogo, D. Premkumar, G. Rahman, S. Razzaque, M. Sanders, N. Assimakopoulos, R.
Carayannis Eds. Springer New York. Schoenherr, T. Sezen, B. Government support can be in policies and activities from the upstream to the downstream sub-systems and support sub-systems.
In classifying government support, there are two criteria: the support form and how it is obtained. On the criteria for support forms, there are criteria for business capital, infrastructure, provision of seeds, and provision of production facilities. Then, there are criteria for obtaining support through programs, proposal submissions, and farmer groups. Government support for all red chili supply chain actors in Kulon Progo Regency can be explained in Table 7.
Table 7. Government support in red chili supply chain management in Kulonprogo Regency. The support forms received by farmers were business capital, infrastructure, seeds, and production facilities. Meanwhile, the auction markets had government support for infrastructure, such as building a warehouse to run the auction market.
Meanwhile, the auction markets attained government support through submitting proposals to the Agriculture Service in the province. Apart from government support, the auction markets also received assistance from private institutions.
Meanwhile, in [19] research the government support aimed to improve maize supply chain management, such as maize self-sufficiency, land clearing, fertilizer subsidies, and plans to create agricultural mechanization programs regarding maize.
In addition, from the study, Garut Regency has begun to design government support in the marketing field by establishing a Regional Owned Enterprise. If supply chain actors can be open to each other regarding information, a voluntary and reciprocal relationship will be established.
Supported by [21] research results, good disclosure of information between supply chain actors is the key to the success of activities in the supply chain. There were four criteria in the supply chain collaboration in the red chili supply chain: information disclosure, communication content, communication media, and communication methods. In information disclosure, there were mutually open and closed criteria.
Then, the communication media used were telephone, SMS, WhatsApp, coming directly, and via taxi bike. Furthermore, the communication methods employed were unidirectional and reciprocal. Table 8. Red chili supply chain collaboration. Closed - - - - - - - - 2 Communication content a. Unidirectional - - - - - - - - b. Most communication contents used in collaborating were the quantity, quality, and price communication content. The four criteria above were the main things in communicating with partners, except for farmers.
Farmers applied communication content more because they were producers. Thus, aside from the four above, the contents used by farmers were also contents about cropping patterns, planting seasons, and constraints in the auction market. Furthermore, in communicating, most actors utilized communication media of telephone, WhatsApp, or visiting partners directly.
In other words, the actors have used technology in cooperating to facilitate collaboration. In the last criterion, the actors communicated with their partners reciprocally. Thus, there was a good response between partners, resulting in no communication errors in the supply chain collaboration. Information on the quality and constraints in rice farming from farmers to final consumers was conveyed to farmer groups. In the contractual agreement, most chain actors employed the unwritten form, and the things agreed upon were mainly regarding the price, quality, quantity, and payment time.
The transaction system for most actors used a scale with delayed payments and by transfer. Besides, government support only occurred in farmers and the auction markets in the form of infrastructure. Supply chain collaboration was through open and reciprocal communication, especially for the price, quality, and quantity with telephone communication media or directly visiting partners.
References 1. Hamilton-Hart N. J Contemp Asia 49 5 —58 Prapti, K. Ilmiah Inovasi, 15 3 Susanawati, Akhamdi, H. Open Agriculture. Prayitno, A. JIIA, 1 1 Sembiring, N.
Taufik, M. Penelitian dan Pengembangan Pertanian 30 2 , BPS Kulonprogo. Produksi Tanaman Sayuran dan Tanaman Pangan Scholar J Econ Bus Manag 4 9 , —9 Istiyanti, E. Assauri S. C companies set up manufacturing plants within the country to save on duties. D companies will not serve the local market or set up manufacturing plants within the country to save on duties.
E companies will serve the local market by setting up regional manufacturing plants. B duties and tariffs are imposed as long as production is used primarily for import. C duties and tariffs are relaxed as long as production is used primarily for export. D duties and tariffs are relaxed as long as production is used primarily for import. E duties and tariffs are increased as long as production is used primarily for export. Answer: C Diff: 1 Topic: 5. B produce more in facilities that have a lower cost based on current exchange rates.
C produce more in facilities that have a higher cost based on current exchange rates. D produce less in facilities that have the same cost based on current exchange rates. E None of the above are accurate. B transportation and facility costs. C inventory and transportation costs. D inventory, transportation, and facility costs. E inventory, transportation, and faculty costs. B at least equal the number that maximizes total logistics cost.
C at least equal the number that minimizes total logistics cost. D at least minimize total logistics cost. B minimizes the firm's costs. C satisfies customer needs in terms of demand and responsiveness. D maximizes the firm's profits while satisfying customer needs in terms of demand and responsiveness. B select a precise location and capacity allocation for each facility. C select a set of desirable sites within each region where facilities are to be located.
D identify regions where facilities will be located, their potential roles, and their approximate capacity. E specify what capabilities the supply chain network must have to support a firm's competitive strategy.
Answer: E Diff: 3 Topic: 5. Answer: D Diff: 3 Topic: 5. B facilities last a long time and have an enduring impact on a firm's performance. C it is astounding how often tax incentives drive the choice of location. D the location of a facility has a significant impact on the extent and form of communication that develops in the supply chain network.
E the quality of life at selected facility locations has a significant impact on performance. Answer: B Diff: 3 Topic: 5. E it influences the work force available and their morale. B locate in a higher cost area to provide faster response.
C have many facilities to take advantage of economies of scale. D increase inventory levels to reduce stockouts. Answer: A Diff: 1 Topic: 5. B exchange rates. C shipping costs. D available production technologies. Which of these would NOT be on that list? A Quality of life B Tarriffs and tax incentives C Cultural implications D The life span of most facilities is getting shorter and shorter. Answer: D Diff: 1 Topic: 5.
Answer: Supply chain network design decisions include the location of manufacturing, storage, or transportation-related facilities and the allocation of capacity and roles to each facility. Supply chain network design decisions are classified as follows: 1.
Facility role: What role should each facility play? What processes are performed at each facility? Facility location: Where should facilities be located? Capacity allocation: How much capacity should be allocated to each facility? Market and supply allocation: What markets should each facility serve? Which supply sources should feed each facility? Diff: 2 Topic: 5. Answer: Strategic Factors. Firms focusing on cost leadership tend to find the lowest cost location for their manufacturing facilities, even if that means locating very far from the markets they serve.
Firms focusing on responsiveness tend to locate facilities closer to the market and may select a high-cost location if this choice allows the firm to quickly react to changing market needs. Technological Factors.
If production technology displays significant economies of scale, a few high-capacity locations are the most effective. In contrast, if facilities have lower fixed costs, many local facilities are preferred because this helps lower transportation costs.
If the production technology is very inflexible and product requirements vary from one country to another, a firm has to set up local facilities to serve the market in each country. Conversely, if the technology is flexible, it becomes easier to consolidate manufacturing in a few large facilities. Macroeconomic Factors.
Macroeconomic factors include taxes, tariffs, exchange rates, and other economic factors that are not internal to an individual firm. If a country has very high tariffs, companies either do not serve the local market or set up manufacturing plants within the country to save on duties.
High tariffs lead to more production locations within a supply chain network, with each location having a lower allocated capacity. Tax incentives are a reduction in tariffs or taxes that countries, states, and cities often provide to encourage firms to locate their facilities in specific areas. Many countries vary incentives from city to city to encourage investments in areas with lower economic development. Developing countries often create free trade zones where duties and tariffs are relaxed as long as production is used primarily for export.
This creates a strong incentive for global firms to set up a plant in these countries to be able to exploit their low labor costs. It is a technique for determining the sample, initially small in number, then enlarges [15]. In determining this study sample, the researchers first selected from farmer respondents.
Then, the researchers asked the red chili farmers to whom their goods were sold from the farmers who felt that they were still lacking. Therefore, the determination of trader respondents was in accordance with traders who bought red chili from Garongan Village farmers. Then, the researchers obtained information on traders selling red chili to retailers. Likewise, it continued until the researchers obtained information on the final consumers in Jakarta.
Meanwhile, the sample number of chain actors after farmers is displayed in Table 2. Table 2. Sample of red chili supply chain actors after farmers in Kulonprogo Regency. Chain Actors Total person Location 1.
Auction markets 1 Garongan 2. Middlemen 2 Garongan 3. Collecting traders 3 Kulon Progo 4. Bandar 3 PIKJ 5. Centeng a person taking red chili from 10 PIKJ a dealer and having a narrow and sometimes non-permanent place to sell 6. Retailers 20 Ciracas and PKJ 7. Consumers 30 Ciracas and PKJ The structure of the red chili supply chain relationship was analyzed descriptively in the form of pictures for chain actors and tabular form to describe the activities of each actor.
Meanwhile, red chili supply chain management was analyzed based on the Food Supply Chain Network FSCN framework, put forward by [16], viewed from the aspects of partner selection, contractual agreement, transaction system, government support, and supply chain collaboration.
The three chains are: 1. Farmers — auction markets — collecting traders — PIKJ bandar — PIKJ centeng — retailers — consumers Each actor in the supply chain relationship structure had activities that could facilitate the course of the supply chain.
Activities were carried out by actors in the process of producing and distributing red chili from the Kulonprogo Regency to final consumers in Jakarta. Red chili farming carried out by farmers included land processing, seeding, planting, care, and harvesting.
After that, farmers sorted the red chili at the time of picking. Then, activities started from sorting, packaging, updating information, and receiving payments in the auction markets.
Red Chili Supply Chain Relationship Structure in Kulon Progo Regency Furthermore, intermediaries carried out activities from sorting, packaging, pricing, updating information, purchasing, and receiving payments. Then, collecting traders carried out activities of sorting, packaging, pricing, offering prices, updating information, purchasing, transporting, shipping, and receiving payments.
After that, the PIKJ bandar to retailers carried out the same activities, namely packaging, pricing, offering prices, updating information, purchasing, receiving payments, selling, and cleaning red chili.
However, at the PIKJ bandar, there was another activity, namely sorting before packing. Table 3. Activities of red chili supply chain actors in Kulon Progo Regency. Red chili supply chain management in Kulon Progo Regency based on the Food Supply Chain Network FSCN framework was explained through partner selection, contractual agreement, transaction system, government support, and supply chain collaboration, with the following explanation: 3.
Therefore, it is necessary to select partners following the needs of running a business. It aims to obtain partners and cooperate reasonably. The partner selection carried out by actors in the supply chain structure in this study included: Table 4. Partner selection by all red chili supply chain actors.
Togetherness - - - - - - - - e. Meanwhile, the actors who did not choose partners based on high prices were PIKJ centeng, retailers, and consumers. The reason why actors did not choose partners based on high prices was that they had been partnered with these actors or became customers, so they only applied a trust system between partners.
Moreover, actors employed other criteria in partner selection, namely the shallot stalls in Brebes, using the criteria for the suitability of goods. They had been partnering with these partners for a long time. The actors felt that their partners had carried out their duties properly and were trustworthy. Actors who applied the criteria of being responsible and open to each other were farmers, auction markets, middlemen, PIKJ centeng, retailers, and consumers.
It typically occurs with influential supply chain actors, such as dealers. The following table demonstrates the contractual agreement made by red chili supply chain actors in Panjatan District, Kulon Progo Regency: Table 5. The things most agreed upon were price, quality, and quantity. It was intended so that the agreement could be clearly understood between partners, and later there would be no irregularities in carrying out the contractual agreement.
These results are the same as in [19] research with the management of the melon commodity supply chain, that the agreement between partners was carried out unwritten. In the study, farmers and traders applied the principle of trust by committing, feeling interdependent, and in need of each other.
In addition, the transaction system can be seen based on the transaction form for each actor. In the red chili supply chain management in Panjatan District, the transaction system had three criteria: the transaction system, the transaction method, and the payment method for each actor.
In the transaction system, there were auction criteria and scales. There were cash, delay, and tempo criteria in the transaction method, while in the payment method, there were transfer and non-transfer criteria. This classification aimed to compare actors in conducting transaction systems in the red chili supply chain in Panjatan District, Kulonprogo Regency.
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